Chapter 9 Career Development

What is career? “The evolving sequence of a person’s work experience over time” (Arthur, 2008). Types of career: Traditional career Contemporary career Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Traditional deal vs Transformed deal Aspect Traditional deal Transformed deal Environment characteristic Stability Dynamism Career choice being made Ones, at an early career age Repeated, at different age stages Main career responsibility lies with Organization Individual Career horizon ( workplace) One organization Several organizations Career horizon (time) Long Short Employer expect/employee give Loyalty and commitment Long time working hours Employer give/employee expect Job security Investment in employability Progress criteria Advance according to tenure (seniority) Advances according to results and knowledge Success means Winning the tournament i.e. progress on the hierarchy ladder Inner feeling of achievement Essence of career direction Linear Multidirectional Source (Baruch, 2004) Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Example of traditional career: Bureaucratic career (Kanter, 1989) In bureaucratic careers, the employees progress vertically along the organizations’ ladders, achieving extrinsic outcomes such as better earnings and status. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Example of Contemporary careers 1- Boundaryless career Physical mobility Psychological mobility 2- Protean career Valve-driven Self-directed Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Career Succcess Career success refers to “the positive psychological or work related outcomes or achievements one has accumulated as a result of one's work experiences" (Judge et al., 1995, p.486). This definition reflects two facets representing the essence of studies in this area: objective and subjective (Hughes, 1937, Abele et al., 2011) Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Career Success Model Sturges (1999) identified four categories related of how managers defined career success 1- The Climbers: hierarchical position and progression through promotion and reward criteria, especially level of pay 2- The Experts: achieving a high level of competency at their job and being recognized personally for being good at what they did Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

3- The Influencers: For the Influencers, career success was defined as being able to do things at work which had a tangible and positive effect on the organization they worked for, regardless of the hierarchical position they occupied. 4- The Self-Realizers. For the Self-Realizers, career success was described as an extremely internal concept, based on the idea of achievement at a very personal level, sometimes in a way which would mean little to other people Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

What is a Career? Career development adds value to the company. It 1. ensures needed talent will be available 2. improves the organization's ability to attract and retain talented employees 3. ensures that minorities and women get opportunities for growth and development. New legislation: http://en.wikipedia.org/wiki/Lilly_Ledbetter_Fair_Pay_Act_of_2009 4. reduces employee frustration 5. enhances cultural diversity 6. promotes organizational goodwill Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

What is a Career? effective coaches give guidance through direction, advice, criticism, and suggestion in an attempt to aid the employee’s growth mentors are typically senior-level employees who: support younger employees by vouching for them answer for them in the “highest circles” introduce them to others advise and guide them through the corporate system Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Traditional Career Stages Exploration Estblshment Mid career Late Career Decline High Will performance increase or decline? Job Performance Low Transition from school to work Getting first job and being accepted The elder statesperson Preparing for retirement 5 15 10 35 25 20 40 30 50 45 60 55 70 65 75 Age Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Traditional Career Stages exploration includes school and early work experiences, such as internships. involves: trying out different fields discovering likes and dislikes forming attitudes toward work and social relationship patterns this stage is least relevant to HRM because it occurs prior to employment Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Traditional Career Stages establishment includes: searching for work getting first job getting evidence of “success” or “failure” takes time and energy to find a “niche” and to “make your mark” Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Traditional Career Stages mid-career challenged to remain productive at work employee may: continue to grow plateau (stay competent but not ambitious) Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Traditional Career Stages late career successful “elder states persons” can enjoy being respected for their judgment. Good resource for teaching others those who have declined may experience job insecurity Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Traditional Career Stages decline may be most difficult for those who were most successful at earlier stages today’s longer life spans and legal protections for older workers open the possibility for continued work contributions, either paid or volunteer Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Career Choices and Preferences Good career choice outcomes provide a positive self-concept and the opportunity to do work that we value. Models to help you match your skills to careers: Holland Vocational Preferences Schein Anchors Myers Briggs Typologies Also try the classic work “What Color is Your Parachute?” for career advice and a wealth of information: http://www.jobhuntersbible.com/ Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Career Choices and Preferences Schein Anchors personal value clusters determine what is important to individuals 1. technical-functional competence 2. managerial competence 3. security-stability 4. creativity 5. autonomy-independence success of person-job match determines individual’s fit with the job Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

specialist & generalist Enhancing Your Career You are ultimately responsible for your own career. manage your reputation know yourself network contacts Successful Career Tips build and maintain keep current balance your specialist & generalist competencies keep your options open document your achievements Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

True or False? 1. Your employer is ultimately responsible for your career path. False! 2. A career is a pattern of work-related experiences that span the course of a person’s life. True! 3. Career development looks at the short career effectiveness and success of employees. 4. Establishment is the first traditional career stage. 5. The Holland Vocational Model identifies six vocational themes. 6. The Myers-Briggs Typologies (four dimensions that identify 16 personality types) help match job characteristics to individual preferences. Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Performance Management Chapter 10 Performance Management

The Appraisal Process 1 establish performance standards with employees 2 communicate expectations and set goals 3 measure actual performance 4 compare actual performance with standards 5 discuss the appraisal with the employee 6 if necessary, initiate corrective action Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

1. establish performance The Appraisal Process 1. establish performance standards derived from company’s strategic goals based on job analysis and job description 2. communicate expectations goals must be articulated from supervisor to employee and from employee to supervisor Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

measurement of performance using information from: The Appraisal Process 3. measure actual performance measurement of performance using information from: personal observation oral reports written reports statistical reports 4. compare performance with standards explanation of different levels of performance and their degree of acceptability against the performance standard Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

The Appraisal Process 5. discuss appraisal with employee feedback employees receive has strong impact on self-esteem and subsequent performance 6. initiate corrective action immediate action deals with symptoms basic corrective action deals with causes Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 11 Compensation

Types of Reward Plans Intrinsic versus Extrinsic Rewards intrinsic rewards (personal satisfactions) come from the job itself, such as: pride in one’s work feelings of accomplishment being part of a work team extrinsic rewards come from a source outside the job, mainly by management: money promotions benefits Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Types of Reward Plans Financial versus Nonfinancial Rewards wages bonuses profit sharing pension plans paid leaves purchase discounts nonfinancial rewards: make life on the job more attractive; employees vary greatly on what types they like Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Types of Reward Plans Performance-based versus Membership-Based performance-based rewards are tied to specific job performance criteria commissions piecework pay plans incentive systems group bonuses merit pay membership-based rewards such as cost-of-living increases, benefits, and salary increases are offered to all employees Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Job Evaluation and the Pay Structure External factors influence pay structure. geographic differences (local supply and demand) individual skill differences labor supply (low supply = higher wages and vice versa) competition (HR can match, lead, or lag) cost of living collective bargaining (unions) employees must know how the pay structure is derived Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins