Managing Human Resources 8th Edition Gomez-Mejia Solutions Manual

Managing Human Resources 8th Edition

Gomez-Mejia Solutions Manual

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 Chapter 9
Developing Careers

CHAPTER OVERVIEW

This chapter focuses on the career development process. First, career development is
defined. Second, the major managerial challenges related to career development are
explored. Approaches to assist managers in avoiding career development problems are
presented as well. Then, the chapter ends by addressing three special issues in career
development: managerial development, development through the life cycle, and self-
development.

CHALLENGES

After reading this chapter, students should be able to deal more effectively with the
following challenges:
1. Know what is career development.
2. Have familiarity with challenges in career development.
3. Learn practices for meeting the challenges of effective development.
4. Gain competencies in self-development.

ANNOTATED OUTLINE

CHALLENGE 1
Know what is career development.

I. What Is Career Development?

Career development is an ongoing organized and formalized effort that recognizes

people as a vital organizational resource. It differs from training in that it has a
wider focus, longer time frame, and broader scope. The goal of training is
improvement in performance; the goal of development is enrichment and more
capable workers.

Recently, career development has come to be seen as a means for meeting both
organizational and employee needs, as opposed to solely meeting the needs of the
organization as it had done in the past. Now, organizations see career development
as a way of preventing job burnout, providing career information to employees,
improving the quality of work lives, and meeting affirmative action goals. That is,
career development must be seen as a key business strategy if an organization wants
to survive in an increasingly competitive and global business environment.

CHALLENGE 2
Have familiarity with challenges in career development.

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II. Challenges in Career Development

Although most businesspeople today agree that their organizations should invest in
career development, it is not always clear exactly what form this investment should
take. Before putting a career development program in place, management needs to
consider three major challenges.

A. Who Will Be Responsible?

Many modern organizations have concluded that employees must take an

active role in planning and implementing their own personal development
plans. Situations have led companies to encourage their employees to take
responsibility for their own development; these may include mergers,
acquisitions, downsizing, and employee empowerment. However, employees
need at least general guidance regarding the steps they can take to develop
their careers, both within and outside the company.

B. How Much Emphasis Is Appropriate?

Too much emphasis on career enhancement can harm an organization's

effectiveness. Employees with extreme career orientation can become more
concerned about their image than their performance. Some warning signs a
manager should be on the lookout for include a heavy focus on advancement
opportunities, managing impressions, and socializing versus job performance.

Serious side effects of career development programs include employee

dissatisfaction, poor performance, and turnover in the event that it fosters
unrealistic expectations for advancement.

C. How Will the Needs of a Diverse Workforce Be Met?

Companies need to break down the barriers some employees face in achieving
advancement in order to meet the career development needs of today's diverse
workforce. In 1991, a government study revealed that women and minorities
are frequently excluded from informal career development activities like
networking, mentoring, and participation in policy-making committees.

Perhaps the best way a company can ensure that women and minorities have a
fair chance at managerial and executive positions is to design a broad-based
approach to employee development that is anchored in education and training.

Another employee group that may need special consideration consists of dual-
career couples. Common organizational approaches that are becoming
increasingly popular in dealing with the needs of dual-career couples are
flexible work schedules, telecommuting, and the offering of child-care

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 services. Some companies have also been counseling couples in career
management.

CHALLENGE 3
Learn practices for meeting the challenges of effective development.

III. Meeting the Challenges of Effective Career Development

Creative decision making is a must in designing and implementing an effective

development program. The three phases of development often blend together in a
real-life program. These three phases are the assessment phase, the direction phase,
and the development phase.

A. The Assessment Phase

The assessment phase involves activities ranging from self-assessment to

organizationally provided assessment. The goal of both of these types of
assessment is to identify employees' strengths and weaknesses.

1. Self-assessment—commonly uses career workbooks or career planning

workshop.
2. Organizational assessment—many tools used in selection are also valuable
for career development (assessments centers, psychological testing,
performance appraisal, promotability forecasts, and succession planning).

