developing and assisting members. career stages  establishment stage (ages 21-26)  advancement...

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  • Developing and Assisting Members

    Cummings & Worley, 8e (c)2005 Thomson/South-Western

  • Career StagesEstablishment Stage (ages 21-26)Advancement Stage (ages 26-40)Maintenance Stage (ages 40-60)Withdrawal Stage (age 60 and above)18-*

  • Career Stages and Planning Issues18-*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?

  • Career Planning ResourcesCommunication 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 18-*

  • Career and Human Resource Planning18-*Personal objectivesand life plansOccupational andorganizational choiceJob assignment choiceDevelopmentplanning and reviewRetirementBusiness objectives and plansWays to attract and orient new talentMethods for matching individuals and jobsWays to help people perform and developWays to prepare for satisfying retirementIndividual Career PlanningHuman Resources Planning

  • Career Development Interventions18-*Role & Structure InterventionsRealistic job previewJob rotation and challenging assignmentsConsultative rolesPhased retirementIndividual Employee DevelopmentAssessment centersMentoringDevelopmental trainingPerformance Feedback and CoachingWork Life Balance

  • 18-*A Framework for Managing DiversityExternal Pressures For & Against DiversityInternal Pressures For & Against DiversityManagementsPerspectives &PrioritiesStrategicResponsesImplementation

  • Age DiversityTrendsMedian age upDistribution of ages changingImplicationsHealth careMobilitySecurityInterventionsWellness programsJob designCareer development and planningReward systems18-*

  • Gender DiversityTrendsPercentage of women in work force increasingDual-income families increasingImplicationsChild careMaternity/paternity leavesSingle parentsInterventionsJob designFringe benefit rewards18-*

  • Disability DiversityTrendsThe number of people with disabilities entering the work force is increasingImplicationsJob skills and challenge issuesPhysical space designRespect and dignityInterventionsPerformance managementJob designCareer planning and development18-*

  • Culture and Values DiversityTrendsRising proportion of immigrant and minority-group workersShift in rewardsImplicationsFlexible organizational policiesAutonomyAffirmation and respectInterventionsCareer planning and developmentEmployee involvementReward systems18-*

  • Race/Ethnicity DiversityTrendsMinorities represent large segments of workforce and a small segment of top management/senior executivesQualifications and experience of minority employees is often overlookedImplicationsDiscriminationInterventionsEqual employment opportunitiesMentoring programsEducation and training18-*

  • Sexual Orientation DiversityTrendsNumber of single-sex households upMore liberal attitudes toward sexual orientationImplicationsDiscriminationInterventionsEqual employment opportunitiesFringe benefitsEducation and training18-*

  • 18-*Occupational Stressors

    Physical Environment

    Individual: role conflict and ambiguity, lack of control

    Group: poor peer, subordinate or boss, relationships

    Organizational: poor design, HR policies, politicsStress 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 actionIndividual DifferencesCognitive/Affective:Type A or B, hardiness, social support, negative affectivityBiologic/Demographic:Age, gender, occupation, race

    A Model of Stress and Work

  • Stress and Wellness Workplace InterventionsRole ClarificationA systematic process for determining expectations and understanding work rolesSupportive relationshipsEstablish trust and positive relationshipsStress inoculation trainingPrograms to help employees acquire skills and knowledge to cope positively with stressorsHealth facilitiesEmployee Assistance Programs18-*


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