DESSLER人力资源管理-10(ppt文档).ppt

2009 Pearson Education South Asia Pte Ltd.All rights reserved.Gary Gary DesslerDessler and and ChweeChwee HuatHuat Tan TanChapter Chapter 1010Human Resource Management:An Asian Perspective(Second Edition)Managing CareersAfter studying this chapter,After studying this chapter,you should be able to:you should be able to:1.Compare a companys traditional and career planning-oriented HR focuses2.Explain the role of the employee,manager and company in career development of the employee3.Describe the issues to consider when making promotion decisions4.Answer the question:How can career development foster employee commitment?5.Discuss the career plans of managers in some Asian companiesPurpose of this ChapterHelp you to be more effective at managing employees careersDiscuss role of employee,amanger and company in career developmentKnow procedures for managing promotion and transferDiscuss steps that a company can take to foster employee commitment3 2009 Pearson Education South Asia.All rights reserved.Basics of Career ManagementCareerA series of job positions that people have held during their working lifeCareer managementThe process for enabling employees to better understand and develop their career skills and interests,and to use these skills and interests more effectively.4 2009 Pearson Education South Asia.All rights reserved.Basics of Career ManagementCareer planningThe process through which a person sets work-related goals,acquires the necessary skills,and seeks opportunities to achieve these career goals.Career developmentThe lifelong series of activities that contribute to a persons career exploration,establishment,success,and fulfillment(such as attending courses).5 2009 Pearson Education South Asia.All rights reserved.Basics of Career ManagementCareers todayCareers 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.6 2009 Pearson Education South Asia.All rights reserved.Traditional Versus Career Development Focus Source:Adapted from Fred L.Otte and Peggy G.Hutcheson,Helping Employees Manage Careers(Upper Saddle River,NJ:Prentice Hall,1992),p.10.HR ActivityTraditional FocusCareer Development FocusHuman resource planningAnalyzes jobs,skills,and tasks present and future.Uses statistical data.Adds information about individual preferences,and the like to data.Training and developmentProvides opportunities for learning skills,information,and attitudes relate to job.Provides career path information.Adds individual growth orientation.Performance appraisalRating and/or rewardsAdds development plans and individual goal settings.7 2009 Pearson Education South Asia.All rights reserved.Traditional Versus Career Development FocusHR ActivityTraditional FocusCareer Development FocusRecruiting and placementMatching organizations needs with qualified individuals.Matches individual and jobs based on a number of variables including employees career interests.Compensation and benefitsRewards for time,productivity,talent,and so on.Adds non-job-related activities to be rewarded,such as United Way leadership positions.Source:Adapted from Fred L.Otte and Peggy G.Hutcheson,Helping Employees Manage Careers(Upper Saddle River,NJ:Prentice Hall,1992),p.10.8 2009 Pearson Education South Asia.All rights reserved.Employee Career Development PlanSource:Reprinted with permission of the publisher,HR Copyright HR,2003.9 2009 Pearson Education South Asia.All rights reserved.Roles in Career DevelopmentThe IndividualAccept 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.56.10 2009 Pearson Education South Asia.All rights reserved.Roles in Career DevelopmentThe ManagerProvide timely performance feedback.Provide developmental assignments and support.Participate in career development discussions.Support employee development plans.Source:Fred L.Otte and Peggy G.Hutcheson,Helping Employees Manage Careers(Upper Saddle River,NJ:Prentice Hall,1992),p.56.11 2009 Pearson Education South Asia.All rights reserved.Roles in Career DevelopmentSource:Fred L.Otte and Peggy G.Hutcheson,Helping Employees Manage Careers(Upper Saddle River,NJ:Prentice Hall,1992),p.56.The OrganizationCommunicate mission,policies,and procedures.Provide training and development opportunities.Provided career information and career programs.Offer a variety of career options.12 2009 Pearson Education South Asia.All rights reserved.Innovative Corporate Career Development InitiativesProvide each employee with an individual budget for personal development.Let employees work in different positions to help them discover their occupational strengths and weaknesses.Encourage small groups of employees to meet and support one another in achieving their career goals.Offer career development materials and career workshops on related topics.Make career and