human resource management

3. Menahil
Saima
Ayesha
kainat

6. “An ongoing, formalized effort by an
organization that focuses on developing
and enriching the organization’s human
resource in light of both the employee’s
and the organization's needs.”

7. Why is career development
Necessary ?
Career development has three
major objectives:
To meet the immediate
and future human resource
needs of the organization
on a timely basis.
To better inform the
organization and
the individual about
potential career
paths with in the
organization.
To utilize existing human
resource programs to the
fullest by integrating the
activities that select,
assign, develop, and
manage individual career
with the organization’s
plans

8. “Process by which an individual formulates career
goals and develops a plan for reaching those
goals.”

9. Organizational
Responsibilities
Employee’s
Responsibilities
Manager’s
Responsibilities

10. “AS defined earlier,
career development
is an ongoing ,
formalized effort by
an organization that
focuses on
developing and
enriching the
organization’s
human in the light
of the both
employee’s and
organization’s
needs.”

11. “The primary
responsibilities
for preparing
individual career
plans rest with
the individual
employees.
Career planning
is not something
one can do for
another ; it has to
come from the
individual.”

12. “Manager has
many
responsibilities
, including
advocating on
their
employee,
behalf .”

13. Implementing
career development

15. Individual assessment.
Assessment by the organization.
Communicating career options.
Career counseling.

17. “To enhance current services and
influence future growth and
development.”

18. Communicator
Advocate
Counselor
Broker
Menter

20. “The organization’s
assessment of an individual
employee should normally
be conducted jointly by
human resource personnel
and the individual’s
immediate manager , who
serve as a mentor.”

21. Career
pathing.
Career self-
management.

22. “A technique that
addresses the specifics
of progressing from
one job to another in
an organization.”

23. “The ability to keep up
with the changes that
occur within the
organization and industry
and industry and to
prepare for the future.”

25. “Career counseling is the
activity that integrates the
different steps in the career-
development process.”

28. An idea or
story that is
believed by
many people
but that is
not true.

30. Held by employees
Held by manager

31. Myths held
by
employees

32. There is
always room
for more
person at top:
This myth
contradicts the
fact.

33. The key to
success is being
right place at
right time.
This one has just
enough truth to
make it
beleiveable.

34. Good
subordinates
make good
superiors:
This myth is based on the
belief that those employees
who are the best performers in
their current jobs should be
one who promoted .

35. Career development
and planning are
functions of human
resource personnel:
Only the individual can
make career related
decisions.

36. All good things
come to those
who work long ,
hard hours:
Unfortunately many
managers reinforce this
myth by designing
activities “to keep every
one busy”

37. Rapid advancement
along a career path
is largely a function
of the kind of
manager one has:
A manger can effect
a subordinate’s rate
of advancement.

38. The way to get ahead
is to determine your
weaknesses and then
work hard to correct
them:
The secret is to first
capitalize on one’s
strength and then try to
improve deficiencies on
other areas.

39. Always do your
best , regardless
of the task:
This myth stems
from puritan work
ethic

40. It is wise to keep
home life and work
life separated:
An individual can’t make
wise career decisions
without full knowledge
and support of his or her
spouse.

41. The grass is
always greener
on the other side
of fence:
Regardless of the career
path the individual
follows another one
always seems a little
more attractive.

42. Myths held by manager

44. MANAGERS
WILL NOT BE
ABLE TO COPE:
COUNSLING
ROLE AND
RESPONSIBILITY
PRIMARILY ON
THE EMPLOYEE.

45. We don’t have
the necessary
systems in
place:
It must first
put in place
whole series of
other human
resource
planning
mechanism.

46. Career plateaue

47. “The point in an
individual’s
career where
the likelihood of
an additional
promotion is
very slow.”

50. “Individuals in an
organizations who
have a high potential
for advancement but
are currently
performing below
standard.”

51. “individuals in an
organization who
are presently
doing outstanding
work and have a
high potential for
continued
advancement.”

52. “Individual in an
organization whose
present
performance is
satisfactory but
whose chance for
future
advancement is
small.”

53. “Individual in an
organization whose
present
performance has
fallen to an
unsatisfactory
level and who have
little potential for
advancement.”

54. 1.prevent a problem
from accurring.
2.improve
monitoring so that
merging problems
can be detected
and treated early.
3.cure the
problem once it
has arisen.

55. Rehabilitating ineffective
plateauees is difficult
but certainly possible .

56. Job knowledge
Organizational knowledge
Loyalty
Concern for the well being of plateaues

57. Provide alternate means of
recognition.
Develop new ways to
make their current
jobs more satisfying.
Effect revitalization
through reassignment.
Utilize reality based self
development programs.
Change managerial
attitudes toward
plateaued employees

58. “Benefit provided
by an employer to
help an employee
to leave the
organization and
get a job
someplace else.”

59. “An unfair
system or set of
attitudes that
prevent some
people (women
or minorities)
from getting
upper level of
jobs.”