Organization Development and Change

Chapter Eighteen: Developing and Assisting Members

Thomas G. Cummings Christopher G. Worley

Learning Objectives for Chapter Eighteen

To examine three human resource management interventions: career planning and development, workforce diversity, and employee wellness To understand how OD efforts enhance human resource approaches to these issues

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Career Stages
Establishment Stage (ages 21-26) Advancement Stage (ages 26-40) Maintenance Stage (ages 40-60) Withdrawal Stage (age 60 and above)

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Career Stages and Planning Issues

Establishment What are alternative occupations, firms, and jobs? What are my interests and capabilities? How do I get the work accomplished? Am I performing as expected? Advancement Am I advancing as expected? What long-term options are available? How do I become more effective and efficient? Maintenance Withdrawal How do I help others? Should I reassess and redirect my career? What are my interests outside of work? Will I be financially secure? What retirement options are available to me?
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Career Planning Resources

y Communication regarding career opportunities and resources within the organization y Workshops to assess member interests, abilities, and job situations and to formulate career plans y Career counseling by managers or human resource department personnel y Self-development materials directed toward identifying life and career issues y Assessment programs that test vocational interests, aptitudes, and abilities relevant to career goals
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Career and Human Resource Planning

Individual Career Planning
Personal objectives and life plans

Human Resources Planning

Business objectives and plans

Occupational and organizational choice

Ways to attract and orient new talent

Job assignment choice

Methods for matching individuals and jobs

Development planning and review

Ways to help people perform and develop

Retirement

Ways to prepare for satisfying retirement

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Career Development Interventions

Role & Structure Interventions
Realistic job preview Job rotation and challenging assignments Consultative roles Phased retirement

Individual Employee Development

Assessment centers Mentoring Developmental training

Performance Feedback and Coaching Work Life Balance

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A Framework for Managing Diversity

External Pressures For & Against Diversity Managements Perspectives & Priorities

Strategic Responses

Implementation

Internal Pressures For & Against Diversity

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Age Diversity
Trends Median age up Distribution of ages changing Implications Health care Mobility Security Interventions Wellness programs Job design Career development and planning Reward systems
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Gender Diversity
Trends Percentage of women in work force increasing Dual-income families increasing Implications Child care Maternity/paternity leaves Single parents Interventions Job design Fringe benefit rewards
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Disability Diversity
Trends The number of people with disabilities entering the work force is increasing Implications Job skills and challenge issues Physical space design Respect and dignity Interventions Performance management Job design Career planning and development
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Culture and Values Diversity

Trends Rising proportion of immigrant and minoritygroup workers Shift in rewards Implications Flexible organizational policies Autonomy Affirmation and respect Interventions Career planning and development Employee involvement Reward systems
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Race/Ethnicity Diversity
Trends Minorities represent large segments of workforce and a small segment of top management/senior executives Qualifications and experience of minority employees is often overlooked Implications Discrimination Interventions Equal employment opportunities Mentoring programs Education and training
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Sexual Orientation Diversity

Trends Number of single-sex households up More liberal attitudes toward sexual orientation Implications Discrimination Interventions Equal employment opportunities Fringe benefits Education and training
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A Model of Stress and Work

Occupational Stressors
Physical Environment Individual: role conflict and ambiguity, lack of control Group: poor peer, subordinate or boss, relationships Organizational: poor design, HR policies, politics

Stress How the

individual perceives the occupational stressors

Consequences Subjective:
anxiety, apathy Behavioral: drug and alcohol abuse Cognitive: poor focus, burnout Physiological: high blood pressure and pulse Organizational: low productivity, absenteeism, legal action
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Individual Differences
Cognitive/Affective:
Type A or B, hardiness, social support, negative affectivity

Biologic/Demographic :
Age, gender, occupation, race
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Stress and Wellness Workplace Interventions

Role Clarification
A systematic process for determining expectations and understanding work roles

Supportive relationships
Establish trust and positive relationships

Stress inoculation training

Programs to help employees acquire skills and knowledge to cope positively with stressors

Health facilities Employee Assistance Programs

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