The document discusses how the human resource development (HRD) approach can improve industrial relations between management and employees. HRD recognizes that employees are a company's greatest asset and can be developed through proper incentives and treatment. The HRD approach is proactive and includes diagnosing problems and designing interventions to facilitate necessary changes. It focuses on human dignity and positive values while developing employees through training, counseling, performance reviews, and career planning. This helps create participative workplaces with open communication and goal setting, reducing conflicts and motivating workers to strengthen industrial relations.
A study of international human resource management- theories and techniques Antara Rabha
Understanding the concept of International Human resource management in terms of recruitment and training. Basic concepts and clear understanding. all the Various methods of recruitment-offline as well as online methods and various types of training such as an internship , apprenticeship etc.
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
This document discusses compensation management and various components of employee remuneration. It covers direct compensation including base pay, incentives, and benefits, as well as indirect compensation such as job context, responsibilities, and growth prospects. It also discusses concepts related to wages, including minimum wage, living wage, fair wage, and different types of wages. Components of the wage structure and factors influencing wage and salary administration are also summarized.
This document discusses the process of conducting a needs analysis to determine where training may be required within an organization. It involves gathering data from multiple sources, including job descriptions, performance standards, and employee assessments. A comprehensive needs analysis considers the organization as a whole, including goals, resources, climate, and environmental factors. The ultimate goal is to identify performance gaps and determine the most effective ways to address them, such as through training or systems improvements. The needs analysis process requires significant effort but is important for aligning human resource development with organizational priorities.
The document discusses the major parties involved in industrial relations: employees, employers, government, and trade unions. It outlines the roles of each party. Employees seek to collectively bargain and improve their terms and conditions through trade unions. Employers associations represent employers in collective bargaining and provide advice to avoid disputes. The government establishes the legal framework and bodies like wage boards and courts to promote satisfaction among employers and employees.
Japan has a seniority-based employment system that prioritizes stable employment. Wages increase based on age and tenure, and bonuses are paid twice yearly through collective bargaining agreements. Trade unions have a three-tier hierarchical structure and represent both white and blue-collar workers, though only regular employees can join. Annual "spring offensive" negotiations between enterprise unions and employers set industry-wide wages and benefits through unified action. If disputes are not resolved between parties, the labor commission can provide support. Key differences with India include seniority-based versus merit-based wages in Japan, more stable employment, and temporary workers' inability to unionize there.
This document discusses compensation management and wage determination. It covers topics such as objectives of compensation, types of compensation (base compensation like wages and salaries vs. supplementary compensation like benefits), factors that influence wages, and methods of wage fixation. The key methods of wage fixation discussed are collective bargaining, wage boards, job evaluation, pay commissions, and arbitration/adjudication.
Emerging trends in employee relations and employee involvementRamrao Ranadive
The document discusses frameworks for analyzing the impact of globalization on industrial relations. It outlines six key strategies employers must focus on, including achieving appropriate attitudinal and behavioral changes, developing a modern policy framework, linking compensation to performance, cultivating a skilled workforce, promoting flexibility, and employing culturally sensitive management strategies. It also provides recommendations for multinational companies regarding delegating labor relations, tailoring human resource approaches to national conditions, gaining experience with labor unions, understanding attitudes toward unions, complying with international regulations, analyzing common issues, and developing standardized global policies.
The document discusses emerging issues impacting human resources management. It outlines sessions that will discover global trends affecting HRM, describe their impact on organizations, and develop an appreciation for how HRM is changing to support organizational strategy. Globalization, technology, economic changes, workforce diversity, quality management, and talent wars are emerging issues that are changing the role of HRM. HR managers must help organizations adapt to a more global, diverse, and mobile workforce with new skills in a complex environment with pressure to reduce costs.
Overview of human resource management system & functionRita Choudhary
This document provides an overview of key human resource management concepts and processes. It begins with the session objectives of introducing HRM, defining HRM functions, and understanding recruitment, training, performance appraisal, compensation and benefits, and HR roles and responsibilities. It then defines HRM and describes common HR manager functions. The main HRM functions are outlined as manpower planning, recruitment and selection, training and development, compensation and benefits, performance appraisal, industrial relations, and employee services. Recruitment, selection, training, performance appraisal, compensation, benefits, and changing HR roles are then described in more detail.
