DESSLER人力资源管理_10

10–12
Innovative Corporate Career Development Initiatives
After studying this chapter, you should be able to:
1. Compare a company’s traditional and career planning-oriented HR focuses 2. Explain the role of the employee, manager and company in career development of the employee 3. Describe the issues to consider when making promotion decisions 4. Answer the question: How can career development foster employee commitment? 5. Discuss the career plans ofLeabharlann Baidumanagers in some Asian companies
© 2009 Pearson Education South Asia. All rights reserved. 10–5
Basics of Career Management Careers today
– Careers are no simple progressions of employment in one or two firms with a single profession. – Employees now want to exchange performance for training, learning, and development that keep them marketable.
Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.
© 2009 Pearson Education South Asia. All rights reserved.
© 2009 Pearson Education South Asia. All rights reserved.
10–4
Basics of Career Management Career planning
– The process through which a person sets work-related goals, acquires the necessary skills, and seeks opportunities to achieve these career goals.
© 2009 Pearson Education South Asia. All rights reserved.
10–9
Roles in Career Development
The Individual
– Accept responsibility for your own career. – Assess your interests, skills and values. – Seek out career information and resources. – Establish goals and career plans. – Utilize development opportunities. – Talk with your manager about your career. – Follow through on realistic career plans.
Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.
© 2009 Pearson Education South Asia. All rights reserved.
10–11
Roles in Career Development
The Organization
– Communicate mission, policies, and procedures. – Provide training and development opportunities. – Provided career information and career programs. – Offer a variety of career options.
© 2009 Pearson Education South Asia. All rights reserved.
Traditional Versus Career Development Focus
HR Activity Recruiting and placement Traditional Focus Career Development Focus Matching organization’s Matches individual and needs with qualified jobs based on a individuals. number of variables including employees’ career interests. Rewards for time, Adds non-job-related productivity, talent, and activities to be so on. rewarded, such as United Way leadership positions.
© 2009 Pearson Education South Asia. All rights reserved.
10–8
Employee Career Development Plan
Source: Reprinted with permission of the publisher, HRnext.com Copyright HRnext.com, 2003.
Source: Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 56.
© 2009 Pearson Education South Asia. All rights reserved.
Human Resource Management: An Asian Perspective
(Second Edition) Chapter 10
Managing Careers
Gary Dessler and Chwee Huat Tan
© 2009 Pearson Education South Asia Pte Ltd. All rights reserved.
© 2009 Pearson Education South Asia. All rights reserved. 10–3
Basics of Career Management Career
– A series of job positions that people have held during their working life
© 2009 Pearson Education South Asia. All rights reserved.
10–6
Traditional Versus Career Development Focus
HR Activity Human resource planning Traditional Focus Analyzes jobs, skills, and tasks – present and future. Uses statistical data. Provides opportunities for learning skills, information, and attitudes relate to job. Rating and/or rewards Career Development Focus Adds information about individual preferences, and the like to data. Provides career path information. Adds individual growth orientation. Adds development plans and individual goal settings.
Career management
– The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively.
Career development
– The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment (such as attending courses).
10–7
Training and development
Performance appraisal
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992), p. 10.
Compensation and benefits
Purpose of this Chapter
Help you to be more effective at managing employees’ careers Discuss role of employee, amanger and company in career development Know procedures for managing promotion and transfer Discuss steps that a company can take to foster employee commitment
10–10
Roles in Career Development
The Manager
– Provide timely performance feedback. – Provide developmental assignments and support. – Participate in career development discussions. – Support employee development plans.