Chapter 9 Developing Employees

Question 1

employee development

Answer 1

combination of formal education, job experiences, relationships, personality and ability assessments, that help prepare employees to help meet org. goals

Question 2

development

Answer 2

future orientated and prepares employees for other jobs and increases their ability to move into jobs that do not yet exist

Question 3

training

Answer 3

helping employees improve current performance

Question 4

protean career

Answer 4

frequently changing career based on interests, abilities, and values in the work environment

Question 5

traditional career

Answer 5

a sequence of positions within an occupation or organization

Question 6

approaches to employee development

Formal education

Answer 6

workshops
short courses
university programs
executive MBA

Question 7

approaches to employee development

assessment

Answer 7

collecting information and providing feedback to employees about behavior, communication, style, or skills

Question 8

frequent uses of assessment

Answer 8

identify employees with managerial potential to current managers’ strengths and weaknesses

Question 9

Myers-Briggs type indicator

Answer 9

identifies individuals’ preferences for source of energy, means of information gathering, decision making, and lifestyle

Question 10

Myers-Briggs four areas of preference

Answer 10

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)

Question 11

assessment centers

Answer 11

process where multiple raters evaluate employee performance on a number of exercises as they work in a group at an off-site location

Question 12

leaderless group discussion

Answer 12

a team of five-7 employees assigned a problem and must work together to solve it within a certain time period

Question 13

benchmarks

Answer 13

measurement tool that gathers ratings of a manager’s use of skills associated with success in managing

Question 14

performance appraisal

Answer 14

measuring employees’ performance

Question 15

360 feedback

Answer 15

performance measurement by employees supervisor, employees, peers, and customers

Question 16

approaches to employee development

job experiences

Answer 16

combination of relationships, problems, demands, tasks, and other features of an employee’s job

Question 17

+/- of job experiences

Answer 17

+: can be seen as a positive stressor and stimulate learning

-: negative stressors can cause employees to suffer from harmful negative stress which impacts productivity

Question 18

job enlargement

Answer 18

adding challenges or new responsibilities to current jobs

Question 19

job rotation

Answer 19

moving employees through a series of job assignments in one or more functional areas

Question 20

job rotation more likely to succeed when

Answer 20

• 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

Question 21

transfer

Answer 21

assignment of an employee to a position in a different area of the company (usually a lateral move)

Question 22

downward move

Answer 22

assignment of an employee to a position of less responsibility or authority

Question 23

promotion

Answer 23

moving an employee into a position with greater challenges and more responsibility

Question 24

externship

Answer 24

Full-time temporary position at another organization

Question 25

sabbatical

Answer 25

a leave of absence from an organization to renew or develop skills

Question 26

mentors

Answer 26

experienced, productive senior employees who help develop less experienced employees

Question 27

mentors +/-

Answer 27

+: 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

Question 28

group mentoring

Answer 28

assigning multiple proteges to one mentor so they can learn from each other and the mentor

Question 29

coach

Answer 29

a peer or manager who works with an employee to motivate the employee, help develop their skills, and provide reinforcement or feedback

Question 30

3 roles of coaching

Answer 30

> work one-on-one with an employee
helping employees learn for themselves
providing resources (ex. mentors, courses, or experiences)

Question 31

Career Management Process

Answer 31

1. Data gathering
2. Feedback
3. Goal Setting
4. Action planning

Question 32

self assessment

Answer 32

part of data gathering

use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies.

Question 33

feedback

Answer 33

information about skills and knowledge and where these assets fit into the organization’s plans

Question 34

goal setting

Answer 34

based on info from the self-assessment and reality check the employee sets short-term and long-term goals

Question 35

goal characteristics

Answer 35

> should be specific
have a due date
have a method determining progress towards the goal

Question 36

action planning

Answer 36

employees prepare an action plan for achieving their short and long-term goals.

identify timetables, resources, and steps needed

Question 37

glass ceiling

Answer 37

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

Question 38

succession planning

Answer 38

identifying and tracking high-potential employees who will be able to fill top management positions when they become available

Question 39

employee developmental program stages

Answer 39

1. selection of high-potential employees
2. developmental experiences
3. active involvement with CEO

slow process: takes 15-20 years

Question 40

dysfunctional managers

Answer 40

managers who are otherwise competent that engages in ineffective or toxic behaviors