Chapter 17 Career Management Nelson & Quick

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

Career: Paradigm Shift

New Career Paradigm Discrete Exchange Occupational Excellence Old Career Paradigm Mutual Loyalty Contract One Employer Focus

Organizational Empowerment
Project Allegiance

Top-down Firm
Corporate Allegiance

The New Career

Discrete Exchange An organization gains productivity while a person gains work experience

Occupational Excellence

Skills are continually honed that can be marketed across organizations

Power flows down to business Organizational Empowerment units and in turn to the employees Project Allegiance

Both individuals and organizations are committed to successful project completion

Personalities and Choices

Artistic imaginative emotional impulsive architect voice coach interior designer

Personalities and Choices

Conventional word processor efficient accountant practical data entry operator obedient

Conflicts During Organizational Entry

The individuals attempt to attract the organization Organizational efforts to attract individuals

The individuals choice of an organization

Organizational selection 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 stage

Maintenance Advancement Establishment

Early adulthood (17-40) Middle adulthood (40-60) Late adulthood (60+)

Life stage (age)

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
Anticipatory socialization - gather information Encounter phase - learn job demands Change & acquisition phase - begin to master demands

Ease the transition through individual & organizational actions

Newcomer-Insider Psychological Establishment Contracts for Social Support

Type of Support
Function of Supportive Attachments

Newcomer Concern

Examples of Insider Response/ Action

Protection from stressors

Informational Evaluative

Direct assistance
Provision of information Feedback

What are the risks?

What do l need to know? How am I doing?

Supervisor cues newcomer

Mentor gives advice Supervisor offers feedback

Modeling
Emotional

Evidence of standards
Empathy, esteem, love

Who do I follow?
Do I matter?

Newcomer is apprenticed
Others (new) 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 provided by a mentor
Role modeling Acceptance and confirmation Counseling Friendship

Characteristics of good mentoring relationships

Regular contact Consistency with corporate culture Training in managing the relationship 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 Partnerships - 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 Burn-out

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 Mentoring roles for maintenance stage employee

Withdrawal: Planning for Change

Plan financially Plan psychologically
hobbies and travel volunteer work extended family temporary work (esp. top level executives)

Withdrawal: Retirement Issues

Health Dual Careers Spouse Income

Career Anchors
Managerial competence

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

Technical/functional competence

Autonomy & Independence

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?