INTERNAL MOBILITY VS. CAREER ADVANCEMENT A qualitative case study about organisational vs. individual goals in a MNC Iselin

Abstract

Abstract Essay/Thesis: 30 ECTS Program and/or course: Master Programme in Strategic Human Resource Management and Labour Relations Level: Second Cycle Semester/year: St/2017 Supervisor: Freddy Hällstén Examiner: Wajda Wikhamn Report No: xx (not to be filled in by the student/students) Keyword: MNC, talent management, career, career management, internal mobility, translation Purpose: This study aims to describe and understand Key Talents expectations and motivations for internal career development in a MNC, and how the MNC manages their Key Talents in terms of internal mobility. Theory: To gain a deeper understanding of how the vital career management information flows across hierarchies, functions and professions in the organisation, and how the individuals understand the practices we have used translation theory. Scandinavian institutional theory perspective on translation focuses on translation of management practices, and the knowledge-based perspective on how knowledge flows and is understood in an organisation. Method: This thesis has been conducted as a qualitative case study. The empirical data was collected through semi-structured interviews with three HR professionals and 18 Key Talents (engineers) from four departments at the R&D division of a MNC. A short survey was also sent to all 105 Key Talents. Result: Result show that insufficient translations processes have resulted in inconsistencies in understandings of career and internal mobility, difficulties to navigate in the organisation, lack of incentives for managers to develop employees and promote internal mobility and uncertainties and insecurities about their career opportunities.