This document provides an overview of human resource planning. It discusses that human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills in the right positions at the right time. It then describes the objectives, types (aggregate and succession planning), and strategies of human resource planning. Succession planning specifically aims to identify and prepare key staff for future management roles.
Industrial relations are the relationship between management and employees or among employees and their organization. Industrial relation deal with either the relationships between the state and the employers and the workers organization or the relation between the occupational organizations themselves. The ILO uses the expression to denote such matters as freedom of association and the protection of the right to organize, the application of the principles of the right to organize, and the right of collective bargaining, collective agreements, conciliation and arbitration and machinery for cooperation between the authorities and the occupational organizations at various levels of the economy.
The term Industrial Relations refers to relationship between Management and Labor or among Employees and their organizations that characterize or grow out of employment. Theoretically speaking, there are two parties in the employment relationship labor and management. Both parties need to work in a spirit of cooperation, adjustment and accommodation. In their own mutual interest certain rules for co-existence are formed and adhered to. Over the years, the State has also come to play a major role in Industrial Relations one, as and initiator of policies and the other, as an employer by setting up an extremely large public sector.
Prof. Preeti Bhaskar's presentation discusses key aspects of international staffing and expatriate management. It covers approaches to staffing multinational corporations, including ethnocentric, polycentric, geocentric, and regiocentric policies. It also examines factors for expatriate success and failure, selection techniques for expatriates, and ways to reduce expatriate failure rates such as improving selection procedures.
Compensation plays a key role in organizations by attracting capable employees, motivating superior performance, and retaining employees over an extended period of time. It helps create a strong human resource base that enhances productivity, efficiency, and quality. A suitable compensation plan is critical for achieving the right human resource infrastructure with skilled employees in the right jobs. Compensation also plays an important role in retaining top talent, motivating employees to maintain high standards, and boosting morale to achieve goals.
Job analysis is the process of determining the duties, skills, and qualifications required for a job. It involves gathering job data through methods like observation and interviews. This information is used to create job descriptions and specifications. A job description outlines the key responsibilities and requirements of a role, while a specification lists the necessary qualifications, skills, and traits for an individual to perform the job well. Together, job descriptions and specifications are used for strategic HR purposes like recruitment, performance management, and compensation. Job design aims to match job requirements to human attributes through approaches like job simplification, rotation, enlargement, and enrichment.
Competency mapping involves determining the skills, knowledge, and behaviors required for a job role. It creates an accurate job profile used for selecting, recruiting, and retaining employees. Competency mapping identifies key attributes for each position through job analysis and behavioral interviews. It allows organizations to focus on core competencies, manage time effectively, and build competitive advantages. Competency mapping aids recruitment, performance appraisal, training, development, and pay systems.
Industrial relations & concept and approachesjpbbk
This document discusses industrial relations and provides definitions, perspectives, approaches, factors, and conditions that influence industrial relations. It defines industrial relations as concerning employee-employer relations and the study of attitudes, relationships, and procedures between labour and management. The document outlines psychological, sociological, human relations, systems, and Marxist perspectives on industrial relations and discusses conditions necessary for good relations such as constructive attitudes, clear policies, and enlightened trade unions.
This document discusses global human resource management practices in international business. It defines human resource management and its key activities like staffing, performance evaluation, compensation, etc. It explains the importance of aligning HRM with a firm's strategy and goals. Global HRM differs from domestic HRM due to factors like varied labor markets, management styles, compensation practices and laws across countries. The document then discusses key issues in global HRM like staffing management posts, developing multinational managers, compensation practices, and performance evaluation across countries. It explains the strategic role of HRM in implementing organizational structure, incentives, people management, processes and culture. The document also covers staffing policies like ethnocentric, polycentric and geocentric
Career planning and development are important concepts for employees and organizations. Career planning aims to identify an individual's skills, interests, and goals and establish plans to achieve career objectives by matching personal potential with organizational needs over time. Career development refers to programs that align an individual's abilities with current and future opportunities in an organization and has a long-term focus on matching employees' growth with future roles. The course will help students understand the basic concepts of jobs, careers, career planning, and career development.
what is career?, Career Planning, features of Career Planning, Need of Career planning, career stages by Douglas T. Hall, Organizational career planning by P. Subba Rao, Succession planning, Career Development and Elements of career development.
