strategy for human resource management lecture 19 hrm 765 1 fundamentals of human resource...

Strategy for Human Resource Management

Lecture 19

HRM 765

1Fundamentals of Human Resource

Management 8e, DeCenzo and Robbins

Last Lecture

• Career Defined• The sequence of positions held by a person during his or

her lifetime.• Career Responsibility• Individual versus Organizational Perspective• Career Development versus Employee Development • Value for the Organization• Value for the Individual (External vs Internal)• Mentoring and Coaching

• disadvantages –

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

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Topic

Managing Careers


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Traditional Career Stages


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Traditional Career StagesExploration (5-25)

• Includes school and early work experiences, such as internships.

• Involves:– trying out different fields– discovering likes and dislikes– forming attitudes toward work

and social relationship patternsFundamentals of Human Resource

Management 8e, DeCenzo and Robbins5

Traditional Career Stages

Establishment (25-35)

• Includes:– search for work– getting first job– getting evidence of “success” or “failure”

• Takes time and energy to find a “niche” and to “make your mark”.


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Traditional Career StagesMid-Career (35-50)

• Challenged to remain productive at work.

• Employee may:– continue to grow– plateau (stay competent but not

ambitious)– deteriorate


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Traditional Career StagesLate career (50-70)

– Successful “elder states persons” can enjoy being respected for their judgment. Good resource for teaching others.

– Those who have declined may experience job insecurity.

– Plateauing is expected; life off the job increases in importance.


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Traditional Career StagesDecline (Late Stage) (above 70)• May be most difficult for those

who were most successful at earlier stages.

• Today’s longer life spans and legal protections for older workers open the possibility for continued work contributions, either paid or volunteer.


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Career Choices and Preferences

• Good career choice outcomes provide positive self-concept and opportunity to do work we think is important.


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Holland Vocational Preferences

• Three major components – People have varying occupational

preferences – If you think your work is important, you will be

a more productive employee – You will have more in common with people

who have similar interest patterns


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Career Choices and PreferencesHolland Vocational

Preferences • Model identifies six

vocational themes – Realistic– Investigative– Artistic– Social– Enterprising– Conventional


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Six vocational themes


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Six vocational themes1. Realistic: practical, prefer to deal with things rather than people;mechanical interests. Best job matches are Agriculture, Nature, Adventure, Military,Mechanical.2. Investigative: Scientific, prefer abstract problems, prefer to thinkthrough problems rather than to act on them, enjoy ambiguity.Corresponding jobs are Science, Mathematics, Medical Science, Medical Service.3. Artistic: Enjoy creative self-expression, dislike highly structured situations, sensitive,emotional, independent, original. Corresponding jobs are Music/Dramatics, Art, Writing.4. Social: Concerned with the welfare of others, enjoy developing and teaching others,good in group settings, extroverted, cheerful, popular. Corresponding jobs areTeaching, Social Service, Athletics, Domestic Arts, Religious Activities.5. Enterprising: Good facility with words, prefer selling or leading, energetic,extroverted, adventurous, enjoy persuasion. Corresponding jobs are Public Speaking,Law/Politics, Merchandising, Sales, Business Management.6. Conventional: Prefer ordered, numerical work, enjoy large organizations, stable,dependable. Corresponding job is Office Practices.


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The Schein Anchors • Personal value clusters determine what is

important to individuals. – technical-functional competence– managerial competence– security-stability– creativity– autonomy-independence

• Success of person-job match determines individual’s fit with the job.


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MBTI and MBTI Categories

• Myers Briggs Type Indicator (MBTI®)

A general personality assessment tool that measures the personality of an individual using four categories:

– Social interaction: Extrovert or Introvert (E or I)

– Preference for gathering data: Sensing or Intuitive (S or N)

– Preference for decision making: Feeling or Thinking (F or T)

– Style of decision making: Perceptive or Judgmental (P or J)

• Job characteristics can be matched to individual preferences.

• 100 question items.


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Sixteen (16) Personality types


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Jung and the Myers-Briggs Typologies

• Assessed by the Myers-Briggs Type Indicator (MBTI) and identify 16 different personality types.

• Job characteristics can be matched to individual preferences.


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Enhancing Your CareerThe individual holds primary responsibility for

his/her career. Suggestions on how to do that are:


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Summary • Career Stages• Exploration---establishment--mid career—late career--declineHolland Vocational Preferences • Three major components

– People have varying occupational preferences – If you think your work is important, you will be a more productive

employee – You will have more in common with people who have similar interest

patterns • Holland Vocational Preferences (Six)• Career Choices and Preferences• MBTI personality type.


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strategy for human resource management lecture 19 hrm 765 1 fundamentals of human resource...

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