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Chapter 17 Nelson & Quick

Chapter 17 Nelson & Quick. Career Management. Why Understand Careers. If we know what to look forward to, we can be proactive in planning As managers, we need to understand the experiences of our employees and colleagues Career management is good business--It makes financial sense.

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Chapter 17 Nelson & Quick

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  1. Chapter 17Nelson & Quick Career Management

  2. Why Understand Careers • If we know what to look forward to, we can be proactive in planning • As managers, we need to understand the experiences of our employees and colleagues • Career management is good business--It makes financial sense

  3. Career/Career Management Career - the pattern of work-related experiences that span the course of a person’s life Career Management - a lifelong process of learning about self, jobs, and organizations; setting personal career goals; developing strategies for achieving the goals, and revising the goals based on work and life experiences

  4. New Career Paradigm Old Career Paradigm Discrete Exchange Mutual Loyalty Contract Occupational Excellence One Employer Focus Organizational Empowerment Top-Down Firm Project Allegiance Corporate Allegiance Career: Paradigm Shift

  5. An organization gains productivity while a person gains work experience Discrete Exchange Skills are continually honed that can be marketed across organizations Occupational Excellence Power flows down to business units and in turn to the employees Organizational Empowerment Both individuals and organizations are committed to successful project completion Project Allegiance The New Career

  6. mechanic restaurant server mechanical engineer Realistic stable persistent materialistic Personalities and Choices Investigative curious analytical independent physicist surgeon economist Artistic imaginative emotional impulsive architect voice coach interior designer

  7. real estate agent human resource manager lawyer Enterprising ambitious energetic adventurous Personalities and Choices Social generous cooperative sociable counselor social worker clergyman Conventional efficient practical obedient word processor accountant data entry operator

  8. Conflicts During Organizational Entry The individual’s attempt to attract the organization Organizational efforts to attract individuals 2 1 4 3 The individual’s choice of an organization Organizational selection of individuals Figure in L.W. Porter, E.E. Lawler III, and J. R. Hackman, Behavior in Organizations, New York: McGraw-Hill, Inc. 1975. Page 134. Reproduced with permission of the McGraw-Hill Companies.

  9. Realistic Job Preview (RJP) Realistic Job Preview - both positive and negative information given to potential employees about the job they are applying for, thereby giving them a realistic picture of the job RJP’s help promote the image of the organization as operating consistently and honestly

  10. The Career Stage Model Withdrawal Career stage Maintenance Advancement Establishment Early adulthood Middle adulthood Late adulthood (17-40) (40-60) (60+) Life stage (age)

  11. Career Stages Withdrawal – individual contemplates retirement or possible career changes Maintenance – individual tries to maintain productivity while evaluating progress toward career goals Advancement – people focus on increasing their competence Establishment – the person learns the job and begins to fit into the organization and occupation

  12. Establishment:tasks of thenewcomer • Negotiate an effectivepsychological contract -an implicit agreement between an individual and an organization that specifies what each is expected to give and receive in the relationship • Manage the stress of socialization • Make the transition from organizational outsider to organizational insider

  13. Establishment:Newcomer-Insider Psychological Contracts for Social Support Protection from stressors Direct assistance What are the risks? Supervisor cues newcomer Informational Provision of information What must l know? Mentor gives advice Evaluative Feedback How am I doing? Supervisor offers feedback Modeling Evidence of standards Who do I follow? Newcomer is apprenticed Emotional Empathy, esteem, love Do I matter? Others (new) empathize Examples of Insider Response Function of Supportive Attachments Type of Support Newcomer Concern

  14. Advancement: Strive forAchievement Career Path - a sequence of job experiences that an employee moves along during his or her career Career Ladder - a structured series of job positions through which an individual progresses in an organization

  15. Advancement: Mentoring Mentor - an individual who provides guidance, coaching, counseling, and friendship to a protégé Career functions provided by a mentor • Sponsorship • Facilitating exposure and visibility • Coaching • Protection

  16. Psychosocial functions provided by a mentor Role modeling Acceptance and confirmation Counseling Friendship Characteristics of good mentoring relationships Regular contact Consistency with corporate culture Training in managing the relationship Accountability Prestige for mentor Advancement: Mentoring

  17. Advancement: Phases of Mentoring Initiation - relationship begins Cultivation - relationship gains meaning Separation - protégé asserts independence Redefinition - relationship has new identity

  18. Advancement: Why Mentors are important • Mentored individuals earn higher salaries • Mentored individuals have higher promotion rates • Mentored individuals are better decision makers

  19. Advancement: Dual-Career Partnerships Dual-Career Partnership - a relationship in which both people have important career roles Pressures of such partnerships • Time pressure • Jealousy • Precedence (which career)

  20. Advancement: Work-Home Conflicts • Work-home conflicts more likely affect women • Organizations’ attempts to help • Flexible Work Schedule - a work schedule that allows employees discretion in order to accommodate personal concerns • Eldercare - assistance in caring for elderly parents and/or other elderly relatives

  21. Maintenance: Time of Crisis or Contentment • Midlife crisis • Slowed or stalled career growth • Burnout • Contentment • Sense of achievement • No need to strive for continued upward mobility

  22. Maintenance: Issues ofThis Stage • Career Plateau - a point in an individual’s career in which the probability of moving further up the hierarchy is low • Firms respond with • Lateral moves • Project teams • Affirmation

  23. Maintenance:Sharing the Knowledge through Mentoring Successful formal mentoring programs require: • Voluntary participation • Support from top executives • Training for the mentors • Graceful exit opportunities

  24. Withdrawal: Planning for Change • Plan financially • Plan psychologically Bridge Employment – employment that takes place after a person retires from a full-time position but before the person’s permanent withdrawal from the workforce

  25. Spouse Dual Careers Health Income Withdrawal: RetirementIssues

  26. Autonomy & Independence Managerial Competence Technical/Functional Competence Creativity Security/Stability A network of self-perceived talents, motives, and values that guide an individual’s career decisions Career Anchors

  27. Managing Your Career: KeyQuestions 1. Am I adding real value? 2. Am I plugged into what’s happening around me? 3. Am I trying new ideas, new techniques, new technologies?

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