The document provides an overview of career planning and development. It defines career as a sequence of positions held over a person's working life. It discusses the need for career development in organizations to make the best use of human resources. It outlines the objectives, process, advantages and limitations of career planning for both individuals and organizations. Career planning aims to match employees' skills and goals to current and future opportunities to improve motivation and productivity.
Career development involves assessing one's skills and interests to further their work identity over various career stages. There are typically three career phases for nurses: promise (early career), momentum (middle career), and harvest (late career). Organizations should support career development through career paths, performance assessments, training, and challenging assignments. Effective career coaching involves gathering employee data, discussing future opportunities, and setting a career plan. Barriers to career development can include personal and financial factors, family obligations, age perceptions, and lack of organizational support.
Career development can help you achieve greater happiness and fulfillment. Research shows that people who actively manage their lives and careers are well-informed, success learners.
www.cbseresultnic.co.in/
Career development and Role of Human ResourcesRadhakrishnan
This document discusses career development and the role of human resources in career management. It begins by defining career and career development, noting that career development is an ongoing process through which individuals progress through changes to achieve their maximum potential. It then outlines some objectives and stages of career development. The document focuses on the role of HR in career management, including gauging employee potential, matching individual and organizational needs, and identifying career opportunities and requirements. It concludes by examining some issues in career development, such as career plateaus, dual career paths, skills obsolescence, and balancing work and family.
Career management involves helping employees identify their interests, skills, career goals, and action plans to achieve those goals. It is important for both companies and employees. For companies, it helps ensure they have qualified employees and higher commitment. For employees, it prevents frustration and feeling undervalued. Some challenges in career management include onboarding new employees, offering dual career paths for technical specialists, dealing with career plateaus, and accommodating career breaks. Companies address these challenges through structured programs, tools, and defined processes to help guide employee career development.
Employee development is important for organizational growth and retaining talent. If not implemented properly, development can be frustrating and of little value. Effective development methods include coaching, mentoring, cross-training, stretch assignments, and online learning. Development must be supported by leadership and aligned with business needs. Common issues include lack of accountability, gaps in capabilities, and inconsistent execution. Overall, development requires commitment and a strategic, well-planned approach.
This document provides information about career planning and succession planning. It discusses what constitutes a career, models of career development, and the career management process. It outlines the components of self-assessment, reality check, goal setting, and action planning. It also discusses design factors of effective career management systems and the shared responsibilities of employees, managers, HR managers, and the company in career management. Finally, it discusses evaluating career management systems by examining customer reactions and results.
The document provides information on career management through interviews and discussions at Prothious Engineering Services. It discusses the objectives of career management and outlines different types of interviews that can be used, including selection interviews, appraisal interviews, and exit interviews. It emphasizes the importance of conducting interviews and discussions regularly to understand employees' career goals and identify opportunities for development and advancement. Case studies are also presented on topics like conducting selection interviews, discussing offers and acceptances, administering salaries, managing shifts and leaves, conducting employee satisfaction surveys, and performing performance appraisals.
The document discusses career development benchmarks for tertiary education. It describes the development process for the Career Development Benchmarks-Tertiary in New Zealand, which involved establishing a working team, reviewing literature, field testing a draft, conducting surveys, and receiving peer review feedback. The benchmarks are intended as a self-review tool and guide to improve practice rather than evaluative standards. They focus on student engagement, employer/industry engagement, and organization engagement. The document also discusses using action research to develop a strategic career plan at one university, involving a career practitioner, two academics, meetings, and planning-action-reflection cycles to understand opportunities to maximize employer engagement and better integrate career services.
