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8/7/2019 ch 10 onwards
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1Human ResourceHuman Resource
ManagementManagement
Managing CareersManaging Careers
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The Basics Of Career ManagementThe Basics Of Career Management
Career
Management
Career
Planning
Career
Development
Employees¶
Careers
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TABLE Traditional Versus Career Development Focus
HRActivity Traditional Focus Career Development Focus
Human
resource
planning
Analyzes jobs, skills, tasks²
present and future. Projects
needs. Uses statistical data.
Adds information about individual
interests, preferences, and the like to
replacement plans.
Recruiting and
placement
Matching organization¶s
needs with qualified
individuals.
Matches individual and jobs based on
variables including employees¶ career
interests and aptitudes.
Training and
development
Provides opportunities for
learning skills, information,
and attitudes related to job.
Provides career path information.
Adds individual development plans.
Performance
appraisal
Rating and/or rewards. Adds development plans and individual
goal setting.
Compensation
and benefits
Rewards for time, productivity,
talent, and so on.
Adds tuition reimbursement plans,
compensation for non-job relatedactivities such as United Way.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River,
NJ: Prentice Hall, 1992), p. 10, and www.ge.com.cn/careers/career_management.html. Accessed May 18, 2008.
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TABLE Roles in Career Development
Individual
� Accept responsibility for your own career.
� Assess your interests, skills, and values.
� Seek out career information and resources.
� Establish goals and career plans.
� Utilize development opportunities.
� Talk with your manager about your career.
� Follow through on realistic career plans.
Employer
� Communicate mission, policies, and procedures.
� Provide training and development opportunities, including workshops.
� Provide career information and career programs.
� Offer a variety of career paths.
� Provide career-oriented performance feedback.
� Provide mentoring opportunities to support growth and self-direction.
� Provide employees with individual development plans.
� Provide academic learning assistance programs.
Manager
� Provide timely and accurate performancefeedback.
� Provide developmental assignments and
support.
� Participate in career development
discussions with subordinates.
� Support employee development plans.
Source: Adapted from Fred L. Otte and Peggy G. Hutcheson, Helping Employees Manage Careers (Upper Saddle River, NJ: Prentice Hall, 1992),
p. 56; www.ge.com.cn/careers/career_management.html; and www_03.ibm.com/employment/us.cd_career_dev.shtml. Accessed May 18, 2007.
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Identify Your Career StageIdentify Your Career Stage
�� Growth StageGrowth Stage�� Exploration StageExploration Stage
�� Establishment StageEstablishment Stage
Trial substageTrial substage
Stabilization substageStabilization substage
Midcareer crisis substageMidcareer crisis substage
�� Maintenance StageMaintenance Stage
�� Decline StageDecline Stage
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The Employer¶s Role inThe Employer¶s Role in
Career DevelopmentCareer Development
Realistic Job
Previews
Challenging
First Jobs
Networking and
Interactions
Mentoring
Career-Oriented
Appraisals
Job
Rotation
Employer¶s
Role
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Managing Promotions and TransfersManaging Promotions and Transfers
Decision 1:
Is Seniority or Competence
the Rule?
Decision 4:
Vertical,Horizontal, or
Other?
Decision 2:
How ShouldWe Measure
Competence?
Decision 3:
Is the ProcessFormal or
Informal?
Making Promotion
Decisions
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Career Management andCareer Management and
Employee CommitmentEmployee Commitment
Old Contract:³Do your best and be loyal to us,
and we¶ll take care of your career.´
New Contract:³Do your best for us and be loyal
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.́
Comparing Yesterday¶s and Today¶s
Employee-Employer Contract
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Career Management andCareer Management and
Employee Commitment (cont¶d)Employee Commitment (cont¶d)
Career
DevelopmentPrograms
Career-
OrientedAppraisals
Commitment-
oriented career
development efforts
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1Human ResourceHuman Resource
ManagementManagement
Establishing Strategic Pay Plans & BenefitsEstablishing Strategic Pay Plans & Benefits
& Services& Services
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Basic Factors in DeterminingBasic Factors in Determining
Pay RatesPay Rates
Direct Financial
Payments
Indirect Financial
Payments
Employee
Compensation
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Corporate Policies, Competitive Strategy,Corporate Policies, Competitive Strategy,
and Compensationand Compensation
�� Aligned Reward StrategyAligned Reward Strategy
The employer¶s basic task:The employer¶s basic task:
To create a bundle of rewardsTo create a bundle of rewards²²a total reward packagea total reward package²²
that specifically elicits the employee behaviors that the firmthat specifically elicits the employee behaviors that the firm
needs to support and achieve its competitive strategy.needs to support and achieve its competitive strategy.