B. The Direction Phase

This involves determining the type of career that employees want and the
steps they must take to make their career goals a reality.

1. Individual career counseling—one-on-one sessions to help employees

examine career aspirations.
2. Information services—provide career development information to
employees.

CHALLENGE 4
Gain competencies in self-development.

C. The Development Phase

The development phase is taking actions to create and increase skills to

prepare for future job opportunities and is meant to foster this growth and self-
improvement. The most common programs include mentoring, coaching, job
rotation, and tuition assistance programs.

IV. Self-Development

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When an employer does not routinely offer development programs, it is essential that
employees work out their own development plan. Planning for your career should
include a consideration of how you can demonstrate that you make a difference to the
organization.

A. Development Suggestions

Development suggestions focus on personal growth and direction. These

suggestions include statements such as “identify your personal mission
statement” and “find a mentor.”

B. Advancement Suggestions

Advancement suggestions focus on the steps that employees can take to

improve their chances of being considered for advancement. These
suggestions include statements such as “market yourself” and “improve your
communication skills.”

ANSWERS TO END-OF-CHAPTER DISCUSSION QUESTIONS

Suggested responses to the starred questions in this section can be found in MyManagementLab.

*9-1. It has been argued that training can lead to turnover, but career
development can reduce it. Differentiate between training and career development.
Why might training lead to turnover while career development might improve
retention? Explain.

9-2. How would you go about retaining and developing older employees who are
part of a dual-career couple?

One of the most important factors here is flexibility. Dual-career couples need
additional flexibility in order to maintain employment and to handle
developmental programs. This flexibility can be in the form of flexible hours,
company child care, or a variety of other programs.

*9-3. Today's organizations are flatter and offer fewer opportunities for
advancement. How do you think careers should be developed in this type of
organizational environment?

9-4. What challenges do non-traditional family units pose to company career

development plans? How can companies meet these challenges?

Due to the fact that many couples today are dual-career couples and both
members have occupational responsibilities and career issues at stake, a number
of issues may become important to individuals, which in turn could affect their
responsibilities to the organization. The challenges that these non-traditional
family units pose to company career development plans can include abrupt

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 personnel losses in the organization, the need for flexible work schedules,
telecommuting opportunities, assistance with spousal employment when
relocated, and child-care services.

One example of a way that companies can meet these challenges is by counseling
couples in career management. These proactive programs are usually reserved for
executives and others who are regarded as key personnel in the organization, and
include both the employee and his or her spouse or significant other. Initially,
each partner individually devises his or her own goals and action plans. Then, the
partners are brought together to share their agendas and work through any
conflicts that may arise. As the couples go through this process, professional
counselors offer possible solutions and alternatives. A joint career plan, which is
the result of this process, is then provided to the organization. The benefits
sought by the organization from this approach include increasing the probability
of retaining key employees, while the benefit gained by the employees and their
career partners is the formulation of a mutually agreed-upon plan.

9-5. People who adopt a careerist strategy focus on career advancement through
political machinations rather than excellent performance. Experts have pointed out
four ways in which workers try to influence their superiors' opinions of them: favor
doing (doing a favor for a superior in hopes that the favor will someday be
returned), opinion conformity (agreeing with superiors in order to build trust and a
relationship), other enhancement (flattery), and self-presentation (portraying
oneself as having very desirable traits and motives).

In what other ways might employees try to influence their superiors' opinions of
them? How can managers tell when an employee is sincere? What criteria should
be used when deciding which employees to promote?

There are endless ways in which employees might influence superiors’ opinions
of them. Encourage students to relate even the wild areas they have seen. Some
ideas might include taking credit for others' work, plagiarism, stealing ideas from
others, getting peers to say good things about them, and so on. Most students
should enjoy this exercise if you keep it lively.

