Chapter 9 Developing Employees Flashcards
employee development
combination of formal education, job experiences, relationships, personality and ability assessments, that help prepare employees to help meet org. goals
development
future orientated and prepares employees for other jobs and increases their ability to move into jobs that do not yet exist
training
helping employees improve current performance
protean career
frequently changing career based on interests, abilities, and values in the work environment
traditional career
a sequence of positions within an occupation or organization
approaches to employee development
Formal education
workshops
short courses
university programs
executive MBA
approaches to employee development
assessment
collecting information and providing feedback to employees about behavior, communication, style, or skills
frequent uses of assessment
identify employees with managerial potential to current managers’ strengths and weaknesses
Myers-Briggs type indicator
identifies individuals’ preferences for source of energy, means of information gathering, decision making, and lifestyle
Myers-Briggs four areas of preference
energy: extrovert or introvert
information gathering: sensing (gather facts and details for decision) or intuitive (go more with possibilities and relationships)
decision making: thinking (objective) or feeling (impact on others)
lifestyle: judging (goals, deadlines, conclusive or perceiving (surprises, changing a decision, dislike deadlines)
assessment centers
process where multiple raters evaluate employee performance on a number of exercises as they work in a group at an off-site location
leaderless group discussion
a team of five-7 employees assigned a problem and must work together to solve it within a certain time period
benchmarks
measurement tool that gathers ratings of a manager’s use of skills associated with success in managing
performance appraisal
measuring employees’ performance
360 feedback
performance measurement by employees supervisor, employees, peers, and customers
approaches to employee development
job experiences
combination of relationships, problems, demands, tasks, and other features of an employee’s job
+/- of job experiences
+: can be seen as a positive stressor and stimulate learning
-: negative stressors can cause employees to suffer from harmful negative stress which impacts productivity
job enlargement
adding challenges or new responsibilities to current jobs
job rotation
moving employees through a series of job assignments in one or more functional areas
job rotation more likely to succeed when
- org establishes and communicates clear policies
- employees and managers understand and agree on expectations
- goals for the program support business goals
- the rotation schedule is realistic
- top management is committed
- someone is responsible for making sure the program is meeting goals
transfer
assignment of an employee to a position in a different area of the company (usually a lateral move)
downward move
assignment of an employee to a position of less responsibility or authority
promotion
moving an employee into a position with greater challenges and more responsibility
externship
Full-time temporary position at another organization
sabbatical
a leave of absence from an organization to renew or develop skills
mentors
experienced, productive senior employees who help develop less experienced employees
mentors +/-
+: ensure access to mentors for all employees regardless of gender or race
+: ensure high-potential employees matched with experienced mentors in key areas
-: artificially created relationships may inhibit mentors for counseling and coaching
group mentoring
assigning multiple proteges to one mentor so they can learn from each other and the mentor
coach
a peer or manager who works with an employee to motivate the employee, help develop their skills, and provide reinforcement or feedback
3 roles of coaching
> work one-on-one with an employee
helping employees learn for themselves
providing resources (ex. mentors, courses, or experiences)
Career Management Process
- Data gathering
- Feedback
- Goal Setting
- Action planning
self assessment
part of data gathering
use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies.
feedback
information about skills and knowledge and where these assets fit into the organization’s plans
goal setting
based on info from the self-assessment and reality check the employee sets short-term and long-term goals
goal characteristics
> should be specific
have a due date
have a method determining progress towards the goal
action planning
employees prepare an action plan for achieving their short and long-term goals.
identify timetables, resources, and steps needed
glass ceiling
circumstances that keep most women and minorities from attaining the top jobs in an organization
due to a lack of access to training, mentoring, and job experiences
succession planning
identifying and tracking high-potential employees who will be able to fill top management positions when they become available
employee developmental program stages
- selection of high-potential employees
- developmental experiences
- active involvement with CEO
slow process: takes 15-20 years
dysfunctional managers
managers who are otherwise competent that engages in ineffective or toxic behaviors
