HRM Dessler CH# 10

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HRM Dessler CH# 10

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HRM Dessler CH# 10

  1. 1. Human Resource Management 1 ELEVENTH EDITION GARY DESSLER Part 3 | Training and Development Chapter 10 Managing Careers © 2008 Prentice Hall, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama
  2. 2. After studying this chapter, you should be able to: 1. Compare employers’ traditional and career planningoriented HR focuses. 2. Explain the employee’s, manager’s, and employer’s career development roles. 3. Describe the issues to consider when making promotion decisions. 4. Describe the methods for enhancing diversity through career management. 5. Answer the question: How can career development foster employee commitment? © 2008 Prentice Hall, Inc. All rights reserved. 10–2
  3. 3. The Basics Of Career Management Career Management Career Development Employees’ Careers Career Planning © 2008 Prentice Hall, Inc. All rights reserved. 10–3
  4. 4. The Employer’s Role in Career Development Realistic Job Previews Networking and Interactions Challenging First Jobs Employer’s Role Career-Oriented Appraisals Mentoring Job Rotation © 2008 Prentice Hall, Inc. All rights reserved. 10–4
  5. 5. Managing Promotions and Transfers Making Promotion Decisions Decision 1: Is Seniority or Competence the Rule? Decision 2: How Should We Measure Competence? © 2008 Prentice Hall, Inc. All rights reserved. Decision 3: Is the Process Formal or Informal? Decision 4: Vertical, Horizontal, or Other? 10–5
  6. 6. Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects Take Their Career Interests Seriously Institute Flexible Schedules and Career Tracks Eliminate the Glass Ceiling © 2008 Prentice Hall, Inc. All rights reserved. Eliminate Institutional Barriers Improve Networking and Mentoring 10–6
  7. 7. Career Management and Employee Commitment Comparing Yesterday’s and Today’s Employee-Employer Contract Old Contract: “Do your best and be loyal to us, and we’ll take care of your career.” © 2008 Prentice Hall, Inc. All rights reserved. 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.” 10–7
  8. 8. Career Management and Employee Commitment (cont’d) Commitmentoriented career development efforts Career Development Programs © 2008 Prentice Hall, Inc. All rights reserved. CareerOriented Appraisals 10–8
  9. 9. Career Management and Employee Commitment (cont’d) Career Development Programs CommitmentOriented Career Development Efforts © 2008 Prentice Hall, Inc. All rights reserved. CareerOriented Appraisals 10–9
  10. 10. Attracting and Retaining Older Workers Create a Culture that Honors Experience HR Practices for Older Workers Offer Flexible Work Offer Part-Time Work © 2008 Prentice Hall, Inc. All rights reserved. 10–10
  11. 11. KEY TERMS career career management career development career planning career planning and development reality shock job rotation mentoring promotions transfers retirement © 2008 Prentice Hall, Inc. All rights reserved. preretirement counseling career cycle growth stage exploration stage establishment stage trial substage stabilization substage midcareer crisis substage maintenance stage decline stage career anchors 10–11
  12. 12. Human Resource Management 1 ELEVENTH EDITION GARY DESSLER Part 3 | Training and Development Chapter 10 Appendix Managing Careers © 2008 Prentice Hall, Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama
  13. 13. Identify Your Career Anchors Technical/ Functional Competence Security Autonomy and Independence © 2008 Prentice Hall, Inc. All rights reserved. Managerial Competence Creativity 10–13

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