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    Human Resource Management: Ahsan Kamal

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    AmmarahBashir
    This chapter discusses managing careers and career development. It defines a career as the pattern of work-related experiences that span a person's life, including both paid and unpaid work. Both organizations and individuals have roles to play in career development. The chapter outlines traditional career stages of exploration, establishment, mid-career, late career, and decline. It also discusses factors that influence career choices, such as Holland's vocational preferences and Schein's anchors, as well as Jung's personality typologies assessed by the Myers-Briggs Type Indicator. The chapter emphasizes that individuals hold primary responsibility for managing their own careers.

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    Human Resource Management: Ahsan Kamal

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    AmmarahBashir
    69 views26 pages
    This chapter discusses managing careers and career development. It defines a career as the pattern of work-related experiences that span a person's life, including both paid and unpaid work. Both organizations and individuals have roles to play in career development. The chapter outlines traditional career stages of exploration, establishment, mid-career, late career, and decline. It also discusses factors that influence career choices, such as Holland's vocational preferences and Schein's anchors, as well as Jung's personality typologies assessed by the Myers-Briggs Type Indicator. The chapter emphasizes that individuals hold primary responsibility for managing their own careers.

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    Chap 9

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    This chapter discusses managing careers and career development. It defines a career as the pattern of work-related experiences that span a person's life, including both paid and unpaid work. Both organizations and individuals have roles to play in career development. The chapter outlines traditional career stages of exploration, establishment, mid-career, late career, and decline. It also discusses factors that influence career choices, such as Holland's vocational preferences and Schein's anchors, as well as Jung's personality typologies assessed by the Myers-Briggs Type Indicator. The chapter emphasizes that individuals hold primary responsibility for managing their own careers.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    69 views26 pages

    Human Resource Management: Ahsan Kamal

    Uploaded by

    AmmarahBashir
    This chapter discusses managing careers and career development. It defines a career as the pattern of work-related experiences that span a person's life, including both paid and unpaid work. Both organizations and individuals have roles to play in career development. The chapter outlines traditional career stages of exploration, establishment, mid-career, late career, and decline. It also discusses factors that influence career choices, such as Holland's vocational preferences and Schein's anchors, as well as Jung's personality typologies assessed by the Myers-Briggs Type Indicator. The chapter emphasizes that individuals hold primary responsibility for managing their own careers.

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    You are on page 1of 26

    Human Resource

    Management
    Ahsan Kamal
    Fundamentals of
    Human Resource Management
    Eighth Edition

    DeCenzo and Robbins

    Chapter 9
    Managing Careers

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Introduction

     Traditionally, career development referred to programs


    offered by organizations to help employees advance within
    the organization.
     Today, each individual must take responsibility for his or
    her career.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Introduction

     Organizations now focus on matching the career needs of


    employees with the requirements of the organization.
     While many organizations still invest in their employees,
    they don’t offer career security and they can’t meet the needs
    of everyone in a diverse workforce.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    What is a Career?

     Definition
    o Pattern of work-related experiences that span the course
    of a person’s life.
    o Reflects any work, paid or unpaid.
    o Broad definition is helpful in today’s work environment
    where employees and organizations have diverse needs.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    What is a Career?

     Individual versus Organizational Perspective


    o Organizational career planning – Developing career
    ladders, tracking careers, providing opportunities for
    development.
    o Individual career development – Helping employees
    identify their goals and steps to achieve them.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    What is a Career?

     Career Development versus Employee Development


    o Career development
    o long-term career effectiveness and success of organizational
    personnel.

    o Employee training and development


    o performance in the immediate or intermediate time frames.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    What is a Career?

    Value for the Organization


    1. Ensures needed talent will be available.
    2. Improves the organization's ability to attract and retain
    talented employees.
    3. Ensures that minorities and women get opportunities for
    growth and development.
    4. Reduces employee frustration.
    5. Enhances cultural diversity.
    6. Promotes organizational goodwill.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    What is a Career?

    Value for the Individual


     Individuals’ external career success
    o progression up the hierarchy, type of occupation, long-term
    commitment, and income.

     Internal career success


    o meaningfulness of one’s work and achievement of personal life
    goals.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    What is a Career?

    Mentoring and Coaching


     Effective coaches give guidance through direction, advice,
    criticism, and suggestion in an attempt to aid the employee’s
    growth.
     Mentors are typically senior-level employees who:
    o support younger employees by vouching for them
    o answering for them in the “highest circles”
    o introducing them to others
    o advising and guiding them through the corporate system

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    What is a Career?

    Mentoring and Coaching


     Disadvantages:
    o tendencies to perpetuate current styles and practices
    o reliance on the coach’s ability to be a good teacher

     Considerations for organizations:


    o coaching between employees who do not have a reporting
    relationship
    o ways to effectively implement cross-gender mentoring

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Traditional Career Stages

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Traditional Career Stages

    Exploration
     Includes school and early work experiences, such as
    internships.
     Involves:
    o trying out different fields
    o discovering likes and dislikes
    o forming attitudes toward work and social relationship
    patterns

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Traditional Career Stages

    Establishment
     Includes:
    o search for work
    o getting first job
    o getting evidence of “success” or “failure”
     Takes time and energy to find a “niche” and to
    “make your mark”.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Traditional Career Stages

    Mid-Career
     Challenge to remain productive at work.
     Employee may:
    o continue to grow
    o plateau (stay competent but not ambitious)
    o deteriorate

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Traditional Career Stages

    Late career
    o Successful “elder states persons” can enjoy being
    respected for their judgment. Good resource for
    teaching others.
    o Those who have declined may experience job insecurity.
    o Plateauing is expected; life off the job increases in
    importance.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Traditional Career Stages

    Decline (Late Stage)


     May be most difficult for those who were most successful at
    earlier stages.
     Today’s longer life spans and legal protections for older
    workers open the possibility for continued work
    contributions, either paid or volunteer.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Career Choices and Preferences

     Good career choice outcomes provide positive self-


    concept and opportunity to do work we think is
    important.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Career Choices and Preferences

    Holland Vocational Preferences


     Three major components
    o People have varying occupational preferences
    o If you think your work is important, you will be a more
    productive employee
    o You will have more in common with people who have
    similar interest patterns

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Career Choices and Preferences

    Holland Vocational
    Preferences
    Model identifies six vocational
    themes
    o Realistic
    o Investigative
    o Artistic
    o Social
    o Enterprising
    o Conventional

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Career Choices and Preferences

     Holland Vocational Preferences


    o Preferences can be matched to work environments; for
    example, social-enterprising-conventional preference
    structure matches career ladder in large bureaucracy.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Career Choices and Preferences

    The Schein Anchors


     Personal value clusters determine what is important to
    individuals.
    o technical-functional competence
    o managerial competence
    o security-stability
    o creativity
    o autonomy-independence
     Success of person-job match determines individual’s fit with
    the job.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Career Choices and Preferences

    Jung and the Myers-Briggs Typologies


     Four personality dimensions:
    o Extraversion-Introversion
    o Sensing-Intuitive
    o Thinking-Feeling
    o Judging-Perceiving

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Career Choices and Preferences

    Jung and the Myers-Briggs Typologies


     Assessed by the Myers-Briggs Type Indicator (MBTI) and
    identify 16 different personality types.
     Job characteristics can be matched to individual preferences.

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    Enhancing Your Career
    The individual holds primary responsibility for his/her career.
    Suggestions on how to do that are:

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins


    End of Chapter 9

    Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

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