CP Chapter 4.ppt

8/14/2019 CP Chapter 4.ppt

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APPLICATION OF CAREERMANAGEMENT MODEL:

GOAL, STRATEGIES AND

APPRAISAL

Chapter 4


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Career Goal Setting

Objective or aim of ones actionregulate human action which affect

behaviour and performance in number

of ways1. Spur high level of effort

2. Give dimension to effort

3. Goals produce high level ofpersistance on task

4. Help to develop a useful strategy for

accomplishing the task


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Definition of Career Goal: A desiredcareer related outcome that a person

intends to attain

However, goals can and shouldchange as conditions dictate

Career Goal Setting


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Components of Career Goal

Conceptual Goal versusOperational Goal:

Conceptual: persons significant values,

interests, talents, and lifestyle preference

Operational: translation of a conceptual goal

into a specific job or position

Expressive versus Ins trumental:

Expressive: intrinsic enjoyment derived fromgoal related experience

Instrumental: accomplishment to attainment

of subsequent goal; e.g. Manager to VP


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Short-term verses Long-term:

More immediate focus1 to 3 years

Timeframe of 5 to 7 years

Components of Career Goal


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Obstacles of Goal Setting

Goal that belong to someone else

Goals that exclude total lifestyle concern

Goal that fails to take into account of

ones current job

Goals that are over Vague instead of

Specific

Preoccupation with Instrumental Goal

Elements/Destination (Tunnel Vision)

Goals that are too easy or too difficult

Inflexible career goals


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Career Indecision: Inability to set

Career Goals Not either have set career goals

Setup goal which they experience

significant uncertainty or discomfort

Causes and Sources of CareerIndecision:

Lack of self information

Lack of internal work information

Lack of external work information

Lack of decision making OR fear and anxiety

Non-work demands


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Types of Career Indecision

Limited experience and knowledge Permanent inability to make a decision

Limited knowledge about internal &

external work environment; Younger Extensive non-work demands

Lack of sufficient self information

Lower self confidence and situationalconstraints

Displayed more extensive decision

making fear and anxiety


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Implications of Goal Setting for

Organizations and Employees Facilitate Self Awareness: by

providing

Career counseling;

Sponsoring career planning activities Effective performance appraisal and

feedback systems

Education and training activities Temporary assignments

Job changes

Expansion of current job


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Organizations and Employees Facilitate Awareness of Environment:

Alternative job in the organization such as

duties, responsibilities, required skills,

travel and time commitment pressures Communicate its vision structure and

culture

Encourage Experimentation

Speaking with counselor

Joining a support group for newly

transferred employees

Attending seminar/s


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Organizations and Employees

Response to Chronic Indecision: Major uncertainties for career aims:

Changes in an employees work situation,

family pressures, career interests, triggered a

reevaluation of future

Aging and feelings of immortality

Work environment

Merger and acquisition Change in corporate strategy

Spouses career aspirations

Discussions about career and adoptive

attitudes reveal a considerable degree of stress


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How to Become Decisive

Complete elimination of decisionmaking stress and anxiety and

reexamine decisions

Vigilant Type: selection of decision wasmade in a well informed fashion

Hyper-Vigilant Type: conducted in a tense

and hasty manner


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Discourage Career Hyper-

VigilanceSeminars, workshops, computer based

programs and individual counseling are

important to avoid hyper-vigilance

Benefits to the Organization: Employees learn to take responsibility

Employees are highly skilled and more

useful

Aid of Succession Planning

Risks involved are: Individual

disappointment, potential loss of talented

individuals; However, advantages justify


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Types of Career Strategies

1. Competence in Current Job: attemptto perform effectively in ones current

job

2. Extended Work Involvement: devotetime energy and emotion by working

beyond normal hours and extended

work involvement3. Skill Development: acquition of skills

through education, training and job

experience to help performance in


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4. Opportunity Development: increase

career options, self-nomination,

willingness to inform superiors of

accomplishments, aspirations and

desired assignment5. Development of Mentor and other

Supportive Alliances: relationship

between junior and seniorcolleagues, and peers


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6. Image Building: to convey anappearance of success and

suitability. E.g being married,

participating in community activitiesand dressing properly

7. Organizational Politics: agreeing with

or flattering boss, advocatingcompany practices, not complaining

about rules or regulations and

forming alliances or coalition with

others in the or anization


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Guidelines for Development of

Career Strategies1. Particular strategy depends on

nature of career goal.

2. Depends on organizations norms

and values3. No limit to one single but a variety of

strategic behaviors

4. Test interest and commitment to agoal

5. Reflect steps to be taken and area to

be avoided


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Process for developing a Set of

Career Strategies1. Reexamine your long-term goal

2. Identify behaviors, activities and

experience to reach long term goal

3. Examine short term goal

4. Identify behaviors, activities and

experiences to attain short term goal

5. Combine list of strategies for shortand long term goals


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Career Appraisal

Its an early warning control system

Career related feedback gathering and

using, serves this function. There are

two specific functions:1. It can test appropriateness of a

particular career strategy

2. Feedback can test the appropriatenessof the goal itself

T d S f


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Types and Sources of

Information Derived from Career

Appraisal Conceptual Goal: about values,

interests, talents and desired lifestyle

Operational Goal: appropriateness oftargeted job is compatible with the

conceptual goal

Strategy: does individual experience isa sense of progress toward the goal?


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Guidelines for Effective Career

Appraisal1. Willingness to see and make

revisions in goals and strategies

when appropriate.

a. Be honest with yourselfb. Be less concerned with having to justify

your prior decisions to others

c. Be willing to be inconsistent2. Benchmarks of accomplishment help

to identify specific strengths and

weaknesses of a strategy.


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Appraisal3. Periodically review appropriateness

of your conceptual and operational

goals

4. Structure your interactions with yoursupervisor to acquire desired

information, your strengths and

weaknesses and organization needs5. Seek feedback from non work

sources


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6. Share experiences and feelings withtrustworthy people. Frank discussions

with peers can be beneficial.

Others may see parts of you that arehidden to yourself.

Verbally expressing goals, desires,

reservations and strategies may help

clarify your own feelings

Others may be willing to share their own

successes, failures and revelations that

bear on your circumstances


Appraisal

CP Chapter 4.ppt

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