Date post: | 18-Jan-2016 |
Category: |
Documents |
Upload: | joseph-carter |
View: | 219 times |
Download: | 0 times |
MAN 404Human Resource Management
Tuğberk Kaya
Near East University
Managing Careers & Managing Global HR Week 11
The Basics of Career ManagementCareer
The occupational positions a person has had over many years.
Career managementThe process for enabling employees to better
understand and develop their career skills and interests, and to use these skills and interests more effectively.
Career developmentThe lifelong series of activities that contribute to a
person’s career exploration, establishment, success, and fulfillment.
The Basics of Career ManagementCareer planning
The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals.
Careers todayCareers are no simple progressions of employment
in one or two firms with a single profession. Employees now want to exchange performance for
training, learning, and development that keep them marketable.
Roles in Career DevelopmentThe Individual
Accept responsibility for your own career.
Assess your interests, skills, and values.
eek 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.
Roles in Career DevelopmentThe Manager
• Provide timely performance feedback.
• Provide developmental assignments and support.
• Participate in career development discussions.
• Support employee development plans.
Roles in Career DevelopmentThe Organization
• Communicate mission, policies, and procedures.
• Provide training and development opportunities.
• Provide career information and career programs.
• Offer a variety of career options.
The Employer’s Role in Career DevelopmentRealistic job previews
Challenging first jobs
Career-oriented appraisals
Job rotation
Mentoring
Networking and interactions
Career Management and Employee CommitmentThe “New Psychological Contract”
Old contract: “Do your best and be loyal to us, and we’ll take care of your career.”
New contract: “Do 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.”
Managing TransfersEmployees’ reasons for desiring transfers
Personal enrichment and growthMore interesting jobsGreater convenience (better hours, location)Greater advancement possibilities
Employers’ reasons for transferring employeesTo vacate a position where an employee is no
longer needed.To fill a position where an employee is needed.To find a better fit for an employee within the firm.To boost productivity by consolidating positions.
Enhancing Women’s and Minorities’Prospects
Eliminate institutional barriers
Improve networking and mentoring
Eliminate the glass ceiling
Institute flexible schedules and career tracks
RetirementRetirement
The point at which one gives up one’s work, usually between the ages of 60 and 65.
Preretirement practicesExplanation of Social Security benefits Leisure time counselingFinancial and investment counselingHealth counselingPsychological counselingCounseling for second careersCounseling for second careers inside the company
Managing Global HRThe Management Challenges
of International Business
Coordinating market, product, and production plans on a worldwide basis
Creating organization structures capable of balancing centralized home-office control with adequate local autonomy.
Extending its HR policies and systems to service its staffing needs abroad:
The Global HR ChallengesDeployment
Easily getting the right skills to where we need them, regardless of geographic location.
Knowledge and innovation disseminationSpreading state-of-the-art knowledge and practices
throughout the organization regardless of where they originate.
Identifying and developing talent on a global basis Identifying can function effectively in a global
organization and developing his or her abilities.
Global Staffing IssuesSelecting candidates for overseas assignmentAssignment terms and documentationRelocation processImmigration processingCultural and language orientation and trainingCompensation administration and payroll
processingTax administrationCareer planning and developmentHandling of spouse and dependent matters
Intercountry Differences Affecting HRMCultural Factors
Economic Systems
Legal and Industrial Relations Factors
The European Union
Global Differences and Similaritiesin HR PracticesPersonnel Selection Procedure
The Purpose of the Performance Appraisal
Training and Development Practices
The Use of Pay Incentives
A Global HR SystemMaking the global HR system more
acceptableRemember that global systems are more
accepted in truly global organizations.Investigate pressures to differentiate and
determine their legitimacy.Try to work within the context of a strong
corporate culture.
A Global HR SystemDeveloping a more effective global HR
systemForm global HR networks.Remember that it’s more important to
standardize ends and competencies than specific methods.
Implementing the global HR systemRemember, “You can’t communicate enough.”Dedicate adequate resources for the global HR
effort.
Values and International Staffing PolicyEthnocentric
The notion that home-country attitudes, management style, knowledge, evaluation criteria, and managers are superior to anything the host country has to offer.
PolycentricA conscious belief that only the host-country managers can
ever really understand the culture and behavior of the host-country market.
GeocentricThe belief that the firm’s whole management staff must be
scoured on a global basis, on the assumption that the best manager of a specific position anywhere may be in any of the countries in which the firm operates.
Why Expatriate Assignments FailPersonalityPersonal intentionsFamily pressures Inability of the spouse to adjustInability to cope with larger overseas
responsibility.Lack of cultural skills
Helping Expatriate Assignment Succeed Providing realistic previews of what to expectCareful screeningImproved orientationCultural and language trainingImproved benefits packages
Selecting Expatriate ManagersAdaptability screening
Assessing the assignee’s (and spouse’s) probable success in handling the foreign transfer.
Overseas Assignment Inventory A test that identifies the characteristics and
attitudes international assignment candidates should have.
Realistic previews The problems to expect in the new job as well
as about the cultural benefits, problems, and idiosyncrasies of the country.
References Dessler, G. (2008) Human Resource Management. 11th edn. Harlow: Pearson Education Ltd
Mondy, R. (2005) Human Resource Management. Harlow: Pearson Education Ltd
Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2003) Understanding the People and
Performance Link: Unlocking the Black Box. London: CIPD