This document discusses career planning, including what a career is, the importance of career planning, and the career planning process. It defines a career as a chosen profession pursued over a person's working life, as opposed to a job. Career planning is described as a lifelong process of learning, developing skills, and making career choices to match personal goals with available opportunities. It benefits both individuals and organizations by improving employee retention, productivity, and motivation by providing career growth opportunities. The career planning process involves self-assessment, exploring academic and career options, gaining experience, job searching, and receiving guidance from supervisors and organizations.
This document discusses various aspects of human resource management including staffing, selection, recruitment, orientation, performance appraisal, and motivation. It provides details on the selection process including job analysis, recruitment, interviews, reference checks, medical examinations, and final selection. The importance of orientation for new employees and different types of training programs like apprenticeship are described. Performance appraisal criteria and processes are outlined along with some common criticisms. The document also distinguishes between job evaluation and merit rating, and discusses various incentive schemes and leadership approaches in managing human resources.
This document summarizes a chapter about human resource management. It discusses why employees are important to an organization's success and defines strategic HRM as applying HR practices to support organizational strategies. It also outlines the key aspects of attracting, developing and maintaining a quality workforce, including recruitment, selection, training, performance management, compensation and retention. Contemporary HRM practices emphasized are employment security, self-managed teams, information sharing and extensive training.
This document summarizes key aspects of organizing human resource management, including orientation, employee training, compensation and benefits, and current issues. It discusses how orientation introduces new employees and reduces anxiety. It outlines technical, interpersonal, and problem-solving skill categories for employee training. Compensation and benefits systems aim to attract and retain talent, including base pay, incentives, and services. Current issues involve managing diversity, preventing sexual harassment, addressing family concerns, and handling AIDS in the workplace.
Employee Retention at Wind World India LimitedNadeem Ahmed
This document summarizes a study on employee retention at Wind World India Limited. The study found that the majority of employees are between 26-30 years old, educated to the diploma level, and married. Most employees heard about the company through relatives and have worked there for 2-4 years earning Rs. 6,000-12,000 per month. While most employees are motivated by the nature of the job, many feel they do not have opportunities to share ideas or are satisfied with working hours. The study suggests providing better motivation, relationships, career opportunities, and work conditions to improve employee retention.
Career Development at GlaxoSmithKline Pakistan (HRM: AHK)Zeeshan Ali
GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position.
There are vast ranges of resources available to help employees determine and meet developmental needs discussed in the presentation.
MindLeaders Talent-Ready Assessment Report ExampleAlan See
The document discusses building a talent-ready organization through three key areas: goal alignment, skills development, and talent mobility. It summarizes that organizations should focus on aligning employee and organizational goals, developing employee skills through training and managers, and planning for talent mobility across roles. The document provides an assessment of an organization's talent readiness and recommendations in each key area to improve employee engagement and productivity.
An important area of business management that works to hire and train staff to achieve the business objective is termed Human Resource Management.
It is a lucrative field hence consists of a difficult task; as a result, scholars seek HR assignment help to avoid negative consequences. Management assignment help experts say that professionals in this area need to fulfil many different responsibilities.
Global Technological Change Impact on Textile and Garment WorkersDr. Nazrul Islam
In last two decades, significant changes have taken place in the textile and garment manufacturing processes. These changes result from global environmental factors including technological, economic, social, demographic, political, and legal. The most important change is related to the introduction to new machines and advanced manufacturing systems. The up-gradation of technologies has changed the traditional production systems of textile and garments towards modern systems. Developed countries including USA, Japan, and the countries in Europe influence the global textile industry because of modern technological capabilities. These countries continuously maintain their share of total value through designing, manufacturing, and marketing of textile products. Developed countries use capital-intensive technologies including Computer Aided Design (CAD) and Computer Aided Manufacturing (CAM) to produce textiles and garments. The use of these high-tech production systems have substantially changed manufacturing operations of textiles including weaving, bleaching, dying, printing, pattern grading, marker making, cutting, sewing, and finishing. CAD/CAM has been used in textile productions like order processing, management information systems, and the applications to all other areas of manufacturing processes. This has altered the perspective of textile and garment producers in developing countries towards technology-based production systems because of the pressures of globalization of business. Garment companies in Bangladesh mainly use labor-intensive technologies in their production because of the availability of low cost labor. Competitor-exporting countries are using more capital-intensive technologies in producing garments and are continuously moving towards more value added and high quality products. As such, competitiveness in international market is a great concern for the Bangladeshi garment companies. These companies have been upgrading steadily their production technologies by adapting new and advanced machines. Although, this technology is not considered to be ‘advanced technology’ by computerized standards of speed and efficiency, it nevertheless represents an upward shift in the use of technology for industrial production in a country like Bangladesh.
