Chapter 9 discusses employee development as a combination of formal education, job experiences, interpersonal relationships, and personality assessments to prepare employees for future career changes. It emphasizes the importance of employee development in improving quality, addressing global competition, and adapting to technological advances. Various approaches to employee development, including formal education, assessments, job experiences, and coaching, are outlined to enhance skills and reduce turnover.

1. Chapter 9
Employee Development
McGraw-Hill/Irwin
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

2. Formal Education
Interpersonal Relationship
Job Experience
9-2

3. Introduction
• Employee development- the combination of
formal education, job experiences,
relationships, and assessment of personality
and abilities to help employees prepare for
the future of their careers.
9-3

4. What is development??
9-4

5. Development is about preparing for change in the
form of new jobs, new responsibilities, or new
requirements.
9-5

6. Training versus Development
9-6

7. Why is employee development important?
• To improve quality.
9-7

8. Why is employee development important?
• To meet the challenges
of global competition
and social change
9-8

9. Why is employee development important?
• To incorporate technological
advances and changes in
work design.
9-9

10. Development activities can help companies
reduce turnover by:
• showing employees
that the company is
investing in the
employees’ skill
development
9-10

11. Development activities can help companies
reduce turnover by:
• Developing managers
who can create a
positive work
environment that
makes employees want
to come to work and
contribute to the
company goals.
9-11

12. Approaches to Employee Development
• Formal education
programs include:
– off-site and on-site
programs
– short courses offered by
consultants or
universities, executive
MBA programs, and
university programs.
9-12

13. The practice of reimbursing employees’ costs
for college and university courses and
degree programs
9-13

14. Approaches to Employee Development
(cont.)
• Assessment
– Collecting information and providing feedback to
employees about their behavior, communication
style, values, or skills.
9-14

15. Approaches to Employee Development
(cont.)
• Myers-Briggs Type Indicator (MBTI)
– Most popular psychological test for employee
development.
– Identifies individuals’ preferences for energy,
information gathering, decision making, and
lifestyle.
– It is a valuable tool for understanding
communication styles and the ways people prefer
to interact with others.
9-15

16. Approaches to Employee Development
(cont.)
• Assessment center - multiple raters or
evaluators evaluate employees’ performance
on a number of exercises.
– It is used to identify:
• if employees have the abilities, personality, and
behaviors for management jobs.
• if employees have the necessary skills to work in teams.
9-16

17. Approaches to Employee Development
(cont.)
• Benchmarks - instrument designed to
measure important factors in being a
successful manager.
9-17

18. Approaches to Employee Development
(cont.)
• Performance appraisal - process of measuring
employees’ performance.
– Different approaches for measuring performance:
• Ranking employees.
• Rating their work behaviors.
• Rating the extent to which employees have desirable
traits believed to be necessary for job success.
9-18

19. Approaches to Employee Development
(cont.)
• Upward feedback - involves collecting
subordinates’ evaluations of managers’
behaviors or skills.
9-19

20. Approaches to Employee Development
(cont.)
• Job Experiences - relationships, problems,
demands, tasks, or other features that
employees face in their jobs.
– A major assumption is that development is most
likely to occur when there is a mismatch between
the employee’s skills and past experiences and the
skills required for the job.
9-20

21. Approaches to Employee Development
(cont.)
• Job enlargement - adding challenges or new
responsibilities to an employee’s current job.
• Job rotation - providing employees with a
series of job assignments in various functional
areas of the company or movement among
jobs in a single functional area or department.
9-21

22. Approaches to Employee Development
(cont.)
• Transfer - an employee is given a different job
assignment in a different area of the company.
• Promotions - advancements into positions
with greater challenges, more responsibility,
and more authority than in the previous job.
• Downward move - occurs when an employee
is given a reduced level of responsibility and
authority.
9-22

23. Approaches to Employee Development
(cont.)
• Externships - employees take full-time,
temporary operational roles at another
company.
9-23

24. Approaches to Employee Development
(cont.)
• Interpersonal relationships
– Coach - a peer or manager who works with
employees to motivate them, help them develop
skills, and provide reinforcement and feedback.
• The best coaches are empathetic, supportive, practical,
and self-confident but do not appear to know all the
answers or want to tell others what to do.
9-24

25. Company Strategies for Providing
Development
• The most effective development strategies
involve individualization, learner control, and
ongoing support.
9-25

26. 9-26