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Chapter 17 Career Management Nelson & Quick

Chapter 17 Career Management Nelson & Quick. 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 Career Management Nelson & Quick

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  1. Chapter 17Career ManagementNelson & Quick

  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

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

  5. The New Career 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

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

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

  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. 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 • Anticipatory socialization - gather information • Encounter phase - learn job demands • Change & acquisition phase - begin to master demands • Ease the transition through individual & organizational actions

  12. Newcomer-Insider Psychological Contracts for Social Support Establishment Examples of Insider Response/ Action Function of Supportive Attachments Type of Support Newcomer Concern Protection from stressors Direct assistance What are the risks? Supervisor cues newcomer Informational Provision of information What do l need to 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

  13. 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

  14. 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

  15. 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

  16. Advancement:Phases ofMentoring Initiation - relationship begins Cultivation - relationship gains meaning Separation - protégé asserts independence Redefinition - relationship has new identity

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

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

  19. 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

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

  21. 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 • Mentoring roles for maintenance stage employee

  22. Withdrawal: Planning for Change • Plan financially • Plan psychologically • hobbies and travel • volunteer work • extended family • temporary work (esp. top level executives)

  23. Withdrawal: RetirementIssues Spouse Health Income Dual Careers

  24. A network of self-perceived talents, motives, and values that guide an individual’s career decisions Career Anchors Autonomy & Independence Managerial competence Technical/functional competence Creativity Security.stability

  25. 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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