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FSU MAN 4301 - Chapter 10 Developing Employees and Their Career

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Chapter 10 Developing Employees and Their Careers ● Employee development are activities that influence personal and professional growth. ○ Career development are activities that help people manage the progression of their work experiences across their lives. ○ Training is concerned with ensuring that employees have KSA to ensure job performance. ○ Bargain laborer: focus on development to attract employees from external labor market, uses low-cost development options. ○ Loyal soldier: focus on developing skills of existing employees, uses low-cost development options. ○ Free agent: focus on development to attract employees from the external labor market, uses development for high-level service and innovation. ○ Committed expert: focus on developing existing employees, uses development for high-level service and innovation. ● Formal Education is a category of development that includes formal learning experiences, they can be single events or a series with the goal to learn particular skills. Used by organizations with a differentiated HR strategy. ○ Courses are designed for employees, offered by consultants, part of a degree program used to help achieve an organizational goal. ○ License is a required designation of competence within a professional field. ○ Certification is an optional designation of competence to offer value to an employee. For example some HR certifications are Professional HR, Senior PHR and Global PHR. ● Assessment and feedback involves collecting information and providing feedback to employees about their interests, personality, behaviors, skills, and preferences. ○ Career assessments ■ Holland typology identifies personality types based on realistic, investigative, artistic, social, enterprising, and conventional. It is self directed to align personal interests, values and skills with a job environment. ○ Multisource assessments and feedback is a process in which peers answer questions about an employee. Responses are combined and provide developmental feedback. It is becoming a more frequent practice. ■ Manager View 360: measures 20 managerial competencies in task leadership, problem solving, communication, and interpersonal skills. This identifies strengths and weaknesses and trainging needs. ● Work experiences ○ Job enrichment is the addition of challenges or new responsibilities to jobs. ○ Job rotation is a time-limited lateral work assignment for the purpose of helping employees develop new knowledge and skills. ○ Job transfer is a permanent lateral work assignment for the purpose of helping employeeS develop KSA. ○ Upward move results in an increase in responsibility, pay and status. Known as a promotion. ○ Downward move results in a decrease in responsibility, pay and status. ● Developmental relationships ○ Coaching is when a person works with others to equip them with the tools, knowledge, and opportunities they need to become more effective at work. ■ Contracting and opening: a preliminary phase, setting clear understandings of the nature and duration of the relationship.■ Practicing and planning: core learning processes in which the coach and employees try out new behaviors. ■ Evaluating: involves verifying that expectations have been met and that the relationship has worked out as planned. ○ Mentoring is when an experienced person helps a less experienced person learn and grow. ■ Mentors may provide career benefits by offering challenging work experiences, providing advice, offering political protection, and sponsoring the employee in contests for promotions. ■ Mentors may provide psychological and social benefits, such as building a sense of identity and personal competence. ● A career is a pattern of work experiences that people have over a lifetime. ○ In previous generations, careers involved schooling, joining a company and staying until retirement. ○ Career ladder is characterized by step-by-step, hierarchical transitions from jobs with lower pay and responsibilities to jobs with higher pay; this is a typical progression. ○ Protean career is characterized by personal responsibility, continuous and self-directed development, and an emphasis on psychological success. ○ Traditional career is characterized by organizational responsibility and commitment, values power, and a need for flexibility. ● Career development process is a series of steps that people can use to identify and pursue their long-term career goals. ○ Self assessment: employees determine their interests, values, personalities, and skills. ○ Reality check: employees gather information to determine whether their self-assessments are realistics and how they fit with opportunities in the labor market. ○ Goal setting: setting milestones or achievements for the future. ○ Action planning: employees make plans for how they will accomplish their goals. Chapter 11 Motivating Employees through Compensation ● Employee compensation is a broad term in which includes pay and benefits such as insurance, retirement savings, and paid time off from work. It is the total package of rewards both monetary and nonmonetary. ○ Encourage employees to put forth their best effort and perform in ways that help the company product its particular goods and services. ● Equity ○ External equity is concerned with the fairness of what the company is paying compared with others. ■ Organizations with an external labor orientation must assess how their compensation compares with that offered by other organizations. ○ Internal equity is concerned with the fairness based on how much they are paid relative to their coworkers. ■ Organizations with an internal labor orientation spend time and effort comparing and analyzing pay differences among their own employers. ■ Pay practices tend to be less secretive ■ Use long-term incentives ● Differentiation strategy: Variable rewards system pays some employees substantially more than others in order to emphasize differences between high and low performers.○ Variable transactional compensation is a rewards package that uses money to build commitment and emphasizes differences in the pay of high and low performers. ■ Free agent ■ High pay levels with short-term incentives ■ Salary compression is a situation created when new employees receive higher pay than employees who have been with an organization for a long time even though they perform the same job. ○


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