课件论文课件week 10

1、Career Management andDevelopmentChapter 12 BMO3477 Human ResourceDevelopment Week 10CH-12 2012 South-Western, a part of Cengage Learning1Learning ObjectivesDefine the term career, and explain the roles involved in career management and developmentExplain the effect that the “new employment relations

2、hip” is having on career managementDescribe how models of life and career development enhance our understanding of careersExplain what is involved in career management and describe several models of career managementDescribe five career management practices Describe four issues that affect career ma

3、nagementUnderstand what is involved in designing a career management programmeCH-12 2012 South-Western, a part of Cengage Learning2What Is a Career?“Career” means many things to many people Traditionally, careers were conceptualised as following linear pathways bounded occupationally Here the employ

4、ing organisation was considered to have responsibility for providing career developmentThere have been recent changes to the nature of work and along with it to the nature of careers Now “multi-directional careers”, multiple employers, multiple work arrangementsCH-12 2012 South-Western, a part of Ce

5、ngage Learning3What Is a Career?Theories of career personality and career choice (Holland). Does this change over time?Now a more relationship-based and non-linear approach to career development over a life time, viewing career as a complex adaptive entityRecent additions to theories of career inclu

6、de the boundaryless career or protean careerHere the individual responds to changes in the environment and adapts their career path to the modern, global workplaceCH-12 2012 South-Western, a part of Cengage Learning4Career DefinedA career is best described broadly as “the pattern of work-related exp

7、eriences that span the course of a persons life” This definition includes bothobjective events, such as jobssubjective views of work, such as the persons attitudes, values, and expectationsCH-12 2012 South-Western, a part of Cengage Learning5The Property of an Occupation orOrganisationAdvancement Ca

8、reer denotes ones progression and increasing success within an occupation or organisationStatus of a profession. Some use the term career to separate the “professions,” from other occupations The lawyer is said to have a career, while the carpenter does notDegree of involvement in ones work Stabilit

9、y of a persons work pattern A sequence of related jobs is said to describe a career, whereasa sequence of unrelated jobs does notCH-12 2012 South-Western, a part of Cengage Learning6Relationship of Career to Non-workActivitiesOne must consider all of an individuals skills, abilities, and interestsOn

10、e must recognise the impact and value that relationships outside of work have on employeesPeople come to organisations for specific reasonsthose reasons often change over a lifetimeCH-12 2012 South-Western, a part of Cengage Learning7Career ChoiceThe job and occupational choices an individual makes

11、during a career are determined in large part by forces within the individual, the organisation other external forces (e.g., society, family, the educational system)The individual is driven toward particular job choices by his or her skills, knowledge, abilities, attitudes, values, personality, and l

12、ife situationCH-12 2012 South-Western, a part of Cengage Learning8CareersStudy of careers and how they develop is one of the most active areas of inquiry in the social sciencesPsychologists, educators, sociologists, economists, and management scholars all seek to understand how a person selects, wor

13、ks within, and makes decisions to change the focus of his or her working lifeCH-12 2012 South-Western, a part of Cengage Learning9Changes in EnvironmentEnvironment that has been typified by rapid change increased competition globalisation an employment relationship that is less loyalty based flatter

14、, less hierarchical organisational structuresCH-12 2012 South-Western, a part of Cengage Learning10The “New EmploymentRelationship”In the past there was an “entitlement” mentality toward jobs, benefits, and the like, that is, that employers “owed” such things to their employeesCareer development was

15、 seen primarily as the organisations concern. The goal was to ensure that the ranks of management would be filled with individuals who were prepared for these tasks and fit the organisations cultureCH-12 2012 South-Western, a part of Cengage Learning11Changes in the RelationshipWe cant promise you h

16、ow long well be in business that we wont be acquired that therell be room for promotion that your job will exist when you retireAlso . you may need to check that your superannuation will be sufficient to meet your retirement plansWe cant expect your undying loyalty, and we arent even sure we want it

17、CH-12 2012 South-Western, a part of Cengage Learning12Realisation of Employment Mortalityand the Changing EmployeeThat employees, not the organisation, are responsible for their own continued employability has created uncertainty for many people Employees are increasingly expected to assume responsi

18、bility for developing and maintaining their own skills adding demonstrable value to the organisation understanding the nature of their employers businessCH-12 2012 South-Western, a part of Cengage Learning13of Employment Mortalityandthe Changing EmployerEmployers should provide opportunities for ski

19、ll development and education employee involvement in decision making, assistance with career management (e.g., coaching and mentoring), and performance-based payOverall, the “protean career” where the individual accepts some or most of the responsibility for their career development and the concept

