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Dessler 10
Dessler 10
Dessler 10
Dessler 10
Dessler 10
Dessler 10
Dessler 10
Dessler 10
Dessler 10
Dessler 10
Dessler 10
Dessler 10
Dessler 10
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Dessler 10

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Human Resource Management Gary Dessler …

Human Resource Management Gary Dessler
11th Edition.
HRM Dessler

Published in: Education, Technology, Business
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  • 1. © 2008 Prentice Hall, Inc.© 2008 Prentice Hall, Inc. All rights reserved.All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama 1 Human ResourceHuman Resource ManagementManagement ELEVENTH EDITIONELEVENTH EDITION G A R Y D E S S L E RG A R Y D E S S L E R Managing CareersManaging Careers ChapterChapter 1010 Part 3 | Training and DevelopmentPart 3 | Training and Development
  • 2. © 2008 Prentice Hall, Inc. All rights reserved. 10–2 After studying this chapter, you should be able to: 1.1. Compare employers’ traditional and career planning-Compare employers’ traditional and career planning- oriented HR focuses.oriented HR focuses. 2.2. Explain the employee’s, manager’s, and employer’sExplain the employee’s, manager’s, and employer’s career development roles.career development roles. 3.3. Describe the issues to consider when makingDescribe the issues to consider when making promotion decisions.promotion decisions. 4.4. Describe the methods for enhancing diversity throughDescribe the methods for enhancing diversity through career management.career management. 5.5. Answer the question: How can career developmentAnswer the question: How can career development foster employee commitment?foster employee commitment?
  • 3. © 2008 Prentice Hall, Inc. All rights reserved. 10–3 The Basics Of Career ManagementThe Basics Of Career Management Career Management Career Planning Career Development Employees’ Careers
  • 4. © 2008 Prentice Hall, Inc. All rights reserved. 10–4 The Employer’s Role inThe Employer’s Role in Career DevelopmentCareer Development Realistic Job Previews Challenging First Jobs Networking and Interactions Mentoring Career-Oriented Appraisals Job Rotation Employer’s Role
  • 5. © 2008 Prentice Hall, Inc. All rights reserved. 10–5 Managing Promotions and TransfersManaging Promotions and Transfers Decision 1: Is Seniority or Competence the Rule? Decision 4: Vertical, Horizontal, or Other? Decision 2: How Should We Measure Competence? Decision 3: Is the Process Formal or Informal? Making Promotion Decisions
  • 6. © 2008 Prentice Hall, Inc. All rights reserved. 10–6 Taking Steps to Enhance Diversity:Taking Steps to Enhance Diversity: Women’s and Minorities’ ProspectsWomen’s and Minorities’ Prospects Take Their Career Interests Seriously Eliminate Institutional Barriers Eliminate the Glass Ceiling Improve Networking and Mentoring Institute Flexible Schedules and Career Tracks
  • 7. © 2008 Prentice Hall, Inc. All rights reserved. 10–7 Career Management andCareer Management and Employee CommitmentEmployee Commitment Old Contract: “Do your best and be loyal to us, and we’ll take care of your career.” New Contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.” Comparing Yesterday’s and Today’s Employee-Employer Contract
  • 8. © 2008 Prentice Hall, Inc. All rights reserved. 10–8 Career Management andCareer Management and Employee Commitment (cont’d)Employee Commitment (cont’d) Career Development Programs Career- Oriented Appraisals Commitment- oriented career development efforts
  • 9. © 2008 Prentice Hall, Inc. All rights reserved. 10–9 Career Management andCareer Management and Employee Commitment (cont’d)Employee Commitment (cont’d) Career Development Programs Career- Oriented Appraisals Commitment- Oriented Career Development Efforts
  • 10. © 2008 Prentice Hall, Inc. All rights reserved. 10–10 Attracting and Retaining Older WorkersAttracting and Retaining Older Workers Create a Culture that Honors Experience Offer Flexible Work Offer Part-Time Work HR Practices for Older Workers
  • 11. © 2008 Prentice Hall, Inc. All rights reserved. 10–11 K E Y T E R M S careercareer career managementcareer management career developmentcareer development career planningcareer planning career planning and developmentcareer planning and development reality shockreality shock job rotationjob rotation mentoringmentoring promotionspromotions transferstransfers retirementretirement preretirement counselingpreretirement counseling career cyclecareer cycle growth stagegrowth stage exploration stageexploration stage establishment stageestablishment stage trial substagetrial substage stabilization substagestabilization substage midcareer crisis substagemidcareer crisis substage maintenance stagemaintenance stage decline stagedecline stage career anchorscareer anchors
  • 12. © 2008 Prentice Hall, Inc.© 2008 Prentice Hall, Inc. All rights reserved.All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama 1 Human ResourceHuman Resource ManagementManagement ELEVENTH EDITIONELEVENTH EDITION G A R Y D E S S L E RG A R Y D E S S L E R Managing CareersManaging Careers Chapter 10Chapter 10 AppendixAppendix Part 3 | Training and DevelopmentPart 3 | Training and Development
  • 13. © 2008 Prentice Hall, Inc. All rights reserved. 10–13 Identify Your Career AnchorsIdentify Your Career Anchors Technical/ Functional Competence Managerial Competence Autonomy and Independence Creativity Security

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