9-6. Companies use various tactics to encourage managers to make employee

development a top priority. What do you think of this policy of tying financial
rewards to people development? What are some other ways companies can hold
managers accountable for developing those they supervise?

Tying financial rewards to employee development is both an innovative and

admirable concept. The twenty-first-century workforce is unlike that of the past.
Today, it is essential that managers are not only able to evaluate workers'
performance, but also assist them in their career growth and development.

Another way that companies can hold managers accountable for developing
workers is by implementing a skill-based pay system. One skill for the manager

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 would be his or her ability to assist in the career development of employees.
Where companies identify the development of employees as a skill, they would be
able to tie the manager's pay to this development. Thus, as employees develop
(i.e., acquire more skills and talents) as a result of the manager's involvement,
managers would receive a bonus or increase in pay. Students' answers will vary
here.

9-7. As a manager, what could you do to offer career development for your
workers? Do you think it would be worth it? Why or why not?

Students’ answers will vary; however, there should be a basic understanding of

career development reflected in the answer.

9-8. What would you suggest about the use of social media as a career
development tool? Is it a good option? How could it be better used in career
development?

Students’ answers will vary; however, they may mention the timely information
that you can access on social media as it relates to career development.

*9-9. People have different comfort zones and aspirations that can affect their
careers. How does the career anchor system (see Manager’s Notebook, “Anchor
Yourself,” ) take these individual difference into account? Do you think if people are
guided by their “anchors” that they will be happier in their careers? Why or why
not?

Students’ answers will vary. Their responses should demonstrate an

understanding of the anchor system for setting goals and milestones.

MyManagementLab Assisted-graded and Auto-graded Questions.

Responses to these questions can be found in MyManagementLab.

9-10. Describe the concept of career anchors. Why are they important in career
development?

9-11. Distinguish between career development and advancement. Describe at least

two steps that can be taken to improve development and two that can be taken to
improve advancement.

9-12. Can being too focused on career enhancement have negative effects? Describe.
Can a careerist orientation also have positive effects? Describe.

You Manage It! 1: Customer-Driven HR

Be Strategic About Your Career

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Critical Thinking Questions
9-13. Do you think that SWOT analysis is a useful tool for career development?
Why or why not?

Students’ answers will vary; however, it is important to note that SWOT is an

excellent way to articulate the possibilities for one’s career as well as the
deficiencies in one’s preparation for upward mobility.

9-14. Opportunities and threats have to do with external factors. What sources
could be useful for obtaining this information?

Some options to obtain external information about the labor market can be
sources such as Internet sites dedicated to job search/career development,
professional organizations associated with a particular profession, and the U.S.
Bureau of Labor Statistics.

9-15. Which should drive action planning more, strengths or weaknesses? That is,
is it more important to build on your strengths or to reduce your weaknesses?
Explain.

Students’ answers will vary; however, it should be noted that many job interviews
contain questions about individual strengths and weaknesses. In order to be
prepared for such questions, understanding the positives and negatives associated
with each are important. Although most view a “strength” as a good thing, it can
sometimes be a negative in certain situations and should in no case be an excuse
for not pursuing further expertise in this area.

You Manage It! 2: Technology/Social Media

Career Building with Social Media
Critical Thinking Questions

9-19. Do you think social media can be effectively used as a career development
tool? Why or why not?

Answers will vary. However, there should be an understanding of career

development. Social media can be used very effectively for career development.

9-20. As discussed in the Manager’s Notebook “Reaching Out to Developing

Careers: Social Media as a Skill and a Tool,” what is the difference between social
media being a skill and social media being a tool in career development? Describe.
How important do you think social media is becoming as a skill?

Most students will agree that social media is both a skill and a tool for career
development.

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9-21. Social media is a collaborative tool. Do you think there could be downsides to
a collaborative approach to developing your career? For example, might there be
repercussions from your boss for you being part of a social media network and
being aware of your efforts to shift your career? Could this type of potential
downside be eliminated or reduced? How?

