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PowerPoint Presentation by Charlie Cook
The University of West Alabama
1
Human Resource
Management
ELEVENTH EDITION
G A R Y D E S S L E R
© 2008 Prentice Hall, Inc.
All rights reserved.
Managing Careers
Chapter 10
Part 3 | Training and Development
© 2008 Prentice Hall, Inc. All rights reserved. 10–2
After studying this chapter, you should be able to:
1. Compare employers’ traditional and career planning-
oriented 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. 10–3
The Basics Of Career Management
Career
Management
Career
Planning
Career
Development
Employees’
Careers
© 2008 Prentice Hall, Inc. All rights reserved. 10–4
The Employer’s Role in
Career Development
Realistic Job
Previews
Challenging
First Jobs
Networking and
Interactions
Mentoring
Career-Oriented
Appraisals
Job
Rotation
Employer’s
Role
© 2008 Prentice Hall, Inc. All rights reserved. 10–5
Managing 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
© 2008 Prentice Hall, Inc. All rights reserved. 10–6
Taking Steps to Enhance Diversity:
Women’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
© 2008 Prentice Hall, Inc. All rights reserved. 10–7
Career Management and
Employee 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
© 2008 Prentice Hall, Inc. All rights reserved. 10–8
Career Management and
Employee Commitment (cont’d)
Career
Development
Programs
Career-
Oriented
Appraisals
Commitment-
oriented career
development efforts
© 2008 Prentice Hall, Inc. All rights reserved. 10–9
Career Management and
Employee Commitment (cont’d)
Career
Development
Programs
Career-
Oriented
Appraisals
Commitment-
Oriented
Career
Development
Efforts
© 2008 Prentice Hall, Inc. All rights reserved. 10–10
Attracting and Retaining Older Workers
Create a Culture that
Honors Experience
Offer Flexible Work
Offer Part-Time Work
HR Practices
for Older
Workers
© 2008 Prentice Hall, Inc. All rights reserved. 10–11
K E Y T E R M S
career
career management
career development
career planning
career planning and development
reality shock
job rotation
mentoring
promotions
transfers
retirement
preretirement counseling
career cycle
growth stage
exploration stage
establishment stage
trial substage
stabilization substage
midcareer crisis substage
maintenance stage
decline stage
career anchors
PowerPoint Presentation by Charlie Cook
The University of West Alabama
1
Human Resource
Management
ELEVENTH EDITION
G A R Y D E S S L E R
© 2008 Prentice Hall, Inc.
All rights reserved.
Managing Careers
Chapter 10 Appendix
Part 3 | Training and Development
© 2008 Prentice Hall, Inc. All rights reserved. 10–13
Identify Your Career Anchors
Technical/
Functional
Competence
Managerial
Competence
Autonomy and
Independence
Creativity
Security

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Dessler ch 10-managing careers

  • 1. PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice Hall, Inc. All rights reserved. Managing Careers Chapter 10 Part 3 | Training and Development
  • 2. © 2008 Prentice Hall, Inc. All rights reserved. 10–2 After studying this chapter, you should be able to: 1. Compare employers’ traditional and career planning- oriented 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?
  • 3. © 2008 Prentice Hall, Inc. All rights reserved. 10–3 The 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 in Career 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 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: Women’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 and Employee 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 and 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 and 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 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 career career management career development career planning career planning and development reality shock job rotation mentoring promotions transfers retirement preretirement counseling career cycle growth stage exploration stage establishment stage trial substage stabilization substage midcareer crisis substage maintenance stage decline stage career anchors
  • 12. PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice Hall, Inc. All rights reserved. Managing Careers Chapter 10 Appendix Part 3 | Training and Development
  • 13. © 2008 Prentice Hall, Inc. All rights reserved. 10–13 Identify Your Career Anchors Technical/ Functional Competence Managerial Competence Autonomy and Independence Creativity Security