This document discusses managing employee careers. It covers traditional versus career planning-oriented approaches, the roles of employees, managers and employers in career development, and how to enhance diversity through career management. Promotion decisions involve factors like seniority versus competence. Career development can foster employee commitment through programs and appraisals aligned with commitment. Managing older workers involves practices like flexible work and part-time options. The chapter aims to explain these concepts and how career management relates to employee commitment.

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. 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. The Basics Of Career Management
Career
Management
Career
Development
Employees’
Careers
Career
Planning
© 2008 Prentice Hall, Inc. All
rights reserved.
10–3

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. Managing Promotions and Transfers
Making Promotion
Decisions
Decision 1:
Is Seniority or
Competence
the Rule?
Decision 2:
How Should
We Measure
Competence?
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rights reserved.
Decision 3:
Is the Process
Formal or
Informal?
Decision 4:
Vertical,
Horizontal, or
Other?
10–5

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
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rights reserved.
Eliminate
Institutional
Barriers
Improve
Networking and
Mentoring
10–6

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. Career Management and
Employee Commitment (cont’d)
Commitmentoriented career
development efforts
Career
Development
Programs
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rights reserved.
CareerOriented
Appraisals
10–8

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. 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. 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. 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. Identify Your Career Anchors
Technical/
Functional
Competence
Security
Autonomy and
Independence
© 2008 Prentice Hall, Inc. All
rights reserved.
Managerial
Competence
Creativity
10–13