development courses available.Provide career planning workshops.13 2009 Pearson Education South Asia.All rights reserved.Innovative Corporate Career Development InitiativesOffer on-site or online career centers.Encourage role reversal.Establish a“corporate campus.”Help organize“career success teams.”Provide career coaches.Utilize computerized on-and offline career development programs Establish a dedicated facility for career development14 2009 Pearson Education South Asia.All rights reserved.Sample AgendaTwo-Day Career Planning Workshop Source:Fred L.Otte and Peggy Hutcheson,Helping Employees Manage Careers(Upper Saddle River,NJ:Prentice Hall,1992),pp.2223.In addition to career development training and follow-up support,First USA Bank has also outfitted special career development facilities at its work sites that employees can use on company time.These contain materials such as career assessment and planning tools.15 2009 Pearson Education South Asia.All rights reserved.Managing Your CareerIdentify Your Career Stage16 2009 Pearson Education South AsiaAll rights reserved.Managing Your CareerIdentify your career stage:Growth stage(Birth to 14 years old)Exploration stage(15 to 24 years old)Establishment stage(24 to 44 years old)Trial substageStabilization substageMidcareer crisis substageMaintenance stage(45 to 65 years old)Decline stage(after 65 years old)17 2009 Pearson Education South Asia.All rights reserved.Managing Your CareerIdentify occupational orientation1.Realistic orientation2.Investigate orientation3.Social orientation4.Conventional orientation5.Enterprising orientation6.Artistic orientationThe closer the orientations of a person,the easier he/she chooses a career.18 2009 Pearson Education South Asia.All rights reserved.Choosing an Occupational Orientation19 2009 Pearson Education South Asia.All rights reserved.Example of Some Occupations that May Typify Each Occupational Theme20 2009 Pearson Education South Asia.All rights reserved.Identify Your SkillsSuccessful performance depends on motivation as well as abilitySkills needed for specific occupations such as accountants or bankersA persons aptitudes,such as intelligence and mathematical ability,are measured by a GATB for planning purposes21 2009 Pearson Education South Asia.All rights reserved.Identify Your Career AnchorsCareer anchorA concern or value that you will not give up if a career choice has to be made.Typical career anchorsTechnical/functional competenceManagerial competence Analytical,Interpersonal&Emotional CompetencesCreativityAutonomy and independenceSecurity22 2009 Pearson Education South Asia.All rights reserved.Identify Your Career AnchorsTypical career anchors Managerial competence Analytical,Interpersonal&Emotional CompetenciesAnalytical CompetenceAbility to identify,analyze,and solve problems under conditions of incomplete information and uncertaintyInterpersonal CompetenceAbility to influence,supervise,lead,manipulate,and control people at all levelsEmotional CompetenceCapacity to be stimulated by emotional crises rather than be exhausted by them,capacity to bear high levels of responsibility23 2009 Pearson Education South Asia.All rights reserved.Managing Promotions and TransfersMaking promotion decisionsDecision 1:Is Seniority or Competence the Rule?Decision 2:How Should We Measure Competence?Decision 3:Is the Process Formal or Informal?Decision 4:Vertical,Horizontal,or Other?24 2009 Pearson Education South Asia.All rights reserved.Making Promotion DecisionsDecision 1:Is Seniority or Competence the Rule?Focus on competitiveness favors competenceAbility to use competence dependent on:Whether company is bound by union agreements,orAny civil service requirements25 2009 Pearson Education South Asia.All rights reserved.Making Promotion DecisionsDecision 2:How Should We Measure Competence?Straightforward for measuring past performance:Define job,set standards,appraise performanceAdditional for promotions:Procedure for predicting candidates potential for future performance26 2009 Pearson Education South Asia.All rights reserved.Making Promotion DecisionsDecision 3:Is the Process Formal or Informal?Informal,employees conclude that:“who you know”more important than performanceWorking hard to get ahead is futileFormal,employees conclude that:Promotion based on performance27 2009 Pearson Education South Asia.All rights reserved.Making Promotion DecisionsDecision 4:Vertical,Horizontal,or Other?2 parallel vertical career paths:Managers(management-tracked positions)Seniors(non-supervisory)Horizontal career path:Inter-dept transfer to learn new skills and to test the employees aptitudes28 2009 Pearson Education South Asia.All rights reserved.Managing Promotions and TransfersHandling TransfersEmployees reasons for desiring transfersPersonal