Lecture #7

  1. Special Challenges for Careers
    • Dealing w/ older workers
    • Coping w/ job loss
    • Balancing work & life
    • Work & non-work policies
    • Socialization & orientation
    • Career Mgmt
    • Plateauing
    • Skills Obsolescence
  2. Purpose of orientation training
    • Prepare employees for effective job performance
    • Teach newcomers about org
    • Establish initial work relationships (psychological contract)
  3. Phases of socialization
    • Anticipatory socialization
    • Encounter
    • Settling in

    Expectations are developed in first two stages
  4. What should employees learn on the company level
    Company overview; Policies & procedures; Compensation & Benefits; Safety & accident protection; Employee & union relations; Physical facilities; Economic factors; Customer relations
  5. What should employees learn on the department level
    Department functions; Job duties & responsibilities; Tour of department; Introduction to co-workers
  6. Well-designed socialization programs have been linked to
    • Increased Org. Commitment
    • Increased Job Involvement
    • Increased Role Clarity
    • Longer Lengths of Tenure
    • Reduced Turnover
    • Greater Understanding of Org Goals, Culture, & History
  7. Why should I care about work/life balance
    • Companies supportive of a balance can lead:
    • Higher job & life satisfaction
    • Better employee health & well-being
    • Lower turnover intentions & less absenteeisam
    • Less stress & work-family conflict
    • Higher organizational commitment
    • Gives a competitive advantage
  8. Types of work life imbalances
    • time-based-too much time spent at work, too much over time, irregular or inflexible schedule
    • strain-based-role ambiguity, role overload, lack of social support
  9. Process which employees gain career development
    • Self-awareness
    • Acquire info
    • Goal setting
    • Establish action plans
  10. Protean vs. Traditional Career Mgmt
    Protean is all about the individual developing himselfwhile traditional relies on the organization to develop the employee.
  11. Behavior based sourced of work/life imbalance
    • Work has the characteristics of
    • Significant Interdependence – depending on someone else to get you job done
    • Significant Responsibility for Others
    • Interpersonal Conflict
  12. How is career mgmt conducted?
    • Career planning & exploration
    • Future strategic planning
    • Internal Labor Market info
    • Formal external training
    • Formal internal training
  13. Why is career mgmt important?
    • From the companies' perspective, the failure to motivate employees can
    • -Lead to a shortage to fill open positions
    • -lower employee committment

    • From the employees' perspective
    • -they can feel frustrated and not valued
    • -are less employable
  14. Career motivation is...
    • the energy employees invest in their careers
    • their awareness of the direction they want their careers to take
    • the capability to maintain that motivation despite barriers encountered
  15. Components of career motivation
    • Career identity-how much you derive your personal values from work
    • Career maturity (insight)-how much you know about your career in terms of what's required and your strengths & weaknesses
    • Career resilence-overcoming obstacles
  16. Responsibility of employee in career development
    • Initiator
    • Investigator
    • Investor
    • Impresser – prove yourself
  17. Responsibility of manager in career development
    • Coach
    • Appraiser
    • Advisor
    • Referral agent
  18. Responsibility of HR in career development
    Provider (career info)

    Helper (job searches, career counseling)
  19. Responsibility of company in career development
    • Supplier
    • (Career workshops
    • Career opportunities
    • Planning workbooks
    • Career counseling
    • Career paths)
  20. Progression of a career
    Exploration - Establishment - Maintenance -Disengagement
  21. From job serutiy to "employability"
    • Personal Adaptability
    • Career Maturity
    • Social Capital (the inherent good in your social network) & Human Capital
  22. Four characteristics of informal learning
    • Predominantly learner directed and self-guided
    • Reflects at least some intent for development, growth, learning or improvement
    • Involves action and doing
    • Does not occur in a formal setting
  23. Dynamic model for informal learning
    • Intent to learn
    • Experience and action
    • Feedback
    • Reflection
  24. Signals to promote Informal Learning
    • Availability of training, recognition, rewards for those who engage
    • Discussion of traning over career conversations
    • Reminders of the importance of training
    • Posttraining conversations about training with trainees.
  25. Tools or processes that can help to promote/enable informal learning
    • learning contracts
    • errors
    • learning tipsheets
    • scorecards
    • diaries
Card Set
Lecture #7