Pia Heilmann
6. Discussion The discussion of career extension relates easily to older work force, how to extend careers in the tail end. However, it can be discovered that career prolonging objectives should be recognized during the whole career. Career extension actions can be directed to younger generations, for example, by offering study and career counseling. Different flexible work arrangements and opportunities for further education can promote career extension in the middle of career. Reasonable work load and part-time job can encourage older people to continue their careers. Enabling dynamics and improving diversity during careers are important in discussion of career extension. Different things motivate different people. It should be possible to decide and design your own career on the basis of one’s own needs. The results of this study contribute to the discussion of extending careers in ageing societies. The solution for career extension includes much dynamics. Different HRM-actions were mentioned as a tool for prolonging careers and increasing work well-being. Leadership and communication are important in work well-being, and through overall welfare, careers can be continued. Many of the methods for prolonging careers relate to the boundary less career discussion (Arthur and Rousseau 1996, 6). The findings of this research emphasize the role of an individual in career extension decision. People search for individualistic solutions and design their own work life. Decisions can be based on family reasons or training opportunities during the career. Organizations can offer actions aiming at career extension but the decision is made by an individual (Barley, 1989).
7. Conclusions This study searched for answers to the question: How to extend careers? The research data presented several HRM-methods for this use, such as: training/education, organizing work, work well-being, leadership, labour policy and legislation and attitude. According to the results it seems that personnel management and different HRM-practices used in the right phase of a career are in a key role in promoting longer careers. Dynamics from environment and organization is focused on career. Contemporary career can be more diverse and different HRM-actions can be directed to it. In the background of the discussion of prolonging careers is well-being of an individual worker. Healthy people enjoy their work more and can consider making a longer career. In many cases it is a question of supporting and leading an individual in a right direction during the whole career. Career extension decisions relate to the reactions of an individual employee. Therefore, the continuous dialogue between the supervisor and the sub-ordinate is important. It is essential for the supervisor to know what motivates an employee and then apply right HRM-practices for him/her. HRM-practices are directed to personnel from organizational level but also an individual is responsible of his/her welfare. He/she decides what is his/her part in increasing work well-being and prolonging career through it.
8. Limitations This study is qualitative and the results cannot be generalized to a larger extend. The research group was gathered in Finland so this represents a case study. The problem of career extension will exist also in other countries where the workforce is ageing. I hope this research will inspire other researchers in different countries.
References Arthur M. B., Hall, D. T. and Lawrence B. S. (1989). Handbook of Career Theory. Cambridge University Press. New York. Arthur M. B. And Rousseau D. M. (1996). The Boundary less Career. A New Employment Principle for a New Organizational Era. Oxford University Press. New York. st Arthur M. B. And Rousseau D. M. (1996b). A Career Lexicon for the 21 Century. The Academy of Management Executive. Vol. 10. Iss. 4. 28-40. Barley S. R. (1989). Careers Identities and Institutions: The Legacy of the Chicago School of Sociology. In Arthur M. B. and Hall D. T. And Lawrence B. S. (eds.), Handbook of Career Theory (pp. 41-65). Cambridge University Press. New York. th Beardwell J. And Claydon T. (2007). Human Resource Management. A Contemporary Approach. 5 Ed. Prentice Hall.
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