hrm 2.pptx

Managing Organizational Change Programs What to Change Strategy Culture Structure Technologie s Employees Managing Organizational Change and Development Knowing how to deal with resistance to change is the heart of implementing an organizational change program. Implementing change can mean either re...

Managing Organizational Change Programs What to Change Strategy Culture Structure Technologie s Employees Managing Organizational Change and Development Knowing how to deal with resistance to change is the heart of implementing an organizational change program. Implementing change can mean either reducing the forces for the status quo or building up the forces for change. The Human Resource Manager’s Role Overcoming resistance to change Organizing and leading organizational change Effectively using organizational development practices Managing Organizational Change and Development (cont’d) Psychologist Kurt Lewin formulated a model of change to summarize what he believed was a three-step process for implementing a change with minimal resistance. Overcoming Resistance to Change: Lewin’s Change Process 1 Unfreezing 2 Moving 3 Refreezing How to Lead the Change Unfreezing Stage 1. Establish a sense of urgency (need for change). 2. Mobilize commitment to solving problems. Moving Stage 3. Create a guiding coalition. 4. Develop and communicate a shared vision. 5. Help employees to make the change. 6. Consolidate gains and produce more change. Refreezing Stage 7. Reinforce new ways of doing things. 8. Monitor and assess progress. Using Organizational Development Organizational Development (OD) 1 Usually involves action research 2 Applies behavioral science knowledge 3 Changes the organization in a particular direction TABLE 8–3 Examples of OD Interventions Human Process Applications HRM Applications T-groups (Sensitivity Training) Process consultation Goal setting Performance appraisal Third-party intervention Team building Reward systems Career planning and development Organizational confrontation meeting Survey research Managing workforce diversity Employee wellness Technostructural Interventions Strategic OD Applications Formal structural change Culture change Strategic change Differentiation and integration Cooperative union–management projects Quality circles Total quality management Work design Integrated strategic management Self-designing organizations Evaluating the Training Effort Designing the Evaluation Study  Time series design  Controlled experimentation Choosing Which Training Effects to Measure  Reaction of trainees to the program  Learning that actually took place  Behavior that changed on the job  Results achieved as a result of the training The Basics of Career Management Career  The occupational positions a person has had over many years. Career management  The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively. Career development  The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment. The Basics of Career Management Career planning  The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals. Careers today  Careers are no simple progressions of employment in one or two firms with a single profession.  Employees now want to exchange performance for training, learning, and development that keep them marketable. Traditional Versus Career Development Focus The Individual Accept responsibility for your own career. Assess your interests, skills, and values. Seek out career information and resources. Establish goals and career plans. Utilize development opportunities. Talk with your manager about your career. Follow through on realistic career plans. The Manager Provide timely performance feedback. Provide developmental assignments and support. Participate in career development discussions. Support employee development plans. The Organization Communicate mission, policies, and procedures. Provide training and development opportunities. Provide career information and career programs. Offer a variety of career options. Roles in Career Development Choosing a Mentor Choose an appropriate potential mentor. Don’t be surprised if you’re turned down. Be sure that the mentor understands what you expect in terms of time and advice. Have an agenda. Respect the mentor’s time. The Employer’s Role in Career Development Realistic job previews Challenging first jobs Career-oriented appraisals Job rotation Mentoring Networking and interactions Innovative Corporate Career Development Initiatives Provide each employee with an individual budget. Offer on-site or online career centers. Encourage role reversal. Establish a “corporate campus.” Help organize “career success teams.” Provide career coaches. Provide career planning workshops Utilize computerized on- and offline career development programs Establish a dedicated facility for career development Managing Promotions Making promotion decisions  Decision 1: Is Seniority or Competence the Rule?  Decision 2: How Should We Measure Competence?  Decision 3: Is the Process Formal or Informal?  Decision 4: Vertical, Horizontal, or Other? Managing Transfers Employees’ reasons for desiring transfers  Personal enrichment and growth  More interesting jobs  Greater convenience (better hours, location)  Greater advancement possibilities Employers’ reasons for transferring employees  To vacate a position where an employee is no longer needed.  To fill a position where an employee is needed.  To find a better fit for an employee within the firm.  