Chapter 9
Learning Objectives
1. Discuss how development is related to
training and careers.
2. Identify the methods organizations use for
employee development.
3. Describe how organizations use assessment
of personality type, work behaviors, and job
performance to plan employee development.
4. Explain how job experiences can be used
for developing skills.
Chapter 9
Learning Objectives
(continued)
5. Summarize principles of successful
mentoring programs.
6. Tell how managers and peers develop
employees through coaching.
7. Identify the steps in the process of career
management.
8. Discuss how organizations are meeting the
challenges of the “glass ceiling,” succession
planning, and dysfunctional managers.
What is Employee Development?
• Employee development:
Training versus Development
TRAINING
DEVELOPMENT
Focus
Current
Future
Use of work
experiences
Low
High
Goal
Preparation for current Preparation for
job
changes
Participation
Required
Voluntary
Four Approaches to Employee
Development
Approaches to Development
• Formal Education
• Assessment
• Interpersonal Relationships
• Job Experiences
Assessment Tools
The Career Management Process
Self Assessment Instrument
Development-Related
Challenges
• Indra Nooyi became the
first woman CEO of
PepsiCo in 2006.
• Her success at the
company gives her the
distinction of being one
of the women to break
through the glass ceiling.
• Fortune 500 Women CEOS
Process for
Developing a
Succession
Plan
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