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Transcript of 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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Implications of Goal Setting for
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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Implications of Goal Setting for
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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Types of Career Strategies
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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Types of Career Strategies
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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Guidelines for Effective Career
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
Guidelines for Effective Career
Appraisal