Most students will agree that there is no downside to building collaborations for
career development purposes.

You Manage It! 3: Ethics/Social Responsibility

Anchors II

Critical Thinking Questions

9-25. The concept of career anchors indicates that there is more to career
development than having and matching skills to competency requirements. Some
managers view development as a moral imperative. That is, business is about
making money, but it also should be about helping people to grow and realize their
career aspirations. Do you agree? Explain why or why not.

Most students will agree that having a satisfying career benefits both them and the
company they work for. Some students, because of their age, will point out the
difference between having a career and a job — where there is less emphasis on
this subject matter.

9-26. Competencies are important to career success, but so, too, are career
anchors. These two factors are analogous to ability and motivation being predictors
of performance (see Chapter 5). Construct a parallel equation using competencies
and anchors as predictors of career success. How is this simple equation useful?

Students will agree that anchors are motivators and their presence will motivate
employees; also, possessing the abilities to accomplish job duties while being
motivated is a great start to career success.

9-27. In some work environments, career aspirations are ignored and immediate
performance is the focus. Do you think this lack of attention to career anchors is an
ethical issue? Explain why or why not.

Some students will see this as an ethical issue, others as a simple business issue.
It is up to the company and its managers to decide that the company is better off
when workers are happy and satisfied/challenged with their career. Ask the
students what kind of culture a company they wish to work for would have.

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You Manage It! 4: Global
Mentoring as Global Development

Critical Thinking Questions

9-31. Do you think that people should be required to serve as mentors? What
characteristics should these mentors possess?

There should be minimum requirements for mentors. Students’ answers will vary
on the characteristics needed but their answers may include extensive experience
in a field and with the company, good communication and interpersonal skills,
understanding of the process of career development and goal setting, and having
had some leadership experience.

9-32. Workers can learn about policies, procedures, and so on by reading

electronic or hard-copy documents. What else does mentoring bring to the situation
that apparently makes this form of employee development so effective?

Answers will vary but should include something related to the interpersonal
experience of having a mentor. Mentors bring real-world experiences and
knowledge that it is hard to get from policies and procedures. Mentors also
challenge us to step outside our comfort zone to try new things and learn things
about ourselves that we did not know before. Mentors serve as a source of support
and encouragement as well to help individuals stay on the right track and
persevere to reach their goals.

9-33. How do you think mentors and mentees should be matched? Should they be
assigned or allowed to choose each other?

Based on individual experiences, students will have differing opinions about this.
They should, however, be able to discuss the advantages and disadvantages of
each option in order to form their answers.

Additional Exercises
In-Class or Out-of-Class Group Activities

How much responsibility does a company have for managing its employees' careers?
Can a company take too much responsibility for employee career development? In
what ways might this be harmful to employees?

It is clear that it is good management to have a career development plan for an

employee's internal career. However, a company must still expect employees to
take some measure of responsibility for managing their own careers. The dangers
in the employer taking too much responsibility for this are loss of motivation and

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Managing Human Resources 8th Edition Gomez-Mejia Solutions Manual

drive on the part of the employee, resentment by the employee for loss of choices,
employees taking the development and using it as a tool to go elsewhere, and so
forth.

Explain the career-related factors to keep in mind when making the employee’s first
assignments.

Providing realistic job previews, challenging first jobs, and mentors can help
prevent reality shock.

In groups of four or five students, meet with several administrators and faculty
members in your college or university and, based on this, write a two-page paper on
the topic “The faulty promotion process at our college.” What do you think of the
process? Could you make any suggestions for improving it?

Look for students to integrate the principles in this chapter in their analysis and
suggestions.

Working individually or in groups, choose three occupations (such as management

consultant, HR manager, or salesperson) and use some of the sources described in
the appendix to this chapter to make an assessment of the future demand for this
occupation in the next 10 years or so. Does this seem like a good occupation to
pursue? Why or why not?

Students should be able to support their conclusions with data and information
from these sources.

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