Oc 6440 developing and assisting members

1. Organization Development and Change
Thomas G. Cummings
Christopher G. Worley
Developing and
Assisting Members

2. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-2
Learning Objectives
for Chapter Eighteen
• To examine three human resource
management interventions: career planning
and development, workforce diversity, and
employee wellness
• To understand how OD efforts enhance
human resource approaches to these issues

3. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-3
Career Stages
• Establishment Stage (ages 21-26)
• Advancement Stage (ages 26-40)
• Maintenance Stage (ages 40-60)
• Withdrawal Stage (age 60 and above)

4. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-4
Career Stages and Planning Issues
Establishment What are alternative occupations, firms, and jobs?
What are my interests and capabilities?
How do I get the work accomplished?
Am I performing as expected?
Advancement Am I advancing as expected?
What long-term options are available?
How do I become more effective and efficient?
Maintenance How do I help others?
Should I reassess and redirect my career?
Withdrawal What are my interests outside of work?
Will I be financially secure?
What retirement options are available to me?

5. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-5
Career Planning Resources
• Communication regarding career opportunities and
resources within the organization
• Workshops to assess member interests, abilities, and
job situations and to formulate career plans
• Career counseling by managers or human resource
department personnel
• Self-development materials directed toward
identifying life and career issues
• Assessment programs that test vocational interests,
aptitudes, and abilities relevant to career goals

6. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-6
Career and Human Resource Planning
Personal objectives
and life plans
Occupational and
organizational choice
Job assignment choice
Development
planning and review
Retirement
Business objectives
and plans
Ways to attract and
orient new talent
Methods for matching
individuals and jobs
Ways to help people
perform and develop
Ways to prepare
for satisfying retirement
Individual Career Planning Human Resources Planning

7. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-7
Career Development Interventions
• Role & Structure Interventions
– Realistic job preview
– Job rotation and challenging assignments
– Consultative roles
– Phased retirement
• Individual Employee Development
– Assessment centers
– Mentoring
– Developmental training
• Performance Feedback and Coaching
• Work Life Balance

8. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-8
A Framework for Managing Diversity
External Pressures For & Against Diversity
Internal Pressures For & Against Diversity
Management’s
Perspectives &
Priorities
Strategic
Responses
Implementation

9. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-9
Age Diversity
• Trends
– Median age up
– Distribution of ages changing
• Implications
– Health care
– Mobility
– Security
• Interventions
– Wellness programs
– Job design
– Career development and planning
– Reward systems

10. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-10
Gender Diversity
• Trends
– Percentage of women in work force increasing
– Dual-income families increasing
• Implications
– Child care
– Maternity/paternity leaves
– Single parents
• Interventions
– Job design
– Fringe benefit rewards

11. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-11
Disability Diversity
• Trends
– The number of people with disabilities entering
the work force is increasing
• Implications
– Job skills and challenge issues
– Physical space design
– Respect and dignity
• Interventions
– Performance management
– Job design
– Career planning and development

12. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-12
Culture and Values Diversity
• Trends
– Rising proportion of immigrant and minority-
group workers
– Shift in rewards
• Implications
– Flexible organizational policies
– Autonomy
– Affirmation and respect
• Interventions
– Career planning and development
– Employee involvement
– Reward systems

13. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-13
Race/Ethnicity Diversity
• Trends
– Minorities represent large segments of workforce and a
small segment of top management/senior executives
– Qualifications and experience of minority employees is
often overlooked
• Implications
– Discrimination
• Interventions
– Equal employment opportunities
– Mentoring programs
– Education and training

14. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-14
Sexual Orientation Diversity
• Trends
– Number of single-sex households up
– More liberal attitudes toward sexual orientation
• Implications
– Discrimination
• Interventions
– Equal employment opportunities
– Fringe benefits
– Education and training

15. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-15
Occupational Stressors
• Physical Environment
• Individual: role conflict and
ambiguity, lack of control
• Group: poor peer, subordinate
or boss, relationships
• Organizational: poor design, HR
policies, politics
Stress
• How the
individual
perceives the
occupational
stressors
Consequences
• Subjective:
anxiety, apathy
• Behavioral: drug
and alcohol abuse
• Cognitive: poor
focus, burnout
• Physiological:
high blood
pressure and pulse
• Organizational:
low productivity,
absenteeism, legal
action
Individual Differences
Cognitive/Affective
:
Type A or B, hardiness,
social support, negative
affectivity
Biologic/Demographi
c:
Age, gender, occupation,
race
A Model of Stress and Work

16. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
18-16
Stress and Wellness
Workplace Interventions
• Role Clarification
– A systematic process for determining expectations and
understanding work roles
• Supportive relationships
– Establish trust and positive relationships
• Stress inoculation training
– Programs to help employees acquire skills and
knowledge to cope positively with stressors
• Health facilities
• Employee Assistance Programs