1. Chapter 9
Career Development

2. 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

3. 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

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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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:
4. reduces employee frustration
5. enhances cultural diversity
6. promotes organizational goodwill
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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:
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

19. 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

20. 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

21. 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

22. Performance Management
Chapter 10
Performance Management

23. The Appraisal Process 1 establish performance standards with employees2
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

24. 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

25. 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

26. 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

27. Chapter 11
Compensation

28. 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

29. 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

30. 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

31. 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