chapter 11 human resource development and careers

CHAPTER 11

HUMAN RESOURCE DEVELOPMENT AND CAREERS

Human Resource Management, 9E

Mathis and Jackson © 2000South-Western College Publishing

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Chapter 11 HUMAN RESOURCE DEVELOPMENT AND CAREERS

ObjectivesObjectives Define human resource development, and explain how it differs

from training Describe the development process List and describe at least four on-the-job and four off-the-job

development methods Discuss specific advantages and problems associated with

assessment centers Differentiate between organization-centered and individual-

centered career planning Explain how dual career ladders for engineers and scientists

function Identify how dual-career marriages affect career paths and

strategies of individuals and organizations



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HR Development Today

Developing capabilities

Lifelong learning

HR development process



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Analysis and Succession Planning

Analysis Assessment centers Psychological testing Performance appraisals

Succession Planning Succession in small and closely held organizations Replacement charts



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Planning and Choosing a Development Approach Job-site methods

Coaching Committee assignments Job rotation “Assistant-to” positions

Off-site methods Classroom courses and degrees Human relations training Case studies Role playing Simulations Sabbaticals and leaves of absence Outdoor training



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Management Development

Managerial modeling

Management coaching

Mentoring

Women and mentoring Problems with mentoring

Problems with management development efforts



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Careers

Organization-centered vs. individual-centered

How people choose careers

General career progression

Retirement



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Individual Issues

Career plateaus

Dual-career paths

Dual-career couples Recruitment problems Relocation

Moonlighting as a career strategy

chapter 11 human resource development and careers

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