dessler ch 10-managing careers
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PowerPoint Presentation by Charlie CookThe University of West Alabama
1
Human Resource Management
ELEVENTH EDITION
G A R Y D E S S L E R
© 2008 Prentice Hall, Inc. All rights reserved.
Managing Careers
Chapter 10
Part 3 | Training and Development
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© 2008 Prentice Hall, Inc. All rights reserved. 10–2
After studying this chapter, you should be able to:After studying this chapter, you should be able to:
1. Compare employers’ traditional and career planning-oriented HR focuses.
2. Explain the employee’s, manager’s, and employer’s career development roles.
3. Describe the issues to consider when making promotion decisions.
4. Describe the methods for enhancing diversity through career management.
5. Answer the question: How can career development foster employee commitment?
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© 2008 Prentice Hall, Inc. All rights reserved. 10–3
The Basics Of Career Management
Career Management
Career Planning
Career Development
Employees’Careers
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© 2008 Prentice Hall, Inc. All rights reserved. 10–4
The Employer’s Role in Career Development
Realistic Job Previews
Challenging First Jobs
Networking and Interactions
MentoringCareer-Oriented
Appraisals
Job Rotation
Employer’s Role
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© 2008 Prentice Hall, Inc. All rights reserved. 10–5
Managing Promotions and Transfers
Decision 1: Is Seniority or Competence
the Rule?
Decision 4:Vertical,
Horizontal, or Other?
Decision 2:How Should We Measure
Competence?
Decision 3:Is the Process
Formal or Informal?
Making Promotion Decisions
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© 2008 Prentice Hall, Inc. All rights reserved. 10–6
Taking Steps to Enhance Diversity: Women’s and Minorities’ Prospects
Take Their Career Interests
Seriously
Eliminate Institutional
Barriers
Eliminate the Glass Ceiling
Improve Networking and
Mentoring
Institute Flexible Schedules and Career Tracks
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© 2008 Prentice Hall, Inc. All rights reserved. 10–7
Career Management and Employee Commitment
Old Contract: “Do your best and be loyal to us,
and we’ll take care of your career.”
New Contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the
developmental opportunities you’ll need to move on and have a
successful career.”
Comparing Yesterday’s and Today’s Employee-Employer Contract
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© 2008 Prentice Hall, Inc. All rights reserved. 10–8
Career Management and Employee Commitment (cont’d)
Career Development
Programs
Career-Oriented
Appraisals
Commitment-oriented career
development efforts
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© 2008 Prentice Hall, Inc. All rights reserved. 10–9
Career Management and Employee Commitment (cont’d)
Career Development
Programs
Career-Oriented
Appraisals
Commitment-Oriented Career
Development Efforts
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© 2008 Prentice Hall, Inc. All rights reserved. 10–10
Attracting and Retaining Older Workers
Create a Culture that Honors Experience
Offer Flexible Work
Offer Part-Time Work
HR Practices for Older Workers
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© 2008 Prentice Hall, Inc. All rights reserved. 10–11
K E Y T E R M SK E Y T E R M S
career
career management
career development
career planning
career planning and development
reality shock
job rotation
mentoring
promotions
transfers
retirement
preretirement counseling
career cycle
growth stage
exploration stage
establishment stage
trial substage
stabilization substage
midcareer crisis substage
maintenance stage
decline stage
career anchors
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PowerPoint Presentation by Charlie CookThe University of West Alabama
1
Human Resource Management
ELEVENTH EDITION
G A R Y D E S S L E R
© 2008 Prentice Hall, Inc. All rights reserved.
Managing Careers
Chapter 10 Appendix
Part 3 | Training and Development
![Page 13: Dessler ch 10-managing careers](https://reader036.vdocuments.site/reader036/viewer/2022082803/5445cac0afaf9fdb2a8b4693/html5/thumbnails/13.jpg)
© 2008 Prentice Hall, Inc. All rights reserved. 10–13
Identify Your Career Anchors
Technical/Functional
Competence
Managerial Competence
Autonomy and Independence
Creativity
Security