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Lecture 25

The document discusses internal barriers to career advancement within organizations, such as lack of resources for employee training and development, rigid job specifications, and lack of career opportunities. It also lists successful career management practices organizations can implement, like setting clear expectations, providing opportunities for transfer, establishing succession plans, and encouraging performance through rewards. Additionally, the document examines individual and organizational perspectives on career planning and how effective career planning can benefit both employees and organizations.

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Shehroz Khan
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26 views

Lecture 25

The document discusses internal barriers to career advancement within organizations, such as lack of resources for employee training and development, rigid job specifications, and lack of career opportunities. It also lists successful career management practices organizations can implement, like setting clear expectations, providing opportunities for transfer, establishing succession plans, and encouraging performance through rewards. Additionally, the document examines individual and organizational perspectives on career planning and how effective career planning can benefit both employees and organizations.

Uploaded by

Shehroz Khan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Human Resource Management

Lecture-25
Career (cont..)
Internal Barriers to Career
Advancement
 Lack of time, budgets, and resources for
employees to plan their careers and to
undertake training and development.
 Rigid job specifications, lack of
leadership support for career
management, and a short-term focus.
 Lack of career opportunities and
pathways within the organization for
employees.
Successful Career-
Management Practices
 Placing clear expectations on employees.
 Giving employees the opportunity for transfer.
 Providing a clear succession plan
 Encouraging performance through rewards and
recognition.
 Encouraging employees to continually assess
their skills and career direction.
 Giving employees the time and resources they
need to consider short- and long-term career
goals.
Individual and Organizational
Perspectives on Career Planning
Organization
Work
Work to
to achieve
achieve Stronger
Stronger and
and
good
good person-
person- more
more effective
effective
organization
organization fit
fit workforce
workforce
through
through selection
selection
Effective
Effective
career
career
planning
planning

Understand
Understand andand
monitor More
More
monitor career
career successful
opportunities,
opportunities, successful and
and
successes, Individual healthier
healthier
successes, andand career
failures
failures career
Performance

Performance =A*E*S
 A: Ability
 E: Effort
 S: Organizational Support
Why Do We Care?

Ability

PERFORMANCE

Motivation Opportunity
Performance =
f (Ability, Motivation, Opportunity)
Determinants of Job
Performance
Willingness
Willingness
to
to perform
perform

Job
Job performance
performance

Capacity to Opportunity
Opportunity
perform to
to perform
perform
Sample Core Performance
Indicators
Financial (Economic) Perspective
How do we look to
shareholders?
Survive Cash flow

Maintain Quarterly sales growth


and operating income

Prosper Increased market


share, profit, ROI /
value-added
Customer Perspective
How do our customers experience
us?
New products Percent of sales derived
from new products
Value Competitive pricing,
product quality
Brand loyalty Market share

Customer satisfaction Repeat business,


response time,
accuracy and minimal
product returns …
Innovation, Learning and Equity
How can we sustain our success?
Leadership Staff development and
learning, participation

Staff stability Employee retention /


turnover trends;
satisfaction & loyalty

Innovation Continuous process


improvement and
redesign, creativity valued
Internal Business (Operational)
Perspective
What must we excel at?
Manufacturing excellence
Product develop cycle
time, unit cost, time to
market

Design & productivity


Efficiency (output per labor
cost), material yields
Performance
Environment

Motivation Effort Performance Outcome

Ability
Factors that influence whether
performance will be sustained
 Valid performance
measurement

P er
 Value of reward
and negative consequence

for
Jo b c
 Ongoing feedback

ma
n
Why is performance
measured?

 Enhances motivation & productivity


 Assists in validation studies
 Detects problems
 Helps evaluate change efforts
 Provides basis for making decisions
 Differentiates employees in job-related areas
 Helps ensure legal compliance
What Is Measured?
Dimensions against which
performance is evaluated
Performance Management

 A means of getting better results… by


understanding and managing
performance within an agreed framework
of planned goals, standards and
competence requirements.
 It is a process to establish a shared
understanding about what is to be
achieved, and an approach to managing
and developing people…(so that it)… will
be achieved.
Goal:
Improve the effectiveness & efficiency of the
organization by:
Aligning the employee’s work behaviors &
results with the organization’s goals
Improving the employee’s work behaviors &
results
 On-going, integrative process

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