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Nelson & Quick: Career Management

This document discusses career management over the lifespan. It covers: 1) The stages of a career from establishment to withdrawal, including the tasks at each stage like learning the job, advancing, and planning for retirement. 2) Issues that can arise at different stages like work-life conflicts, dual careers, mentoring, and maintaining engagement. 3) Tools for career management like realistic job previews, flexible schedules, and planning financially for changes.

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92 views27 pages

Nelson & Quick: Career Management

This document discusses career management over the lifespan. It covers: 1) The stages of a career from establishment to withdrawal, including the tasks at each stage like learning the job, advancing, and planning for retirement. 2) Issues that can arise at different stages like work-life conflicts, dual careers, mentoring, and maintaining engagement. 3) Tools for career management like realistic job previews, flexible schedules, and planning financially for changes.

Uploaded by

beritahr
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 17

Nelson & Quick

Career Management
Why Understand Careers

If we know what to look forward to, we can be


proactive in planning
As managers, we need to understand the
experiences of our employees and colleagues
Career management is good business--It makes
financial sense
Career/Career Management

Career - the pattern of work-related experiences that


span the course of a persons life

Career Management - a lifelong process of learning


about self, jobs, and organizations; setting
personal career goals; developing strategies for
achieving the goals, and revising the goals based
on work and life experiences
Career: Paradigm Shift

New Career Paradigm Old Career Paradigm

Discrete Exchange Mutual Loyalty Contract

Occupational Excellence One-Employer Focus

Organizational Empowerment Top-Down Firm

Project Allegiance Corporate Allegiance


The New Career
An organization gains
Discrete Exchange productivity while a person
gains work experience
Skills are continually honed that
Occupational Excellence can be marketed across
organizations
Power flows down to business
Organizational Empowerment units and in turn to the
employees
Both individuals and
Project Allegiance organizations are committed
to successful project completion
Personalities
and Choices

Artistic architect
imaginative voice coach
emotional interior designer
impulsive
Personalities
and Choices

Conventional word processor


efficient accountant
practical data entry operator
obedient
Conflicts During Organizational Entry

The individuals attempt Organizational efforts to


to attract the organization attract individuals

2 1
4 3

The individuals choice Organizational selection


of an organization of individuals
Figure in L.W. Porter, E.E. Lawler III, and J. R. Hackman, Behavior in Organizations, New York:
McGraw-Hill, Inc. 1975. Page 134. Reproduced with permission of the McGraw-Hill Companies.
Realistic Job Preview (RJP)

Realistic Job Preview - both positive and negative


information given to potential employees about the
job they are applying for, thereby giving them a
realistic picture of the job

RJPs help promote the image of the


organization as operating consistently
and honestly
The Career Stage Model

Withdrawal
Career
Maintenance
stage

Advancement

Establishment
Early adulthood Middle adulthood Late adulthood
(17-40) (40-60) (60+)
Life stage (age)
Career Stages
Withdrawal individual
contemplates retirement or possible
career changes
Maintenance individual tries to
maintain productivity while evaluating
progress toward career goals
Advancement people focus
on increasing their competence

Establishment the person


learns the job and begins to fit
into the organization and occupation
Establishment: tasks of the
newcomer
Negotiate an effective psychological contract - an
implicit agreement between an individual and an
organization that specifies what each is expected to
give and receive in the relationship
Manage the stress of socialization
Make the transition from organizational outsider to
organizational insider
Establishment: Newcomer-Insider Psychological
Contracts for Social Support
Function of Examples of
Type of Supportive Newcomer Insider
Support Attachments Concern Response
Protection Direct What are the Supervisor
from stressors assistance risks? cues newcomer
Provision of What must Mentor gives
Informational
information l know? advice
How am I Supervisor
Evaluative Feedback
doing? offers feedback
Evidence of Who do I Newcomer is
Modeling
standards follow? apprenticed
Empathy, Others (new)
Emotional Do I matter?
esteem, love empathize
Advancement: Strive for
Achievement

Career Path - a sequence of job experiences that


an employee moves along during his or her
career
Career Ladder - a structured series of job
positions through which an individual
progresses in an organization
Advancement: Mentoring

Mentor - an individual who provides guidance,


coaching, counseling, and friendship to a protg
Career functions provided by a mentor
Sponsorship

Facilitating exposure

and visibility
Coaching

Protection
Advancement: Mentoring

Psychosocial functions Characteristics of good


provided by a mentor mentoring relationships
Regular contact
Role modeling
Consistency with
Acceptance and
corporate culture
confirmation
Training in managing
Counseling
the relationship
Friendship Accountability

Prestige for mentor


Advancement: Phases of
Mentoring

Initiation - relationship begins

Cultivation - relationship gains meaning

Separation - protg asserts independence

Redefinition - relationship has new identity


Advancement: Why Mentors are
important

Mentored individuals earn higher salaries


Mentored individuals have higher promotion rates
Mentored individuals are better decision makers
Advancement: Dual-Career
Partnerships

Dual-Career Partnership - a relationship in which


both people have important career roles
Pressures of such partnerships
Time pressure

Jealousy

Precedence (which career)


Advancement: Work-Home
Conflicts

Work-home conflicts more likely affect women


Organizations attempts to help
Flexible Work Schedule - a work schedule that

allows employees discretion in order to


accommodate personal concerns
Eldercare - assistance in caring for elderly

parents and/or other elderly relatives


Maintenance: Time of Crisis
or Contentment
Midlife crisis
Slowed or stalled career growth

Burnout

Contentment
Sense of achievement

No need to strive for continued upward mobility


Maintenance: Issues of
This Stage
Career Plateau - a point in an individuals career
in which the probability of moving further up the
hierarchy is low
Firms respond with
Lateral moves

Project teams

Affirmation
Maintenance:Sharing the
Knowledge through Mentoring

Successful formal mentoring programs require:


1. Voluntary participation
2. Support from top executives
3. Training for the mentors
4. Graceful exit opportunities
Withdrawal: Planning for
Change
Plan financially
Plan psychologically

Bridge Employment employment that takes place


after a person retires from a full-time position but
before the persons permanent withdrawal from the
workforce
Withdrawal: Retirement
Issues
Spouse
Dual
Careers

Health Income
A network of self-perceived
Career Anchors talents, motives, and values
that guide an individuals
career decisions

Managerial Autonomy &


Competence Technical/Functional Independence
Competence

Creativity Security/Stability
Managing Your Career: Key
Questions

1. Am I adding real value?


2. Am I plugged into whats
happening around me?
3. Am I trying new ideas,
new techniques, new
technologies?

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