1. Chapter 17 Career Management Nelson & Quick

2. Why Understand Careers If we know what to look forward to, we can be proactive in planning As managers, we need to understand the experiences of our employees and colleagues Career management is good business--It makes financial sense

3. Career/Career Management Career - the pattern of work-related experiences that span the course of a person’s life Career Management - a lifelong process of learning about self, jobs, and organizations; setting personal career goals; developing strategies for achieving

4. 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

5. The New Career Discrete Exchange Occupational Excellence Organizational Empowerment Project Allegiance An organization gains productivity while a person gains work experience Skills are continually honed that can be marketed across organizations Power flows down to business units and in turn to the employees Both individuals and organizations are committed to successful project completion

6. Personalities and Choices Realistic stable persistent materialistic mechanic restaurant server mechanical engineer Artistic imaginative emotional impulsive architect voice coach interior designer Investigative curious analytical independent physicist surgeon economist

7. Personalities and Choices Enterprising ambitious energetic adventurous real estate agent human resource manager lawyer Conventional efficient practical obedient word processor accountant data entry operator Social generous cooperative sociable counselor social worker clergyman

8. Conflicts During Organizational Entry The individual’s attempt to attract the organization Organizational efforts to attract individuals The individual’s choice of an organization Organizational selection of individuals 4 21 3 Figure in L.W. Porter, E.E. Lawler III, and J. R. Hackman, Behavior in Organizations, New York: McGraw-Hill, Inc. 1975. Page 134. Reproduced with permission of the McGraw-Hill Companies.

9. Realistic Job Preview (RJP) Realistic Job Preview - both positive and negative information given to potential employees about the job they are applying for, thereby giving them a realistic picture of the job RJP’s help promote the image of the organization as operating consistently and honestly

10. The Career Stage Model Career stage Life stage (age) Early adulthood Middle adulthood Late adulthood (17-40) (40-60) (60+) Establishment Advancement Maintenance Withdrawal

11. Negotiate an effective psychological contract - an 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 –Anticipatory socialization - gather information –Encounter phase - learn job demands –Change & acquisition phase - begin to master demands Ease the transition through individual & organizational actions Establishment: tasks of the newcomer

12. Protection from stressors Informational Evaluative Modeling Emotional Direct assistance Provision of information Feedback Evidence of standards Empathy, esteem, love What are the risks? What do l need to know? How am I doing? Who do I follow? Do I matter? Supervisor cues newcomer Mentor gives advice Supervisor offers feedback Newcomer is apprenticed Others (new) empathize Type of Support Function of Supportive Attachments Newcomer Concern Examples of Insider Response/ Action Newcomer-Insider Psychological Contracts for Social Support Establishment

13. Advancement: Strive for Achievement Career Path - a sequence of job experiences that an employee moves along during his or her career Career Ladder - a structured series of job positions through which an individual progresses in an organization

14. Advancement: Mentoring Mentor - an individual who provides guidance, coaching, counseling, and friendship to a protégé Career functions provided by a mentor –Sponsorship –Facilitating exposure and visibility –Coaching –Protection

15. Advancement: Mentoring Psychosocial functions provided by a mentor –Role modeling –Acceptance and confirmation –Counseling –Friendship Characteristics of good mentoring relationships –Regular contact –Consistency with corporate culture –Training in managing the relationship –Accountability –Prestige for mentor

16. Advancement: Phases of Mentoring Initiation - relationship begins Cultivation - relationship gains meaning Separation - protégé asserts independence Redefinition - relationship has new identity

17. Advancement: Why Mentors are important Mentored individuals earn higher salaries Mentored individuals have higher promotion rates Mentored individuals are better decision makers

18. Advancement: Dual-Career Partnerships Dual-Career Partnerships - a relationship in which both people have important career roles Pressures of such partnerships –Time pressure –Jealousy –Precedence (which career)

19. Advancement: Work-Home Conflicts Work-home conflicts more likely affect women Organizations’ attempts to help –Flexible work schedule - a work schedule that allows employees discretion in order to accommodate personal concerns –Eldercare - assistance in caring for elderly parents and/or other elderly relatives

20. Maintenance: Time of Crisis or Contentment Midlife crisis –Slowed or stalled career growth –Burn-out Contentment –Sense of achievement –No need to strive for continued upward mobility

21. Maintenance: Issues of This Stage Career plateau - a point in an individual’s career in which the probability of moving further up the hierarchy is low Firms respond with –Lateral moves –Project teams –Affirmation –Mentoring roles for maintenance stage employee

22. Withdrawal: Planning for Change Plan financially Plan psychologically –hobbies and travel –volunteer work –extended family –temporary work (esp. top level executives)

23. Spouse Health Withdrawal: Retirement Issues Dual Careers Income

24. Career Anchors A network of self-perceived talents, motives, and values that guide an individual’s career decisions Technical/functionalcompetence Managerialcompetence Autonomy & Independence Creativity CreativitySecurity.stability

25. Managing Your Career: Key Questions 1. Am I adding real value? 2. Am I plugged into what’s happening around me? 3. Am I trying new ideas, new techniques, new technologies?