enrichment and growthMore interesting jobsGreater convenience(better hours,location)Greater advancement possibilitiesCompanys reasons for transferring employeesTo vacate a position where an employee is no longer needed.To fill a position where an employee is needed.To find a better fit for an employee within the firm.To boost productivity by consolidating positions.29 2009 Pearson Education South Asia.All rights reserved.Career Management and Employee Commitment“New Psychological Contract”Employees prepare for next career move while working in current companyCompanies to decide how to maintain employee commitment to minimize voluntary resignation and maximize employee effort30 2009 Pearson Education South Asia.All rights reserved.Career Management and Employee CommitmentCommitment-oriented career development effortsCareer development programsCareer workshops that use vocational guidance tools(including a computerized skills assessment program and other career gap analysis tools)to help employees identify career-related skills and the development needs they possess.Career-oriented appraisals(review form)Provide the ideal occasion to link the employees performance,career interests,and developmental needs into a coherent career plan.31 2009 Pearson Education South Asia.All rights reserved.Sample Performance Review Development PlanSource:Business&Legal Reports,Inc.32 2009 Pearson Education South Asia.All rights reserved.RetirementRetirementThe point at which one gives up ones work,usually between the ages of 60 and 65.Free from daily requirements of jobSense of lossSome companies provide pre-retirement counselling33 2009 Pearson Education South Asia.All rights reserved.RetirementPre-retirement practicesExplain retirement benefitsLeisure time counselingFinancial and investment counselingHealth counselingPsychological counselingOffer part-time employment as an alternative to retirementCounseling for second career inside the companyCounseling for second career outside the company34 2009 Pearson Education South Asia.All rights reserved.Confucian Cultural Perspectives on Work and CareerCross-cultural study by GranroseCompared Chinese and North American organizationsConfucian view of human selfBecome a virtuous person in relation to others American viewIndividuals control their career at the workplace35 2009 Pearson Education South Asia.All rights reserved.Career Management in ChinaLeadership Behavior and Employee TurnoverPeople respect authoritySuperiors evaluation affects how subordinates view themselvesEmployees develop self-conception and stay with company if superior shows consideration,support and believes in them36 2009 Pearson Education South Asia.All rights reserved.Career Management in Hong KongStudy by Chow:Interviewed 71 middle managersOnly large companies had career planningIn manufacturing companies,people left because of:Better opportunities elsewhere(50%)Job did not meet personal goals(20%)No further promotion(10%)In US companies,people left because of:Dissatisfaction with job,pay,location37 2009 Pearson Education South Asia.All rights reserved.Career Management in JapanStudy by Baba:Interviewed 96 line managers(66 in Japanese firms and 30 in US subsidiaries)In Japanese companies:Lesser performance review(39%)Career path depends on loyaltyCareer management techniques:Training,testing,job rotation,knowledge about company38 2009 Pearson Education South Asia.All rights reserved.Career Management in JapanIn US companies:Lesser performance review(39%)Lesser career path for employees(10%)Career path depends on performanceCareer management techniques:coaching&counseling39 2009 Pearson Education South Asia.All rights reserved.Career Management in TaiwanStudy by Peng:Surveyed 103 line managers(20 in US subsidiaries)In manufacturing companies:Skills and performance are factors to develop careerIn US companies:Skills and performance are factors to develop careerCareer plans for employees(90%)Career management techniques:Job posting,job rotation,career testingImmediate supervisor,spouse,friends,colleagues are factors to develop career40 2009 Pearson Education South Asia.All rights reserved.Career Management in ThailandCultural values influence career goalsEgo(face saving and criticism avoidanceGrateful(paternalistic)relationshipSmooth personal relationshipFlexibilityEducation competenceInterdependenceFund and pleasureAchievement orientation41 2009 Pearson Education South Asia.All rights reserved.Career Management in ThailandStudy by Chainuvati and Granrose Surveyed 42 companiesConcept of career managementNot well developed Career planning includedPerformance reviewsTrainingCounselingJob rotationCriteria for promotionPerformance,seniority,political influence 42 2009 Pearson Education South Asia.All rights reserved.