Chapter 9: Employee Development and Career Management
Downward Move
occurs when an employee is given less responsibility and authority
Performance appraisal
the process of measuring employees' performance
NEO Personality Inventory (or the NEO-PI)
measures openness to new experiences, conscientiousness or dependability, emotional stability, assertiveness, and the ability to get along with other people.
The DiSC
measures personality and behavioral style, including dominance (direct, strong-willed, forceful), influence (sociable, talkative), steadiness (gentle, accommodating) and conscientiousness (private, analytical)
Promotions
advancements into positions with greater challenges, more responsibility, and more authority than in the previous job.
Transfer
an employee is assigned a job in a different area of the company
Protean Career
based on self-direction, with the goal of psychological success in one's work
"Boundaryless"
careers may involve identifying more with a job or profession than with the present employer
Moving laterally helps ..
companies retain talented employees who want new job experiences and opportunities
360-Degree Feedback Systems
employees' behaviors or skills are evaluated not only by subordinates but by peers, customers, their bosses, and themselves. The raters complete a questionnaire asking them to rate the person on a number of different dimensions
Mentor
experienced, productive senior employee who helps develop a less experienced employee (the protégé)
Job rotation and lateral moves
give employees a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or department
Figure 9.1
https://jigsaw.vaultebooks.com/books/9780077774547/epub/OEBPS/image/FIG_9-1.jpg
Formal Education Programs
include off-site and on-site programs designed specifically for the company's employees, short courses offered by consultants or universities
Assessment
involves collecting information and providing feedback to employees about their behavior, communication style, or skills
Job enlargement
refers to adding challenges or new responsibilities to employees' current jobs.
Assessments are used for several reasons ..
• Most frequently used to identify employees with managerial potential and to measure current managers' strengths and weaknesses. • Used to identify managers with the potential to move into higher-level executive positions, and it can be used with work teams to identify the strengths and weaknesses of individual team members and the decision processes or communication styles that inhibit the team's productivity. • Can help employees understand their tendencies, needs, the type of work environment they prefer, and the type of work they might prefer to do.
Characteristics of Effective Job Rotation Systems
• Used to develop skills, as well as give employees experience they will need for managerial positions • Employees understand specific skills that will be developed by rotation • Used for all levels and types of employees • linked with the career management process so that employees know the development needs addressed by each job assignment • Benefits of rotation are maximized and costs are minimized through timing the rotations to reduce work load costs and help employees understand the job rotation's role in their development plans • All employees have equal opportunities for job rotation assignments, regardless of their demographic group
Job rotation helps ..
• employees gain an overall appreciation of the company's goals • increases their understanding of different company functions • develops a network of contacts
Development
• formal education, job experiences, relationships, and assessment of personality and skills that help employees prepare for the future. • involves learning that is not necessarily related to the employee's current job • v.s training which focuses on helping employees' performance on their current job
Careers
• have been described as a sequence of positions held within an occupation • has also been described in the context of mobility within an organization • has been described as a characteristic of the employee.
Employee Development is a contributor in a company's competitive advantage by ...
• helping employees understand their strengths, weakness and interests • expand job responsibilities that are available to them to meet their personal growth needs • help retain valuable managers • ensure that employees have the competencies necessary to serve customers and create new products and customer solutions • employee engagement
Executive Education
• includes executive MBA programs, as well as specialized curriculum on topics such as leadership, entrepreneurship, change, innovation, and global business • typically involve a blended learning approach
The types of exercises used in assessment centers ..
• leaderless group discussions • interviews • in-baskets • role-plays
Assessment Center
• multiple raters or evaluators (assessors) evaluate employees' performance on a number of exercises • primarily used to identify if employees have the personality characteristics, administrative skills, and interpersonal skills needed for managerial jobs • increasingly being used to determine if employees have the necessary skills to work in teams
Myers-Briggs Type Inventory (MBTI)
• refers to an assessment that is based on Carl Jung's personality type theory • The assessment determines which one of sixteen personality types fits best. The sixteen unique personality types are based on preferences for introversion (I) or extraversion (E), sensing (S) or intuition (N), thinking (T) or feeling (F), and judging (J) or perceiving (P).
Potential limitations of 360-degree feedback ..
• the time demands placed on the raters to complete the evaluations • managers seeking to identify and punish raters who provided negative information • the need to have a facilitator help interpret results • companies' failure to provide ways that managers can act on the feedback they receive (development planning, meeting with raters, taking courses, etc.)