The Relevance of Military Leadership in the Corporate World: A Bangladesh Per...Dr. Nazrul Islam
This article studied both serving and retired military officers’ opinions, the ex-military leaders serving in companies in Bangladesh, and compared them to corporate leaders of other backgrounds. The study triangulated the views of mass, employers who employed ex-military with that of the officer’s view. The study finds that though military leaders in some places lack the technical knowledge they perform better in any corporate role. However, mass people think military veterans make good administrators. All corners of the triangle though agreed discipline, uprightness with sincerity and dedication give the retired soldiers an upper hand.
Evaluation of Managerial Performance of Khulna Newsprint Mills Ltd. BangladeshDr. Nazrul Islam
The success of public enterprise largely depends on the efficiency and effectiveness of its operations. Government industrial policies and capability of monitoring the activities as well as the initiative of the managerial people are important in this regard. This paper aims at evaluating the managerial performance of Khulna Newsprint Mills. Ltd which is the only Newsprint mill in the country. For analyzing the performance since 1982-1992, some indicators have been used like production and productivity, value added, capacity utilization, profit and profitability, surplus generation, etc. Beyond some exceptions, the analysis indicates upward trends. But the mill is incurring losses due to the fixation of selling price of Newsprint by the Government at lower than its actual cost of production. The present selling price of Newsprint is Tk.19880 per metric ton whereas the cost of production is Tk. 24600 per metric ton. As a result, the mill incurred losses of Tk.14.95 crore in the year of 1992-1993. The accumulated loss is Tk. 1.70 crores. This has created a major liquidity gap in the working capital and reserve of the mill. The study also reveals that the present financial and other crisis may be overcome through the re fixation of selling price of Newsprint ensuring the continuous supply of Gewa wood, and taking a major initiative for modernization of the machines by the Government.
A study on Effectiveness of Training in Commercial Banks of BangladeshDr. Nazrul Islam
When the trainings are effective, Return on Investment (ROI) in training becomes visible in the organization. To identify the effectiveness of training in the commercial banks of Bangladesh, this study explores the role of trainer quality as a predictor of self-efficacy, motivation to transfer, authentic leadership, and training system effectiveness (TSE). It also examines the mediation role of self-efficacy, motivation to transfer, and authentic leadership between trainer and the training systems of commercial banks in Bangladesh. Data were collected from 625 employees of commercial banks in Bangladesh. Partial Least Squares Structural Equation Modeling (PLS-SEM) was applied to test the hypotheses. Results revealed a significant and positive impact of trainer quality on self-efficacy and motivation to transfer of training. This study suggests that the policymakers and the training specialists should focus on self-efficacy and motivation to transfer in giving training for improvement of the effectiveness of training in commercial banks of Bangladesh.
Towards Private Foreign Investment in Bangladesh: An AppraisalDr. Nazrul Islam
Needless to say that foreign investment is essential for a developing country like Bangladesh. Foreign private investment is of paramount importance in this regard. The responses of private foreign investors seemed not to be at a desired level despite the highly favorable current Industrial Policy of Bangladesh government. Thus, an attempt has been made to identify and evaluate the investment position of foreign private investors since 1972 to 1993. Specially, the study highlights the capital investment, operational positions of industrial units and their geographical distribution, and sector-wise investment position of foreign private investment in Bangladesh.
Insurance in Islam by Nazrul Islam, Northern University BangladeshDr. Nazrul Islam
Many of us are confused of what Islam says of the concept of insurance. They hold an opinion that there is no place of Insurance in Islam. For that matter, an attempt has been made to dispel the confusion.This paper examines the existing concepts of Insurance as well as position of Insurance in Islam. It also makes an attempt to make it clear that Islam is not against insurance. It has been observed from the study that are hundreds of thousands of arguments in favor of insurance in Islam. In this study, origin of Insurance concept and arguments in favor of insurance in Islam are discussed. It is only a humble attempt to highlight the original concept as well as favorable arguments of insurance of Islam.
