Author(s): Tarnima Warda Andalib, Noor Azlinna Azizan, Hasliza Abdul Halim
This paper aims to re-engineer one of the core modules naming career management of the organizations, which is inherited by Human resource management platform in the organizations. Employees of the organizations stay proactive and motivated when their individual careers are also management and taken care of by the organizations. In this study, an entrepreneurial approach has been acquired regarding the existing career management situation in the Bangladeshi manufacturing organizations. Entrepreneurial approach can drive the flexible and leniency of top management and individual employees’ innovative attitude that will in a way create a better work environment. Qualitative approach with philosophical notions and paradigms named ontology and methodology has been followed in this study with Miles, Huberman and Saldana’s techniques, Eisenhardt and Yin’s viewpoints, Creswell and Stakes’ measures. ‘Multiple case studies’ method has been used in this study. During choosing the cases purposeful sampling has been done. Twelve case studies with eighty-seven participants’ thorough interviews have been taken, observed and analysed. NVIVO Mac coding and soft systems techniques are used to analyse and integrate data. After the analysis, career management module is found with three basic themes, which are 1) Training and development, 2) Performance management, and 3) job security. Each of these themes has two or three categorized codes, which are calculated from the open and raw codes. Following Auerbach and Silverstein and Creswell’s techniques data has been validated with 1) conformity- confirm the final codes from the participants, 2) reflexivity-intake researchers’ expert stances to critically analyse and judge the complex pathways, 3) justifiability-step by step detailed procedures that is done in an ‘end to end’ way during the research and 4) transferability- join the codes and reengineer the overall module. From this study, the condition of each of these categorized codes and themes of twelve cases are measured and outlined. This re-designed module has been also connected with employee rights’ protocols recognized by Universal Declaration of Human Rights (UDHR), International Labour Organization (ILO) and Bangladesh Labour Act (BDL) in order to replace it in the re-engineered novel HRM framework. This connection and mapping not is another entrepreneurial approach to motivate the employees and make them feel that organizations not only think of their ’career management’ professional side but also equally treats them as flesh and blood human beings and think of their rights. This complex process of re-designing and integrating the HRM module ‘Career Management’ is quite an entrepreneurial approach where researchers dug into all codes in in-depth and detailed manner and used soft systems technique to map.