Human Resource Management   TENTH EDITON Careers and HR Development © 2003 Southwestern College Publishing. All rights res...
Learning Objectives <ul><li>After you have read this chapter, you should be able to: </li></ul><ul><ul><li>Differentiate b...
Employee Development <ul><li>Significant Developments </li></ul><ul><ul><li>More horizontal “ladders” in middle management...
Careers <ul><li>Career </li></ul><ul><ul><li>The series of work-related positions a person occupies through life. </li></u...
Organizational and Individual  Career Planning Perspectives Figure 10 –1
Career Management for Individuals Setting Career Goals Self-Assessment Feedback on Reality Career Management
How People Choose Careers Career Choice Social Background Interests Self-Image Personality
Length of Time Employees Stay With Employers Figure 10 –2 Source: U.S. Department of Labor, Bureau of Statistics, 2001
General Career Periods Figure 10 –3
Career Transitions and HR The Work Supervisors Feedback Time Entry Shock
Late Career/Retirement Territoriality Self- Management Need to Belong Pride in Achievement Retirement Adjustment Goals
Special Career Issues for  Organizations and Employees <ul><li>Career Plateaus </li></ul><ul><ul><li>Employees who are “st...
The “Portable” Career Path Figure 10 –4
Dual-Career Paths for Engineers Figure 10 –5
Developing Human Resources <ul><li>Development </li></ul><ul><ul><li>Efforts to improve employees’ ability to handle a var...
Development vs. Training Figure 10 –6
The HR Development Process in an Organization Figure 10 –7
The HR Development Process HR Development Re-Development Make or Buy? Developing Specific Capabilities Lifelong Learning
Other Development Issues <ul><li>Psychological Testing </li></ul><ul><ul><li>Performance Appraisals </li></ul></ul><ul><ul...
Succession Planning Process Figure 10 –8
Choosing a Development Approach Job-Site Methods Committee Assignment/ Meetings Job Rotation “ Assistant to” Positions On-...
Possible Means Used in a Learning Organization Figure 10 –9
Choosing a Development Approach (cont’d) Sabbaticals and  Leaves of  Absence Classroom Courses and Degrees Human Relations...
Advantages and Disadvantages of Major Development Approaches Figure 10 –10a
Advantages and Disadvantages of Major Development Approaches Figure 10 –10b
Managerial Lessons and Job Experience Figure 10 –11
Management Development Managerial Modeling Management Coaching Mentoring Executive Education
Stages in Mentoring Relationships Figure 10 –12
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Hrm10e Chap10

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Hrm10e Chap10

  1. 1. Human Resource Management TENTH EDITON Careers and HR Development © 2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentation by Charlie Cook Chapter 10 SECTION 3 Training and Developing Human Resources Robert L. Mathis  John H. Jackson
  2. 2. Learning Objectives <ul><li>After you have read this chapter, you should be able to: </li></ul><ul><ul><li>Differentiate between organization-centered and individual-centered career planning </li></ul></ul><ul><ul><li>Discuss several career issues that organizations and employees face. </li></ul></ul><ul><ul><li>Define human resource development , and describe the development process. </li></ul></ul><ul><ul><li>Discuss specific advantages and problems associated with assessment centers. </li></ul></ul><ul><ul><li>Identify four on-the-job and four off-the-job development methods. </li></ul></ul>
  3. 3. Employee Development <ul><li>Significant Developments </li></ul><ul><ul><li>More horizontal “ladders” in middle management </li></ul></ul><ul><ul><li>More strategic focus on core competencies </li></ul></ul><ul><ul><li>Careers as a series of projects, not upward steps in an organization </li></ul></ul><ul><ul><li>Career development now extends to all employees </li></ul></ul><ul><ul><li>In “new career” era, the individual manages own development, not the organization. </li></ul></ul><ul><ul><li>Employees who change jobs and employers frequently are now the norm. </li></ul></ul>
