1. Organization Development and Change Thomas G. Cummings Christopher G. Worley Chapter Eighteen: Developing and Assisting Members

2. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-2 Learning Objectives for Chapter Eighteen To examine three human resource management interventions: career planning and development, workforce diversity, and employee wellness To understand how OD efforts enhance human resource approaches to these issues

3. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-3 Career Stages Establishment Stage (ages 21-26) Advancement Stage (ages 26-40) Maintenance Stage (ages 40-60) Withdrawal Stage (age 60 and above)

4. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-4 Career Stages and Planning Issues Establishment What are alternative occupations, firms, and jobs? What are my interests and capabilities? How do I get the work accomplished? Am I performing as expected? Advancement Am I advancing as expected? What long-term options are available? How do I become more effective and efficient? Maintenance How do I help others? Should I reassess and redirect my career? Withdrawal What are my interests outside of work? Will I be financially secure? What retirement options are available to me?

5. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-5 Career Planning Resources  Communication regarding career opportunities and resources within the organization  Workshops to assess member interests, abilities, and job situations and to formulate career plans  Career counseling by managers or human resource department personnel  Self-development materials directed toward identifying life and career issues  Assessment programs that test vocational interests, aptitudes, and abilities relevant to career goals

6. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-6 Career and Human Resource Planning Personal objectives and life plans Occupational and organizational choice Job assignment choice Development planning and review Retirement Business objectives and plans Ways to attract and orient new talent Methods for matching individuals and jobs Ways to help people perform and develop Ways to prepare for satisfying retirement Individual Career PlanningHuman Resources Planning

7. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-7 Career Development Interventions Role & Structure Interventions –Realistic job preview –Job rotation and challenging assignments –Consultative roles –Phased retirement Individual Employee Development –Assessment centers –Mentoring –Developmental training Performance Feedback and Coaching Work Life Balance

8. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-8 A Framework for Managing Diversity External Pressures For & Against Diversity Internal Pressures For & Against Diversity Management’s Perspectives & Priorities Strategic Responses Implementation

9. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-9 Age Diversity Trends –Median age up –Distribution of ages changing Implications –Health care –Mobility –Security Interventions –Wellness programs –Job design –Career development and planning –Reward systems

10. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-10 Gender Diversity Trends –Percentage of women in work force increasing –Dual-income families increasing Implications –Child care –Maternity/paternity leaves –Single parents Interventions –Job design –Fringe benefit rewards

11. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-11 Disability Diversity Trends –The number of people with disabilities entering the work force is increasing Implications –Job skills and challenge issues –Physical space design –Respect and dignity Interventions –Performance management –Job design –Career planning and development

12. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-12 Culture and Values Diversity Trends –Rising proportion of immigrant and minority- group workers –Shift in rewards Implications –Flexible organizational policies –Autonomy –Affirmation and respect Interventions –Career planning and development –Employee involvement –Reward systems

13. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-13 Race/Ethnicity Diversity Trends –Minorities represent large segments of workforce and a small segment of top management/senior executives –Qualifications and experience of minority employees is often overlooked Implications –Discrimination Interventions –Equal employment opportunities –Mentoring programs –Education and training

14. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-14 Sexual Orientation Diversity Trends –Number of single-sex households up –More liberal attitudes toward sexual orientation Implications –Discrimination Interventions –Equal employment opportunities –Fringe benefits –Education and training

15. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-15 Occupational Stressors Physical Environment Individual: role conflict and ambiguity, lack of control Group: poor peer, subordinate or boss, relationships Organizational: poor design, HR policies, politics Stress How the individual perceives the occupational stressors Consequences Subjective: anxiety, apathy Behavioral: drug and alcohol abuse Cognitive: poor focus, burnout Physiological: high blood pressure and pulse Organizational: low productivity, absenteeism, legal action Individual Differences Cognitive/Affective: Type A or B, hardiness, social support, negative affectivity Biologic/Demographic: Age, gender, occupation, race A Model of Stress and Work

16. Cummings & Worley, 8e (c)2005 Thomson/South-Western 18-16 Stress and Wellness Workplace Interventions Role Clarification –A systematic process for determining expectations and understanding work roles Supportive relationships –Establish trust and positive relationships Stress inoculation training –Programs to help employees acquire skills and knowledge to cope positively with stressors Health facilities Employee Assistance Programs