chapter 17 career management nelson & quick. why understand careers if we know what to look...
TRANSCRIPT
Chapter 17Career 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
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
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 Exchange
Occupational Excellence
Organizational Empowerment
Project Allegiance
An organization gains productivity while a person gains work experience
Skills are continually honed that can be marketed across organizations
Power flows down to business units and in turn to the employees
Both individuals and organizations are committed to successful project completion
Personalities and Choices
RealisticRealisticstable
persistentmaterialistic
mechanicrestaurant server
mechanical engineer
ArtisticArtisticimaginativeemotionalimpulsive
architectvoice coach
interior designer
InvestigativeInvestigativecurious
analyticalindependent
physicistsurgeon
economist
Personalities and Choices
EnterprisingEnterprisingambitiousenergetic
adventurous
real estate agenthuman resource
managerlawyer
ConventionalConventionalefficientpracticalobedient
word processoraccountant
data entry operator
SocialSocialgenerous
cooperativesociable
counselorsocial worker
clergyman
Conflicts During Organizational Entry
The individual’s attemptto attract the organization
Organizational efforts toattract individuals
The individual’s choiceof an organization
Organizational selectionof individuals
42 1
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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
• 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– Anticipatory socialization - gather information
– Encounter phase - learn job demands
– Change & acquisition phase - begin to master demands
• Ease the transition through individual & organizational actions
Establishment: tasks of thenewcomer
Protectionfrom stressors
Informational
Evaluative
Modeling
Emotional
Direct assistance
Provision ofinformation
Feedback
Evidence ofstandards
Empathy,esteem, love
What are the risks?
What do l needto know?
How am Idoing?
Who do I follow?
Do I matter?
Supervisor cues newcomer
Mentor givesadvice
Supervisor offers feedback
Newcomer isapprenticed
Others (new)empathize
Type ofSupport
Function ofSupportive
AttachmentsNewcomerConcern
Examples ofInsider
Response/Action
Newcomer-Insider Psychological Contracts for Social SupportEstablishment
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
Advancement: Phases of Mentoring
Initiation - relationship begins
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 Partnerships - 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
– Burn-out
• 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– Mentoring roles for maintenance stage employee
Withdrawal: Planning for Change
• Plan financially
• Plan psychologically– hobbies and travel
– volunteer work
– extended family
– temporary work (esp. top level executives)
SpouseHealth
Withdrawal: RetirementIssues
DualCareers
Income
Career AnchorsA network of self-perceivedtalents, motives, and valuesthat guide an individual’scareer decisions
Technical/functionalTechnical/functionalcompetencecompetence
ManagerialManagerialcompetencecompetence
Autonomy &Autonomy &IndependenceIndependence
Creativity Creativity Security.stabilitySecurity.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?