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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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 Email, IM, mobile phones E-mail, 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
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©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
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©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
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©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 17.1 - 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. 134. Reproduced with permission of The McGraw-Hill Companies. 11
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©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
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©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
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©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
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©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
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©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
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©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 17.2 - The Career Stage Model ©Cengage Learning 2013 17
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©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
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©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
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©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 17.2 - Newcomer-Insider Psychological Contracts for Social Support 20
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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©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
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