1. Chapter 17 Nelson & Quick
Career Management

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 the goals, and revising the goals based on work and life experiences

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

6. Personalities and Choices
Realistic
stable
persistent
materialistic
mechanic
restaurant server
mechanical engineer
Investigative
curious
analytical
independent
Personalities and Choices
physicist
surgeon
economist
Artistic
imaginative
emotional
impulsive
architect
voice coach
interior designer
Ready to plunge into the career world? Not sure where to start looking? Monster.com is the wildly famous jobs posting board that contains advanced interactive tools and resources for choosing occupations and conducting job searches. Visit the site and identify specific features that you would use to help prepare for a career.

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

8. Conflicts During Organizational Entry
The individual’s attempt
to attract the organization
Organizational efforts to
attract individuals 2 1 4 3
The individual’s choice
of an organization
Organizational selection
of individuals
Figure in L.W. Porter, E.E. Lawler III, and J. R. Hackman, Behavior in Organizations, New York:
McGraw-Hill, Inc 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 Withdrawal Maintenance Advancement
Establishment
Early adulthood Middle adulthood Late adulthood
(17-40) (40-60) (60+)
Life stage (age)

11. Career Stages
Withdrawal – individual contemplates retirement or possible career changes
Maintenance – individual tries to maintain productivity while evaluating progress toward career goals
Advancement – people focus
on increasing their competence
Establishment – the person
learns the job and begins to fit
into the organization and occupation

12. Establishment: tasks of the newcomer
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
Make the transition from organizational outsider to organizational insider

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

14. 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

15. 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
Choosing the right mentor is an important step towards personal growth and success. Masterful mentors help develop personal success goals based on the needs and values of the individual. Coachingcircles.com is a site that offers help to individuals seeking career coaching. Visit the site and identify resources that would be valuable in the search for a mentor.

16. 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

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

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

19. Advancement: Dual-Career Partnerships
Dual-Career Partnership - a relationship in which both people have important career roles
Pressures of such partnerships
Time pressure
Jealousy
Precedence (which career)
Nine-to-five doesn’t work for everyone. Many people prefer more flexible hours to accommodate other life responsibilities such as children or continued education. Workingoptions.com is a site that helps individuals explore alternative work arrangements that will achieve balance and ease work-related stress. What types of flexible positions are available to job seekers through workingoptions.com?

20. 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

21. Maintenance: Time of Crisis or Contentment
Midlife crisis
Slowed or stalled career growth
Burnout
Contentment
Sense of achievement
No need to strive for continued upward mobility

22. 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

23. Maintenance:Sharing the Knowledge through Mentoring
Successful formal mentoring programs require:
Voluntary participation
Support from top executives
Training for the mentors
Graceful exit opportunities

24. Withdrawal: Planning for Change
Plan financially
Plan psychologically
Bridge Employment – employment that takes place after a person retires from a full-time position but before the person’s permanent withdrawal from the workforce

25. Withdrawal: Retirement Issues
Spouse
Dual
Careers
Health
Income

26. Technical/Functional
A network of self-perceived
talents, motives, and values
that guide an individual’s
career decisions
Career Anchors
Managerial
Competence
Autonomy &
Independence
Technical/Functional
Competence
Creativity
Security/Stability

27. 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?