Human Resource

Management
ELEVENTH EDITION
1
GARY DESSLER

Part 3 | Training and Development

Chapter 10

Managing Careers

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
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?

© 2008 Prentice Hall, Inc. All rights reserved. 10–2

 The Basics Of Career Management

Career Career
Management Development

Employees’
Careers

Career
Planning

© 2008 Prentice Hall, Inc. All rights reserved. 10–3

 The Employer’s Role in
Career Development

Realistic Job
Previews

Networking and Challenging

Interactions First Jobs
Employer’s
Role
Career-Oriented
Mentoring
Appraisals

Job
Rotation

© 2008 Prentice Hall, Inc. All rights reserved. 10–4

 Managing Promotions and Transfers

Making Promotion
Decisions

Decision 1: Decision 2: Decision 3: Decision 4:

Is Seniority or How Should Is the Process Vertical,
Competence We Measure Formal or Horizontal, or
the Rule? Competence? Informal? Other?

© 2008 Prentice Hall, Inc. All rights reserved. 10–5

 Taking Steps to Enhance Diversity:
Women’s and Minorities’ Prospects

Take Their
Career Interests
Seriously

Institute Flexible Eliminate

Schedules and Institutional
Career Tracks Barriers

Improve
Eliminate the
Networking and
Glass Ceiling
Mentoring

© 2008 Prentice Hall, Inc. All rights reserved. 10–6

 Career Management and
Employee Commitment

Comparing Yesterday’s and Today’s

Employee-Employer Contract

Old Contract: New Contract:

“Do your best and be loyal to us, “Do your best for us and be loyal
and we’ll take care of your career.” 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.”

© 2008 Prentice Hall, Inc. All rights reserved. 10–7

 Career Management and
Employee Commitment (cont’d)

Commitment-
oriented career
development efforts

Career Career-
Development Oriented
Programs Appraisals

© 2008 Prentice Hall, Inc. All rights reserved. 10–8

 Career Management and
Employee Commitment (cont’d)

Commitment-
Career Oriented Career-
Development Career Oriented
Programs Development Appraisals
Efforts

© 2008 Prentice Hall, Inc. All rights reserved. 10–9

 Attracting and Retaining Older Workers

Create a Culture that

Honors Experience

HR Practices
for Older Offer Flexible Work
Workers

Offer Part-Time Work

© 2008 Prentice Hall, Inc. All rights reserved. 10–10

 KEY TERMS

career preretirement counseling

career management career cycle
career development growth stage
career planning exploration stage
career planning and development establishment stage
reality shock trial substage
job rotation stabilization substage
mentoring midcareer crisis substage
promotions maintenance stage
transfers decline stage
retirement career anchors

© 2008 Prentice Hall, Inc. All rights reserved. 10–11

 Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER

Part 3 | Training and Development

Chapter 10 Appendix

Managing Careers

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
 Identify Your Career Anchors

Technical/
Functional
Competence

Managerial
Security
Competence

Autonomy and
Creativity
Independence

© 2008 Prentice Hall, Inc. All rights reserved. 10–13