  4. 4. Careers <ul><li>Career </li></ul><ul><ul><li>The series of work-related positions a person occupies through life. </li></ul></ul><ul><li>Organization-Centered Career Planning </li></ul><ul><ul><li>Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization. </li></ul></ul><ul><li>Individual-Centered Career Planning </li></ul><ul><ul><li>Focuses on individuals’ careers rather than in organizational needs. </li></ul></ul>
  5. 5. Organizational and Individual Career Planning Perspectives Figure 10 –1
  6. 6. Career Management for Individuals Setting Career Goals Self-Assessment Feedback on Reality Career Management
  7. 7. How People Choose Careers Career Choice Social Background Interests Self-Image Personality
  8. 8. Length of Time Employees Stay With Employers Figure 10 –2 Source: U.S. Department of Labor, Bureau of Statistics, 2001
  9. 9. General Career Periods Figure 10 –3
  10. 10. Career Transitions and HR The Work Supervisors Feedback Time Entry Shock
  11. 11. Late Career/Retirement Territoriality Self- Management Need to Belong Pride in Achievement Retirement Adjustment Goals
  12. 12. Special Career Issues for Organizations and Employees <ul><li>Career Plateaus </li></ul><ul><ul><li>Employees who are “stuck” at a career level and lack opportunities for upward mobility. </li></ul></ul><ul><li>Technical and Professional Workers </li></ul><ul><ul><li>Dual-career ladders provide advancement pathways for specialists and technical employees. </li></ul></ul><ul><li>Dual-Career Couples </li></ul><ul><ul><li>Problems occur when one partner is promoted or transferred, causing the other partner to have to relocate. </li></ul></ul>
  13. 13. The “Portable” Career Path Figure 10 –4
  14. 14. Dual-Career Paths for Engineers Figure 10 –5
  15. 15. Developing Human Resources <ul><li>Development </li></ul><ul><ul><li>Efforts to improve employees’ ability to handle a variety of a variety of assignments. </li></ul></ul><ul><li>Developing Needs Analyses </li></ul><ul><ul><li>Assessment Centers </li></ul></ul><ul><ul><ul><li>A collection of instruments and exercises designed to diagnose individuals’ development needs. </li></ul></ul></ul><ul><ul><ul><li>Intent is to identify management potential in participants. </li></ul></ul></ul>
  16. 16. Development vs. Training Figure 10 –6
  17. 17. The HR Development Process in an Organization Figure 10 –7
  18. 18. The HR Development Process HR Development Re-Development Make or Buy? Developing Specific Capabilities Lifelong Learning
  19. 19. Other Development Issues <ul><li>Psychological Testing </li></ul><ul><ul><li>Performance Appraisals </li></ul></ul><ul><ul><ul><li>Serve as a source of development information </li></ul></ul></ul><ul><ul><ul><li>Results can be difficult to interpret. </li></ul></ul></ul><ul><li>Succession Planning </li></ul><ul><ul><li>The process of identifying a longer-term plan for the orderly replacement of key employees. </li></ul></ul>
  20. 20. Succession Planning Process Figure 10 –8
  21. 21. Choosing a Development Approach Job-Site Methods Committee Assignment/ Meetings Job Rotation “ Assistant to” Positions On-line Development Corporate Universities Career Development Learning Organization Individual Coaching
  22. 22. Possible Means Used in a Learning Organization Figure 10 –9
  23. 23. Choosing a Development Approach (cont’d) Sabbaticals and Leaves of Absence Classroom Courses and Degrees Human Relations Training Off-Site Methods Outdoor Training Simulations (Business Games)
  24. 24. Advantages and Disadvantages of Major Development Approaches Figure 10 –10a
  25. 25. Advantages and Disadvantages of Major Development Approaches Figure 10 –10b
  26. 26. Managerial Lessons and Job Experience Figure 10 –11
  27. 27. Management Development Managerial Modeling Management Coaching Mentoring Executive Education
  28. 28. Stages in Mentoring Relationships Figure 10 –12
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