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Unformatted text preview: MGMT 3020 Career Management Two elements of a Career: Objective: Observable concrete environment ex. receiving training to improve your job skills Subjective- Involves perception of the situation… Rather than training just changing your aspirations Career Management- Lifelong process of learning about self, jobs, and organizations; setting personal career goals; developing strategies for achieving goals revising goals based on work and life experiences • If we know what to look forward to over the course of our careers we can be more proactive • Need to be empathetic with employees and colleagues • Having highly trained employees stay freshly trained protects valuable HR investments New vs. Old Career Paradigm Discrete Exchange (New) • Explicit exchange of specified rewards in return for task performance • Basing Job rewards on the current market value of the work being performed • Engaging in disclosure and renegotiation on both sides as the employment relationship unfolds • Exercising flexibility as each party’s interest and market circumstance change Mutual Loyalty Contract (OLD) • Implicit trading employee compliance in return for job security • Assuming employment and career opportunities are standardized and prescribed by the firm • Having the mutual loyalty assumption as a political barrier to negotiation • Job rewards are routinely different into the future Occupational Excellence (NEW) • Performance of current jobs in return for developing new occupational expertise • Employees identifying with and focusing on what is happening in their adopted occupation • Emphasizing occupational skill development over the local demands of firms • Getting training in anticipation of future jobs; having lead job training One employer (OLD) • Relying on the firm to specify jobs and their associates occ. Base • Employees identifying with and focusing on what is happening in their particular firm • Foregoing technical and functional development in favor of firm specific learning • Doing the job first to be entitled to new training: making training follow Jobs Organizational Empowerment (New) • Strategic positioning is dispersed to separate business units • Everyone is responsible for adding value and improving competitiveness • Business units are free to cultivate their own market • New enterprise, spinoff, and alliances are strongly encouraged Top Down Firm (Old) • Direction is subordinated to “corporate headquarters” • Competitiveness and added value are the responsibility of corporate experts • Business unit marketing depends on corporate agendas • Independent enterprise is discouraged viewed as disloyalty Project Allegiance (New) • Shared employer and employee commitment to the main goal of project • Successful Project Outcome more important than holding the term together • Financial & Rep. rewards stem directly from project outcomes • Upon project completion, organization and reporting arrangements are broken up Corporate allegiance (Old) • Corporate project goals are subordinated •...
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This note was uploaded on 06/22/2011 for the course MGMT 3020 taught by Professor Graffin during the Spring '11 term at UGA.
- Spring '11