Career management in an organization
External Factors
It often happens, all the rules in career management in an organization become chaotic due to outside intervention. An employee who promotes to a higher position, for example, might be forced to be canceled because someone else was dropped from outside the organization. Regardless of whether or not this kind of incident is permissible, ethical or unethical, such an event clearly disrupts the career management that has been designed by the organization (Henry Bohwani on International Journals).
Politicking in Organizations
Employee career management will stall and even die if other factors such as intrigue, whispering, relationships between friends, nepotism, feudalism, and so on, are more dominantly affecting one's career than work performance. In other words, if the level of "politicking" in an organization is so severe, then career management will almost certainly die on its own. Career planning will be just lip service. And the organization will be led by people who are smart in politicking but low in professionalism.
Reward System
The management system (reward system) greatly influences many things, including employee career management. Organizations that do not have a clear reward system (other than salary and incentives) will tend to treat their employees subjectively. Employees who perform well are considered to be the same as lazy employees. At present, many organizations are starting to build a good reward system (for example by using a "credit point" system) in the hope that every achievement shown by employees can be given a "credit point" in a certain amount.
Number of Employees
According to experience and common sense logic, the more employees there is, the tighter the competition to occupy a position, and the less chance (chances) for an employee to achieve certain career goals.
The number of employees an organization has greatly influences existing career management. If the number of employees is small, career management will be simple and easy to manage. If the number of employees is large, then career management becomes complicated and not easily managed.
Organizational Size
The size of the organization in this context relates to the number of positions in the organization, including the number of types of work, and the number of employee personnel needed to fill various positions and jobs.
Usually, the larger the organization, the more complex the management career matters are employees. However, opportunities for employee promotion and rotation are also greater.
Organizational Culture
Like a community system, an organization also has a culture and habits. There are organizations that tend to be professional, objective, raational, and democratic. There are also organizations that tend to be feudalistic, rational, and democratic.
There are also organizations that tend to value work performance (merit system). There are also organizations that value seniority more than anything else.
Therefore, even though the organization already has a good and well-established career management system in writing, its implementation is still very dependent on the existing organizational culture.
Management Type
Theoretically-normatively, all management is the same in this world. But in its implementation, management in one organization may be very different from management in another organization. There is management that tends to be rigid, authoritarian, centralized, closed, undemocratic.
There is also management that tends to be flexible, participatory, open, and democratic.
If management tends to be rigid and closed, then the involvement of employees in terms of their own career development also tends to be minimal. Conversely, if management tends to be open, participatory, and democratic, then the involvement of employees in their career coaching also tends to be large.
In other words, an employee's career depends not only on internal factors (such as motivation to work hard and willingness to progress), but also highly dependent on external factors such as management. Many employees are actually hard working, smart, honest, forced to not succeed in pursuing a career well, just because this employee is "trapped" in a bad management system.