The HR or compensation manager along with topThe HR or compensation manager along with top
management creates pay policies that are consistentmanagement creates pay policies that are consistent
with the firm¶s strategic aims.with the firm¶s strategic aims.
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TABLE Developing an Aligned Reward Strategy
Questions toAsk:
1. What must our company do to be successful in fulfilling its
mission or achieving its desired competitive position?
2. What are the employee behaviors or actions necessary to
successfully implement this competitive strategy?
3. What compensation programs should we use to reinforce thosebehaviors? What should be the purpose of each program in
reinforcing each desired behavior?
4. What measurable requirements should each compensation
program meet to be deemed successful in fulfilling its purpose?
5. How well do our current compensation programs match these
requirements?
Source: Adapted from Jack Dolmat-Connell, ³Developing a Reward Strategy that Delivers Shareholder
andE
mployee Value,´ Compensation and Benefits Review , March±A
pril 1999, p. 51.
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Compensation Policy IssuesCompensation Policy Issues
��Pay for performancePay for performance
�� Pay for seniorityPay for seniority
�� The pay cycleThe pay cycle
�� Salary increases and promotionsSalary increases and promotions
�� Overtime and shift payOvertime and shift pay
�� Probationary payProbationary pay
�� Paid and unpaid leavesPaid and unpaid leaves
�� Paid holidaysPaid holidays
�� Salary compressionSalary compression
�� Geographic costs of living differencesGeographic costs of living differences
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Equity and Its Impact on Pay RatesEquity and Its Impact on Pay Rates
External
Equity
Procedural
Equity
Internal
Equity
Individual
Equity
Forms of Equity
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Addressing Equity IssuesAddressing Equity Issues
Salary Surveys
Job Analysis and
Job Evaluation
PerformanceAppraisal
and Incentive Pay
Communications, Grievance
Mechanisms, and Employees¶
Participation
Methods to
Address Equity
Issues
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Establishing Pay RatesEstablishing Pay Rates
1
2
3
4
5
Steps in Establishing Pay Rates
Determine the worth of each job in your organization
through job evaluation (to ensure internal equity).
Conduct a salary survey of what other employers are
paying for comparable jobs (to help ensure external equity).
Group similar jobs into pay grades.
Price each pay grade by using wave curves.
Fine-tune pay rates.
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Pricing Managerial and Professional JobsPricing Managerial and Professional Jobs
Base
Pay
Executive
Benefits and
Perks
Short-term
Incentives
Long-Term
Incentives
Compensating Executives
and Managers
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CompetencyCompetency--Based PayBased Pay
�� CompetenciesCompetenciesDemonstrable characteristics of a person, includingDemonstrable characteristics of a person, including
knowledge, skills, and behaviors, that enableknowledge, skills, and behaviors, that enable
performance.performance.
�� What is CompetencyWhat is Competency--Based Pay?Based Pay? Paying for the employee¶s range, depth, and types of Paying for the employee¶s range, depth, and types of
skills and knowledge, rather than for the job title heskills and knowledge, rather than for the job title he
or she holds.or she holds.
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CompetencyCompetency--Based Pay (cont¶d)Based Pay (cont¶d)
Support High-
Performance
Work Systems
Support
Performance
Management
Why Use Competency-
Based Pay?
Support
StrategicAims
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FIGURE 11±8
Broadbanded
Structure and
How It Relates
to Traditional
Pay Grades
and Ranges
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Employee Incentive PlansEmployee Incentive Plans
Individual Employee Incentive
and Recognition Programs
Sales Compensation
Programs
Organizationwide Incentive
Programs
Executive Incentive
Compensation Programs
Team/Group-based Variable
Pay ProgramsPay-for-Performance
Plans