Download - Chapter 17 Nelson & Quick
Chapter 17Nelson & 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
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
Career: Paradigm Shift
New Career Paradigm
Discrete Exchange
Occupational Excellence
Organizational Empowerment
Project Allegiance
Old Career Paradigm
Mutual Loyalty Contract
One Employer Focus
Top-Down Firm
Corporate Allegiance
The New Career
Discrete ExchangeAn organization gains productivity while a person gains work experience
Occupational ExcellenceSkills are continually honed that can be marketed across organizations
Organizational EmpowermentPower flows down to business units and in turn to the employees
Project AllegianceBoth individuals and organizations are committed to successful project completion
Personalities and Choices
Realisticstable
persistentmaterialistic
mechanicrestaurant server
mechanical engineer
Artisticimaginativeemotionalimpulsive
architectvoice coach
interior designer
Investigativecurious
analyticalindependent
physicistsurgeon
economist
Personalities and Choices
Enterprisingambitiousenergetic
adventurous
real estate agenthuman resource
managerlawyer
Socialgenerous
cooperativesociable
counselorsocial worker
clergymanConventionalefficientpracticalobedient
word processoraccountant
data entry operator
Conflicts During Organizational Entry
The individual’s attemptto attract the organization
Organizational efforts toattract individuals
The individual’s choiceof an organization
Organizational selectionof individuals
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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.
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 theorganization as operating consistentlyand honestly
The Career Stage Model
Careerstage
Life stage (age)
Early adulthood Middle adulthood Late adulthood (17-40) (40-60) (60+)
Establishment
Advancement
Maintenance
Withdrawal
Career Stages
Establishment – the person learns the job and begins to fit into the organization and occupation
Advancement – people focus on increasing their competence
Maintenance – individual tries to maintain productivity while evaluating progress toward career goals
Withdrawal – individual contemplates retirement or possible career changes
Negotiate an effective psychological 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
Establishment: tasks of thenewcomer
Protectionfrom stressors
Direct assistance
What are the risks?
Supervisor cues newcomer
Informational Provision ofinformation
What must l know?
Mentor givesadvice
Evaluative Feedback How am Idoing?
Supervisor offers feedback
Modeling Evidence ofstandards
Who do I follow?
Newcomer isapprenticed
Emotional Empathy,esteem, love Do I matter? Others (new)
empathize
Type ofSupport
Function ofSupportive
AttachmentsNewcomerConcern
Examples ofInsider
Response
Establishment: Newcomer-Insider Psychological Contracts for Social Support
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
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
Advancement: Mentoring
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
Initiation - relationship begins
Advancement: Phases of Mentoring
Cultivation - relationship gains meaning
Separation - protégé asserts independence
Redefinition - relationship has new identity
Advancement: Why Mentors are important
Mentored individuals earn higher salaries Mentored individuals have higher promotion rates Mentored individuals are better decision makers
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)
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
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
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
Maintenance:Sharing the Knowledge through Mentoring
Successful formal mentoring programs require:1. Voluntary participation2. Support from top executives3. Training for the mentors4. Graceful exit opportunities
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
Spouse
Health
Withdrawal: RetirementIssues
DualCareers
Income
Career AnchorsA network of self-perceivedtalents, motives, and valuesthat guide an individual’scareer decisions
Technical/FunctionalCompetence
ManagerialCompetence
Autonomy &Independence
Creativity Security/Stability
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?