20、of a “boundary-less” career, one not bound to one organisation, location orprofession, has become popularCH-12 2012 South-Western, a part of Cengage Learning14Impact of the “New” EmploymentRelationshipThere will continue to be a significant number of organisations that have long-term relationships w

21、ith their employeesThe work organisations do to achieve their goals changes over timeIncreased casualisation of the workforce, increased contract work, and people moving interstate or overseas to work may require the individual to plan their development withtheir employer or aloneCH-12 2012 South-We

22、stern, a part of Cengage Learning15Careers and HRDUnderstanding and finding ways to influence the careers of employees in an organisation is also an integral part of HRDCareer development provides a future orientation to HRD activitiesIt is a fact of life that people and organisations changeCH-12 20

23、12 South-Western, a part of Cengage Learning16Career DevelopmentAn on-going process by which individuals progress through a series of stages, each of which is characterised by a relatively unique set of issues, themes, and tasksNeed for Career DevelopmentDeveloping in a job or a career requires Orga

24、nisational objectives and the blend of knowledge, skill, abilities, and other characteristics (KSAOs) it will take to reach those objectives change in response to challenges from the environmentCH-12 2012 South-Western, a part of Cengage Learning17Old-Style Career DevelopmentCareer development pract

25、ices that were used primarily created an internal labour market to fulfil the organisations needsCareer progress was defined primarily in terms of promotion and pay increases within one organisationIndividuals often viewed career planning to the extent that they had vertical aspirations and were sel

26、ected for or volunteered to participate in the organisations development activities Moving up through the ranks of managementwas often the main career goalCH-12 2012 South-Western, a part of Cengage Learning18Career Planning and CareerManagementBoth the individual and the organisation have interests

27、 in an individuals careerBoth parties may take actions to influence that careerThese sets of related activities are referred to as career planning and career managementThese activities can be viewed as existing along a continuumCH-12 2012 South-Western, a part of Cengage Learning19Career PlanningA d

28、eliberate process of becoming aware of self, opportunities, constraints, choices, and consequences identifying career-related goals programming work, education, and related developmental experiences to provide the direction, timing, and sequence of steps to attain a specific career goalCH-12 2012 So

29、uth-Western, a part of Cengage Learning20Career ManagementAn ongoing process of preparing implementing monitoring career plansUndertaken by the individual alone or in concert with the organisations career systemsCH-12 2012 South-Western, a part of Cengage Learning21Spectrum of Career DevelopmentActi

30、vitiesFig. 12-1Employee centered: career planningMutual focus: manager-employee planningOrganization centered:career managementSelf-directed workbooks and tape cassettesCompany-run career-planning workshopsCorporate seminars on organizational careerManager- employee career discussions (includes sepa

31、rate training for managers)Developmental assessment centers (with feedback)Corporate talent inventoriesCorporate succession planningSOURCE: Hall, D. T. (1986). “An Overview of Current Career Development theory, Research, and Practice.” In Hall, D. T., and associates (eds.), Career Development in Org

32、anizations (4), San Francisco. Copyright 1986 by Jossey-Bass, Inc.This material is used by permission of John Wiley & Sons, Inc.CH-12 2012 South-Western, a part of Cengage Learning22Career Development ActivitiesVary according to the amount of influence by the individual the amount of information pro

33、vided to the individual the amount of influence by the organisation the amount of information provided to the organisationCH-12 2012 South-Western, a part of Cengage Learning23Stages of Life and CareerDevelopmentCommon experiences, challenges, or tasks most people seem to go through as their life or

34、 career progressesStage view helps to predict likely crises and challenges and therefore plan ways to resolve or minimise themStage views of development have their limitations all individuals are unique and will not have the same experiencesCH-12 2012 South-Western, a part of Cengage Learning24Stage

35、 Views of Adult DevelopmentEriksons Model of Adult DevelopmentLevinsons “Eras” Approach to Adult Development Are they relevant today?CH-12 2012 South-Western, a part of Cengage Learning25Eriksons Model of AdultDevelopmentTable 12-1CH-12 2012 South-Western, a part of Cengage Learning26Stage of Develo

36、pment (Issue)Age Range (Years)Basic trust versus mistrustInfancyAutonomy versus shame and doubt1-3Initiative versus guilt4-5Industry versus inferiority6-11Identity versus role confusionPuberty & AdolescenceIntimacy versus isolationYoung AdulthoodGenerativity versus stagnationMiddle AdulthoodEgo inte

37、grity versus despairMaturityLevinsons “Eras” Approach toAdult DevelopmentMajor phases of a persons life (called eras) are like seasons of the year in the following ways: They are qualitatively different Change occurs within each season There is a transitional period between each season that is part

