2. © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 10
Managing Careers
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

3. Questions This Chapter Will Help Managers Answer
What strategies might be used to help employees “self-manage” their careers?
What can supervisors do to improve their management of dual-career couples?
Why are the characteristics and environment of an employee’s first job so important?
What strategies are available for dealing with “plateaued” workers?
What steps can managers take to do a better job of responding to the special needs of workers in their early, middle, and late career stages?

4. Career
The objective career
A career is a sequence of positions occupied by a person during the course of a lifetime

5. Career (contd.)
The subjective career
A career consists of a sense of where one is going in one’s work life

6. Reasons Why Companies Should Not Ignore Career Issues
Rising concerns for quality of work life and for personal life planning
Pressures to expand workforce diversity throughout all levels of an organization
Rising educational levels and occupational aspirations, coupled with
Slow economic growth and reduced opportunities for advancement

7. Characteristics of Boundaryless Careers
Portable knowledge, skills, and abilities across multiple firms
Personal identification with meaningful work
On-the-job action learning
Development of multiple networks of associates and peer-learning relationships, and
Responsibility for managing one’s own career

8. Psychological Success
… the feeling of pride and personal accomplishment that comes from achieving one’s most important goals in life, be they achievement, family happiness, inner peace, or something else.

9. Career Management Guidelines
Selecting a field of employment and an employer
Knowing where you are
Planning your exit

10. Successful Management of Dual-Career Couples
Flexible work schedules
Company-supported child care
Customized career paths

11. Reasons Why Employer-Supported Child Care Will Continue to Grow
Dual-career couples now comprise a preponderance of the workforce
There has been a significant rise in the number of single parents, over half of whom use child-care facilities
More and more, career-oriented women are arranging their lives to include motherhood and professional goals

12. Organizational Entry Socialization
…refers to the mutual adaptation of the new employee and the new employer to one another

13. Organizational Entry Mentoring
A mentor is a teacher, an advisor, a sponsor, and a confidant

14. Issues For Men and Women 35-55 Years of Age
An awareness of advancing age and an awareness of death
An awareness of bodily changes related to aging
Knowing how many career goals have been or will be attained
A search for new life goals
A marked change in family relationships

15. Issues (contd.) A change in work relationship (“coach” vs. “rookie”)
A growing sense of obsolescence at work
A feeling of decreased mobility and increased concern for job security

16. Career Paths
Represent logical and possible sequences of positions that could be held, based on an analysis of what people actually do in an organization

17. Figure 10-2 Development of a Career System Composed of Individual Career Paths
Analyze jobs to determine similarities and differences among them
Step 1
Group jobs with similar behavioral requirements into job families
Step 2
Identify career paths within and among job families
Step 3
Integrate the overall network of career paths into a single career system
Step 4

18. Figure 10-3 Internal Moves in Organizations
Promotions
Layoffs,
Retirements,
Resignations
Transfers,
Relocations
Demotions

19. Demotions
… usually involve a cut in pay, status, privilege, or opportunity

20. Layoff Costs Direct Costs Indirect Costs
Severance pay, pay in lieu of notice
Accrued vacation and sick pay
Supplemental employment benefits
Outplacement
Pension and benefit payoffs
Administrative processing costs
Indirect Costs
Recruiting and employment cost of new hires
Training and retraining
Increase in unemployment tax rate
Potential charges of unfair discrimination
Low morale among remaining employees
Heightened insecurity and reduced productivity

21. Benefits of Job Sharing
Retention of experienced workers who would otherwise leave their jobs
Benefits continue
Overtime is reduced
Workers retain a career orientation and potential for upward mobility
It eliminates the need for training a temporary employee

22. Drawbacks of Job Sharing
There is a lack of job continuity
Supervision is inconsistent
Accountability is not centered in one person
Non-salary expenses do not decrease, because many benefits are a function of the employee, not the amount of pay
When workers are represented by a union, seniority is bypassed, and senior workers may resist sharing jobs

23. Resignations
Impulsive quitters resign “on the spot” (as a result of sharp negative emotions) without any advance planning.
Comparison quitters rationally evaluate alternative jobs and are relatively free of strong negative emotions toward their former employers.
Preplanned quitters plan in advance to quit at a specific time in the future (e.g., upon reaching age 60).
Conditional quitters hold the view: “I will quit as soon as I get another job offer that meets certain conditions.”

24. Key Terms Discussed in the Chapter
Career
Career success
Career self-management
Career planning
Organizational entry
Socialization
Mentor
Reverse mentoring
Plateaued worker
Career paths
Promotions
Demotions
Blended life course
Self-assessment
Impulsive quitter
Comparison quitter
Preplanned quitter
Conditional quitter