Transcript Document 7162429

Organization Development and Change
Chapter Eighteen:
Developing and
Assisting Members
Thomas G. Cummings
Christopher G. Worley
Learning Objectives
for Chapter Eighteen
• To examine three human resource
management interventions: career planning
and development, workforce diversity, and
employee wellness
• To understand how OD efforts enhance
human resource approaches to these issues
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Career Stages
•
•
•
•
Establishment Stage (ages 21-26)
Advancement Stage (ages 26-40)
Maintenance Stage (ages 40-60)
Withdrawal Stage (age 60 and above)
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Career Stages and Planning Issues
Establishment What are alternative occupations, firms, and jobs?
What are my interests and capabilities?
How do I get the work accomplished?
Am I performing as expected?
Advancement Am I advancing as expected?
What long-term options are available?
How do I become more effective and efficient?
Maintenance
How do I help others?
Should I reassess and redirect my career?
Withdrawal
What are my interests outside of work?
Will I be financially secure?
What retirement options are available to me?
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Career Planning Resources
 Communication regarding career opportunities and
resources within the organization
 Workshops to assess member interests, abilities, and
job situations and to formulate career plans
 Career counseling by managers or human resource
department personnel
 Self-development materials directed toward
identifying life and career issues
 Assessment programs that test vocational interests,
aptitudes, and abilities relevant to career goals
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Career and Human Resource Planning
Individual Career Planning
Human Resources Planning
Personal objectives
and life plans
Business objectives
and plans
Ways to attract and
orient new talent
Occupational and
organizational choice
Methods for matching
individuals and jobs
Job assignment choice
Ways to help people
perform and develop
Development
planning and review
Retirement
Ways to prepare
for satisfying retirement
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Career Development Interventions
• Role & Structure Interventions
–
–
–
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Realistic job preview
Job rotation and challenging assignments
Consultative roles
Phased retirement
• Individual Employee Development
– Assessment centers
– Mentoring
– Developmental training
• Performance Feedback and Coaching
• Work Life Balance
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A Framework for Managing Diversity
External Pressures For & Against Diversity
Management’s
Perspectives &
Priorities
Strategic
Responses
Implementation
Internal Pressures For & Against Diversity
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Age Diversity
• Trends
– Median age up
– Distribution of ages changing
• Implications
– Health care
– Mobility
– Security
• Interventions
– Wellness programs
– Job design
– Career development and planning
– Reward systems
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Gender Diversity
• Trends
– Percentage of women in work force increasing
– Dual-income families increasing
• Implications
– Child care
– Maternity/paternity leaves
– Single parents
• Interventions
– Job design
– Fringe benefit rewards
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Disability Diversity
• Trends
– The number of people with disabilities entering
the work force is increasing
• Implications
– Job skills and challenge issues
– Physical space design
– Respect and dignity
• Interventions
– Performance management
– Job design
– Career planning and development
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Culture and Values Diversity
• Trends
– Rising proportion of immigrant and minoritygroup workers
– Shift in rewards
• Implications
– Flexible organizational policies
– Autonomy
– Affirmation and respect
• Interventions
– Career planning and development
– Employee involvement
– Reward systems
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Race/Ethnicity Diversity
• Trends
– Minorities represent large segments of workforce and a
small segment of top management/senior executives
– Qualifications and experience of minority employees is
often overlooked
• Implications
– Discrimination
• Interventions
– Equal employment opportunities
– Mentoring programs
– Education and training
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Sexual Orientation Diversity
• Trends
– Number of single-sex households up
– More liberal attitudes toward sexual orientation
• Implications
– Discrimination
• Interventions
– Equal employment opportunities
– Fringe benefits
– Education and training
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A Model of Stress and Work
Occupational Stressors
Stress
• How the
• Physical Environment
• Individual: role conflict and
ambiguity, lack of control
• Group: poor peer, subordinate
or boss, relationships
individual
perceives the
occupational
stressors
• Organizational: poor design,
HR policies, politics
Individual Differences
Cognitive/Affective:
Type A or B, hardiness,
social support, negative
affectivity
Biologic/Demographic:
Age, gender, occupation,
race
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Consequences
• Subjective:
anxiety, apathy
• Behavioral: drug
and alcohol abuse
• Cognitive: poor
focus, burnout
• Physiological:
high blood
pressure and pulse
• Organizational:
low productivity,
absenteeism, legal
action
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Stress and Wellness
Workplace Interventions
• Role Clarification
– A systematic process for determining expectations and
understanding work roles
• Supportive relationships
– Establish trust and positive relationships
• Stress inoculation training
– Programs to help employees acquire skills and
knowledge to cope positively with stressors
• Health facilities
• Employee Assistance Programs
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