To boost productivity by consolidating positions. Enhancing Diversity through Career Management Sources of bias and discrimination in promotion decisions  Having few people of color employed in the hiring department  The “old-boy network” of informal friendships  A lack of women mentors  A lack of high-visibility assignments and developmental experiences (glass ceiling)  A lack of company role models for members of the same racial or ethnic group  Inflexible organizations and career tracks Enhancing Women’s and Minorities’ Eliminate institutional barriers Prospects Improve networking and mentoring Eliminate the glass ceiling Institute flexible schedules and career tracks Career Management and Employee Commitment The “New Psychological Contract”  Old contract: “Do your best and be loyal to us, and we’ll take care of your career.”  New contract: “Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.” Career Management and Employee Commitment Commitment-oriented career development efforts  Career development programs  Career workshops that use vocational guidance tools (including a computerized skills assessment program and other career gap analysis tools) to help employees identify career-related skills and the development needs they possess.  Career-oriented appraisals  Provide the ideal occasion to link the employee’s performance, career interests, and developmental needs into a coherent career plan. Retirement Retirement  The point at which one gives up one’s work, usually between the ages of 60 and 65. Preretirement practices  Explanation of Social Security benefits  Leisure time counseling  Financial and investment counseling  Health counseling  Psychological counseling  Counseling for second careers  Counseling for second careers inside the company Identify Your Career Stage 1. Exploration Typical age range: 21-25 Exploration refers to the stage before gaining permanent employment. Those in this stage may be finishing an undergraduate or graduate degree. This stage shapes the direction of your professional ambitions. As the prospect of a long-term career approaches, you may begin to eliminate many options and focus on several professions that interest you. Discovering interests: Define what your passion is, what motivates you and what jobs are suited to your personality. Developing basic skills: Take courses for your intended career and pass any necessary state or national exams, such as the medical licensing exam. Creating expectations: Consider what type of lifestyle you want in the future and what salary range will provide this lifestyle. Think about whether you want a 2. Establishment Typical age range: 25-35 years old The establishment stage includes your initial job search, applying for a job and accepting your first long-term position. You are likely to accept an entry-level or mid-level position with comparably minor responsibilities.  Your main objectives in the establishment stage are: Learning your new job Gaining acceptance from peers Developing and improving your skills 3. Mid-career Typical age range: 35-45 years old This stage may be characterized by either career stability and progression or a transition into a new profession or field. Many employees in this stage reach their peak levels of productivity and maintain a skill set specific to their role. These years will demonstrate your commitment to your work and solidify your position. By remaining dedicated to 4. Late-career Typical age range: 45-55 years old Presuming that you progressed through the midcareer stage successfully, the late-career stage can be an opportunity for a less demanding work environment. Rather than learning or obtaining new skills, the late-stage employee can teach others and begin identifying and training a successor. 5. Decline Typical age range: 55-65 years old After retirement, you may choose to enjoy the break from working by spending more time with family and friends and traveling. You can channel your skills and knowledge into reviving past hobbies, developing new interests or volunteering.  Depending on your financial situation, lifestyle and energy level, you may also consider finding other ways to make money, such as: Working part-time Consulting on a freelance basis Finding another full-time job Identify Your Occupational Orientation Developed by psychologist John Holland, the model categorizes people into six main personality types based on their preferences for work environments and tasks. Here's a brief overview of each orientation: Realistic orientation Artistic orientation Investigative orientation Social orientation Enterprising orientation Conventional orientation 1.Realistic Orientation (R):  Characteristics: Practical, hands-on, enjoys working with tools or machines, and tends to be physically active.  Example Careers: Carpenter, electrician, mechanic, farmer, or engineer. 2.Artistic Orientation (A):  Characteristics: Creative, imaginative, enjoys self- expression through the arts, and values aesthetics.  Example Careers: Writer, artist, musician, actor, or graphic designer. 3. Investigative Orientation (I):  Characteristics: Analytical, curious, enjoys solving problems through research and analysis, and values intellectual pursuits.  Example Careers: Scientist, researcher, mathematician, IT professional, or academic. 4.Social Orientation (S):  Characteristics: Interpersonal, enjoys working with people, helping others, and facilitating communication.  Example Careers: Counselor, social worker, teacher, nurse, or psychologist. 5. Conventional Orientation (C):  Characteristics: Detail-oriented, organized, values structure and order, and prefers working with data or numbers.  Example Careers: Accountant, data analyst, administrative assistant, or bank clerk. 6.Enterprising Orientation (E):  Characteristics: Ambitious, leadership-oriented, enjoys influencing and persuading others, and values entrepreneurial activities.  Example Careers: Salesperson, manager, entrepreneur, marketing professional, or politician. Identify Your Career Anchors Career anchor  A concern or value that a person you will not give up if a [career] choice has to be made. Typical career anchors  Technical/functional competence  Managerial competence  Creativity  Autonomy and independence  Security