fundamentals of
Human Resource Management 4th
edition
by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright
CHAPTER 9
Developing Employees for Future
Success
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.
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Table 9.1: Training versus Development
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Approaches to Employee Development
Formal Education
Assessment
• These may include:
• Collecting information and
providing feedback to
employees about heir
behavior, communication
style, or skills.
• Information for assessment
may come from the
employees, their peers,
managers, and customers.
–
–
–
–
–
–
Workshops
Short courses
Lectures
Simulations
Business games
Experiential programs
• Many companies operate
training and development
centers.
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Assessment Tools
Myers-Briggs Type Indicator (MBTI)®
Assessment Centers
Benchmarks Assessment
Performance Appraisal
360-Degree Feedback
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Table 9.2: Skills Related to Success as a
Manager
9-5
Approaches to Employee Development
(continued)
• Job experiences: the
combination of
relationships, problems,
demands, tasks, and
other features of an
employee’s jobs.
• Most employee
development occurs
through job experiences.
• Key job experience
events include:
– Job assignments
– Interpersonal
relationships
– Types of transitions
• Through these
experiences, managers
learn how to handle
common challenges, and
prove themselves.
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Figure 9.2: How Job Experiences Are Used
for Employee Development
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Figure 9.3: Steps and Responsibilities in
the Career Management Process
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Career Management System (continued)
Data Gathering:
Self-Assessment
• The use of information by
employees to determine
their career interests,
values, aptitudes,
behavioral tendencies, and
development needs.
• MBTI
• Strong-Campbell Interest
Inventory
• Self-Directed Search
Feedback
• Information employers give
employees about their skills
and knowledge and where
these assets fit into the
organization’s plans.
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Figure 9.4: Sample Self-Assessment
Exercise
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Career Management System (continued)
Goal Setting
• Based on the information
from the self-assessment
and reality check, the
employee sets short- and
long-term career objectives.
–
–
–
–
Desired positions
Level of skill to apply
Work setting
Skill acquisition
Action Planning & FollowUp
• Employees prepare an
action plan for how they will
achieve their short- and
long-term career goals.
• Any one or a combination of
development methods may
be used.
• Approach used depends on
the particular development
need and career objectives.
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Development-Related Challenges
Glass Ceiling
• Circumstances
resembling an
invisible barrier
that keep most
women and
minorities from
attaining the top
jobs in
organizations.
Succession
Planning
Dysfunctional
Managers
• The process of
identifying and
tracking highpotential
employees who
will be able to fill
top management
positions when
they become
vacant.
• A manager who
is otherwise
competent may
engage in some
behaviors that
make him or her
ineffective or
even “toxic” –
stifles ideas and
drives away good
employees.
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Figure 9.6:
Process for
Developing a
Succession Plan
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Dysfunctional Managers
• A manager who is
otherwise competent
may engage in some
behaviors that make
him or her ineffective –
someone who stifles
ideas and drives away
employees.
• These dysfunctional
behaviors include:
– insensitivity to others
– inability to be a team
player
– arrogance
– poor conflict management
skills
– inability to meet business
objectives
– inability to adapt to change
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Summary
• Employee development is the combination of formal
education, job experiences, relationships, and
assessment of personality and abilities to help
employees prepare for the future of their careers.
• Training is more focused on improving performance
in the current job, but training programs may
support employee development.
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