personal development & retirement

8/7/2019 Personal Development & Retirement

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CONTENT

PU BOOK - HRM

UNIT - 3

QUESTION NO. 6, 7, 8 AND 9

PAGE NO. 217


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QUESTION:

EXPLAIN THE CONCEPTS

USED TO UNDERSTAND

CAREER DEVELOPMENT.


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Career development

The lifelong series of activities that contribute to

persons career exploration, establishment, succe

& fulfillment.

Vertical movement

Horizontal movement

Radical movement


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Career development concepts

Career development initiatives

Career planning

Career strategies

Career anchors

Career stages

Mid-career crisis & career plateau


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Career development initiatives

T & D inputs would precede every stage of

career progression

Orient employees on thenumerous career opportunities,choices & paths available

orientation

Assessment of individuals fitnessfor different career options

Career mapping consideredassessment

Career guidance, careerworkshop, challenging tasks,roles & responsibility based oninterest & capability

counseling


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Career planning

Ongoing process through which an individual sets

career goals & identifies the means to achievethem

Prepare personalprofile

Developprofessional goals

Analyze theenvironment

Develop strategiccareer alternative

Evaluate & select

Prepareguidelines &

milestone ;setinto action


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Career strategies

EARLY STAGE

Selecting rightcompany

Identifyingdependableadvise

Constantlylearning fromothers

Copingchallenges

MIDDLE STAGE

Negotiatingintelligently

Buildingvisibility &forgingalliances

Creatingfavorableimpression

FINAL STAGE

Independentin-charge

Picking awinning team

Managingstress

Striving to

stay on top


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Career anchors

Distinct pattern of self-perceived talents,

attitudes, motives & values that guide &stabilize a persons career after the initial

years of earning real-world work experience

& feedback

typical career anchors:

Technical competenceManagerial competence

Security

Autonomy


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Career stages

EXPLORATION

Searches foridentity

Undergoesexamination

Role tryouts

ESTABLISHMENT

Growingproductive

period

Settlement

Need forintimacy

MAINTENANCE

Highlyproductive

Little growth

Mentor role

DECLINE

Passiveparticipationin official life


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Mid-career crisis & career plateau

MID-CAREER CRISIS:

Mid-30s to mid 40s reassessment ofprogress in relation to original career

goals

Option to move out organization is less ;fewer no. of positions above them to

aspire for

CAREER PLATEAU:

Condition of stagnation in ones currentjob without any noticeable variation for

a long period of time


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QUESTION:

WHAT IS EMPOWERMENT?

HOW DOES IT BECOME

CRUCIAL IN

PERSONNEL DEVELOPMENT?


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Empowerment

Power:

Individuals capacity to influence thebehavior and attitudes of others

Empowerment:

Giving or restoring a person or

group more power.

Providing employees with the skillsand authority to made decisions thatwould be taken by higher-level

functionaries in order to equip them to

perform well and attain greater dignity.


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Personnel Empowerment

Personnel Empowerment:

trust-based relationship

Way of working that is

fundamentally different from the

traditional notion of top-bottom

command and external control

condition that entails vesting greater

degrees of self-determination, responsibility

and trust


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Conditions for Empowerment

oActive participation by lower levelemployees

oEncouragement to innovate

oTransparent information sharing

oLess formalization of workoInstallation of upward performance

appraisal

oSelfmanagement of individual

oSelf- managing teamsoUniform standards ofaccountability


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Stages of empowerment

Di sis

I tr duce

Rem ve & pr vide

Ge er te

Derive


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Your Topic Goes Here

diagnosis

Identify existing conditions inorganization that lead to feeling ofpowerlessness among employees.

Eg. Centralized resources,

authoritarian styles of leadership,rewards with low incentive value andpoor communication

Stages of empowerment

introduce

Introduce empowering strategies

Eg. Participative management, merit-pay

systems, job enrichment

Remove & provide

Remove conditions of powerlessness

Provide self-efficacy information to

make the employees feel confident, self-assured and hopeful of success

Generate

Now, the feeling of empowerment isgenerated

Derive

Deriving performance as a beneficialoutcome


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QUESTION:

LIST OUT AND EXPLAIN THE

ISSUES INVOLVED IN

PROMOTION & TRANSFER.


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Promotion

Advancement to positions of increased responsibility

Issue: Making Promotion DecisionDecision 1: Is Seniority OrCompetence Rule?

Decision 2: How ShouldWe Measure

Competence?Decision 3: Is The Process Formal OrInformal ?

Decision 4: Vertical or Horizontal?


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Making promotion decision

Is Seniority Or Competence Rule?

Todays focus on competitivenessfavors competence; superior motivator

PSUs focus on seniority

Combination of both: in the

advancement of employees, employees

with the highest seniority will be given

preference, where skills & performance

are equally important


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How ShouldWe Measure Competence?

Defining and measuring pastperformance straightforward method

Evaluate promotable employees and to

identify those with executive potential


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Is The Process Formal Or Informal ?

INFORMAL:

no position post openlyUse unpublished criteria to makedecision

who you know-an important factor

than performance

FORMAL:

Formal promotion policy- describingthe criteria to award promotionJob-posting policy post open positions& requirements


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Vertical or Horizontal ?

VerticalTo move up in the hierarchy

HorizontalMove a production to HR to develop

skills


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QUESTION:

DEFINE DELEGATION.WHAT ARE THE NECESSARY

CONDITION FOR THE

DELEGATION TO BE

SUCCESSFUL?


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Delegation

Delegation is a process which enables a person to assign

a work to others and delegate them with adequateauthority to do it.

Importance ofDelegation

It is the most important methods oftraining subordinates and building

morals. This helps to concentrate on

planning, organizing and controlling.


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Condition for the delegation Superior must understand the authority

and responsibility of their own. Superior must decide the portion of his

authority that is to be delegated.

Superior should have knowledge ofabilities and inabilities of subordinates

He must ensure the subordinates haveunderstood the delegated work.

He should delegate only the routinefunctions to subordinate


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Condition for the delegation He should delegate the work which can

be performed independently He must dissuade the subordinate from

taking decision by themselves

He must release the decision makingpowers to his subordinate

Adequate communication network

Delegation must be done in accordancewith overall plan.


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