38、of both seasons No season is superior or inferior to another season Each season contributes something unique to life There are four seasons or eras in a persons lifeCH-12 2012 South-Western, a part of Cengage Learning27Levinsons “Eras” ApproachtoAdult DevelopmentFig. 12-2Late adulthood Late65 adulth

39、oodLate adult transition60 Culmination of middle adulthood55Age 50 transitionMiddleadulthood50Entering middle adulthood45Mid-life transition40Settling down33Age 30 transitionEarlyadulthood28Entering the adult world 22Early adult transition17 (Childhood and adolescence)PreadulthoodSOURCE: From Levins

40、on, D. J.,Darrow, C. N., Klein, E. B., Levinson, M. H., & McKee, B. (1978). Seasons of a Mans Life. New York (57). Copyright 1978 by Daniel J. Levinson. Reprinted by permission of Alfred A. Knopf.CH-12 2012 South-Western, a part of Cengage Learning28Models of Career DevelopmentPreparation for Work (

41、Age 025) Organisational Entry (Age 1825) The Early Career (Age 2540) The Mid-Career (Age 4055)The Late Career (Age 55Retirement) Increasing longevity is leading to each stage perhaps commencing 5-10 years later now and in the future There is not such thing as “retirement age” for allCH-12 2012 South

42、-Western, a part of Cengage Learning29A Four-Stage Model1. Occupational & Organisational Choice: for WorkPreparation2. Early Career: Establishment & AchievementCH-12 2012 South-Western, a part of Cengage Learning30Typical Age Range:Initially 25 - 40Major Tasks:Learn job, organisational rules & norms

43、, fit in, increase competence, pursue “The Dream”Typical Age Range:Initially 025; then variableMajor Tasks:Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education, obtain job offer(s), select appropriate job.A Four-Stage ModelM

44、id-CareerLate CareerSOURCE: From Greenhaus, J. H., Callanan, G. A., & Godshalk, V. M. (2010). Career management, 4th edition. Thousand Oaks, CA: Sage.CH-12 2012 South-Western, a part of Cengage Learning31Typical Age Range:55 - retirementMajor Tasks: Remain productive in work, maintain self- esteem,

45、prepare for effective retirement.Typical Age Range:40 - 55Major Tasks:Re-appraise early career and early adult-hood, reaffirm or modify The Dream, make choices appropriate to middle adult years, remain productive in workReconciling the Traditional andContemporary Career ModelsIndividuals should take

46、 responsibility for their lives and employabilityOrganisations also bear a responsibility for career management, for their own interests for the well-being of those who work within their organisationIt would be foolish to ignore age-based stage models of life and careerCH-12 2012 South-Western, a pa

47、rt of Cengage Learning32Four Career Concepts 1Linear A progression of movement up an organisational hierarchy to positions of greater responsibility and authority; motivated by desire for power and achievement; variable time line; this has been the traditional view of a “career”Expert A devotion to

48、an occupation; focus on building knowledge and skill within a specialty; little upward movement in a traditional hierarchy, more from apprentice to master; motivated by desire for competence and stability; rooted in the medieval guildstructureCH-12 2012 South-Western, a part of Cengage Learning33Fou

49、r Career Concepts 2Spiral A lifelong progression of periodic (7 to 10 years) moves across related occupations, disciplines, or specialties; sufficient time to achieve a high level of competence in a given area before moving on; motives include creativity and personal growthTransitory A progression o

50、f frequent (3 to 5 years) moves across different or unrelated jobs or fields; untraditional; motives include variety and independenceCH-12 2012 South-Western, a part of Cengage Learning34Life Stage and Career ModelsBy understanding the models individuals can be better equipped to think about, antici

51、pate, and manage the transitions they will experience during their lives organisations can develop strategies and tactics tomanage the career transitions their employees will experiencecreate career management systems that will both meet the organisations HR needs and satisfy the needs of employeesC

52、H-12 2012 South-Western, a part of Cengage Learning35The Process of Career ManagementCareer management involves both planning for career activities putting those plans into actionCH-12 2012 South-Western, a part of Cengage Learning36A Career Management ModelInformation, Opportunities, and Support fr

53、omFig 12-3Educational, Family, Work, and Societal InstitutionsSOURCE: Greenhaus, J.H, Callanan, G.A & Godshalk, V.M. . 2010. From Career Management 4rd edition Thousand Oaks, CA: SageCH-12 2012 South-Western, a part of Cengage Learning37Need to make decisionStrategy developmentDStrategy implementati

54、onEProgress toward goalFCareer appraisalHGoal settingCAwareness of self and environmentBFeedback: work/nonworkGCareer explorationAModel CharacteristicsModel represents an ideal career management process: the way people should conduct career management not a description of what the typical person actually doesCH-12 2012 South-Wes