©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4e Nelson/Quick ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 17 Career Management

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  Explain occupational and organizational choice decisions  Identify foundations for a successful career  Explain the career model  Explain the major tasks facing individuals in the establishment stage of the career model 2

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Outcomes  Identify the issues confronting individuals in the advancement stage of the career stage model  Describe how individuals can navigate the challenges of the maintenance stage of the career stage model  Explain how individuals withdraw from the workforce  Explain how career anchors help form a career identity 3

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Career vs. Career Management  Career  Pattern of work-related experiences that span the course of a person’s life  Career management: Lifelong process of learning about :  Self, jobs, and organizations  Setting personal career goals and developing strategies for achieving them  Revising the goals based on work and life experiences 4

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Importance of Career Management  Helps an individual to take proactive approach  Helps managers to understand the experiences of their employees and colleagues  Helps organizations protect valuable investments in human resources 5

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Explain occupational and organizational choice decisions Learning Outcome 6

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Career: Paradigm Shift New Career Paradigm Discrete Exchange Occupational Excellence Organizational Empowerment Project Allegiance Old Career Paradigm Mutual Loyalty Contract One-Employer Focus Top-Down Firm Corporate Allegiance 7

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Beyond the Book: Generations Gen YGen XBaby Boomers CommunicationTexts, mobile phones, instant messaging , IM, mobile phones , mobile phones, face- to-face Problem solvingBrainstorming & internet research Individual thought and meeting to discuss Replicate a successful solution from the past WorriesWhat they’re worried about Work/life balance Stability, retirement 8

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Holland’s Types of Personalities Realistic person Investigative person Artistic person Enterprising person Social person Conventional person 9

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Theories on How Individuals Choose Organizations  Expectancy theory  Individuals choose organizations that maximize positive outcomes and avoid negative outcomes  Satisfice  Individuals select the first organization that meets one or two important criteria and justify the choice by distorting their perceptions 10

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure Conflicts During Organizational Entry SOURCE: Figure in L. W. Porter, E. E. Lawler III, and J. R. Hackman, Behavior in Organizations, New York: McGraw-Hill, Inc., 1975, p Reproduced with permission of The McGraw-Hill Companies. 11

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Realistic Job Preview (RJP)  Giving positive and negative information about the job to potential employees  Provides a realistic picture of the job 12

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Identify foundations for a successful career Learning Outcome 13

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Foundations for a Successful Career Acquire multiple skills Be self-reliant, flexible, and team oriented Be open to change and tolerant of ambiguity Engage in continuous, lifelong learning Behave ethically 14

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Emotional Intelligence  Improves one’s ability to:  Work with others  Provide high-quality customer service  Workers with high EI are more likely to take steps to develop their skills 15

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Explain the career model Learning Outcome 16

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure The Career Stage Model ©Cengage Learning

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Explain the major tasks facing individuals in the establishment stage of the career model Learning Outcome 18

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Tasks of the Newcomer  Negotiate an effective psychological contract  Psychological contract: Implicit agreement between an individual and an organization that specifies what each is expected to give and receive in the relationship  Manage the stress of socialization  Make the transition from organizational outsider to organizational insider 19

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Table Newcomer-Insider Psychological Contracts for Social Support 20

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Beyond the Book: The Stress of Socialization  The three phases of socializing newcomers to an organization each bring their own stresses to the experience:  Anticipatory Socialization- primary stressor is ambiguity; important to communicate information clearly and keep promises of performance  Encounter Phase- “reality shock” from unrealistic expectations formed in first phase; a measure of reality shock is inevitable  Change/Acquisition- stress of adapting and forming new expectations, further possible stress if difficulty in adapting prompts negative feedback 21

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Identify the issues confronting individuals in the advancement stage of the career model Learning Outcome 22

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Advancement  Career path: Sequence of job experiences that an employee moves along during his or her career  Career ladder: Structured series of job positions through which an individual progresses in an organization  Career lattice - Building competencies by moving:  Laterally through different departments in the organization  Through different projects 23

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Mentoring  Mentor: Provides guidance, coaching, counseling, and friendship to a protégé  Career functions  Sponsorship, coaching, and protection  Facilitating exposure and visibility  Psychosocial functions  Role modeling  Acceptance and confirmation  Counseling and friendship 24

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Characteristics of Good Mentoring Relationships  Regular contact between mentor and protégé with clearly specified purposes  Consistency with the corporate culture  Training in managing the relationship  Accountability  Prestige for mentor  Personality compatibility between mentor and protege 25

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Phases of Mentoring InitiationCultivationSeparationRedefinition 26

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Dual-Career Partnerships  Relationship in which both people have important career roles  Issues of such partnerships  Gender stereotypes  Time pressure  Jealousy  Deciding whose career takes precedence 27

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Work / Home Conflicts  Conflict between work and personal life  Ways to manage it  Flexible work schedule: Allows employees discretion in order to accommodate personal concerns  Company-sponsored child care  Eldercare: Assistance in caring for elderly parents and/or other elderly relatives  Alternative work arrangements 28

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Describe how individuals can navigate the challenges of the maintenance stage of the career model Learning Outcome 29

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Maintenance Stage  Time of crisis or contentment  Crisis  Slowed or stalled career growth  Burnout  Contentment  Sense of achievement  No need to strive for continued upward mobility 30

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Career Plateaus  Point in an individual’s career at which the probability of moving farther up the hierarchy is low  Firms respond with:  Lateral moves  Project teams  Affirmation 31

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Explain how individuals withdraw from the workforce Learning Outcome 32

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Older Worker  Stereotypically undervalued  Less productive  More resistant to change  Less motivated  In reality  Offer continuity in the midst of change  Act as role models  Provide experience  Demonstrate a strong work ethic  Exemplify loyalty 33

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Retirement  Phased retirement: Arrangement that allows employees to reduce their hours and/or responsibilities in order to ease into retirement  Retirement factors  Health and company policies  Family issues  Income and opportunity  Bridge employment: Employment between full- time position and permanent withdrawal from work 34

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Explain how career anchors help form a career identity Learning Outcome 35

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Career Anchors  Network of self-perceived talents, motives, and values that guides an individual’s career decisions  Types  Technical/functional competence  Managerial competence  Autonomy and independence  Creativity  Security/stability 36

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Baby Mama  What level of emotional intelligence does Carl exhibit? Assess him on self- awareness, empathy, and self-control. What level of emotional intelligence does Angie show? Assess her self- awareness, empathy, and self-control. What level of emotional intelligence does Kate exhibit? Assess heron self- awareness, empathy, and self-control. 37

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Living Social Escapes  At what stage of the career stage model are Maia Josebachvili and Bram Levy? Explain.  Describe how Maia Josebachvili chose her occupation as a business owner and trip planner, and determine if her choice fits her personality type.  What challenges is Maia Josebachvili likely to face as she manages her career through her thirties? 38