A Study on Effectiveness of Training in Commercial Banks of BangladeshDr. Nazrul Islam
When the trainings are effective, Return on Investment (ROI) in training becomes visible in the organization. To identify the effectiveness of training in the commercial banks of Bangladesh, this study explores the role of trainer quality as a predictor of self-efficacy, motivation to transfer, authentic leadership, and training system effectiveness (TSE). It also examines the mediation role of self-efficacy, motivation to transfer, and authentic leadership between trainer and the training systems of commercial banks in Bangladesh. Data were collected from 625 employees of commercial banks in Bangladesh. Partial Least Squares Structural Equation Modeling (PLS-SEM) was applied to test the hypotheses. Results revealed a significant and positive impact of trainer quality on self-efficacy and motivation to transfer of training. This study suggests that the policymakers and the training specialists should focus on self-efficacy and motivation to transfer in giving training for improvement of the effectiveness of training in commercial banks of Bangladesh.
Measurement of Job Satisfaction of Private University Teachers in BangladeshDr. Nazrul Islam
There is a paramount importance of job satisfaction of the faculty members of private universities of Bangladesh for its sustainable growth as this sector is growing very fast in the country. Along with the government university, there are about seventy seven private universities in Bangladesh with a good number of students studying at the undergraduate and graduate programs. But there is a very high faculty turnover in private universities especially at the lecturer level that is substantially hampering the continuing education process of the universities in this sector. Under these circumstances, satisfaction of the faculty members is an important aspect to look into for the sustainable growth and development of this promising sector. As such, this study has been conducted among the faculty members of the private universities approved by the University Grants Commission of Bangladesh (UGCB) to identify the job satisfaction factors and the relationships with the overall satisfaction of the faculty. A total of 377 faculty members of different academic schools were interviewed with a structured questionnaire. Both descriptive and inferential statistics were used in analyzing data. For the identification of job satisfaction factors, Factor Analysis technique was used. Multiple Regressions were run to identify the relationships between the job satisfaction factors and the overall satisfaction of the faculty members. Results show that the faculty members give most importance on recognition for good jobs followed by the competitive payment, adequate job responsibility, opportunity to give advice, supervisor’s competence in decision making, co-colleagues relations, diversity at work, supervisor’s technical know-how, organizational policies, opportunities for advancement, working conditions, chance to provide services, chance to be important, chance to provide small help to others, use of abilities, work freely, university administration, chance to develop friendship, variety of work, liberty at work, chance to work away from others, and advise of the boss. This study suggests that the confidence of the faculty members should be substantially improved through the acceptable administrative behavior and efficient supervision of work of the faculty members by the university authority.
Global Technological Change in a Labor Intensive Industry: Its Impact on Text...Dr. Nazrul Islam
One of the challenges of globalization for the least developed countries (LDc’s) is that technology change erodes the advantages of labor intensive technology. This paper examines key
impacts of this technological change on job security, job satisfaction, and work relations of
textile and garment workers in Bangladesh. It shows that the overall positive impact of
technological change is associated with the suitable levels of job security, job satisfaction, and work relations. Factors including uncertainty, frustration in terms of the job security; fairness,
good supervision, minimal conflicts, recognition, promotion and benefits concerned with job
satisfaction. The change process, downsizing and strikes are related to the work relations. Both job satisfaction and work relations are significantly related to the overall impact on workers. Job
security is related to the overall impact of technological change particularly because of the uncertainty and frustration among workers concerning their status.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
The purpose of this research is to determine the effect of performance appraisal on employee motivation and retention. Major findings of the study indicate that performance appraisal is critical for employee motivation and employees perceived performance appraisal as a fair procedure, which increased their motivation and retention. Compensation and reward, and feedback are also perceived positively by the employees, which motivate them to stay in the banks. There is a recommendation that banks should review the appraisal process regularly, improve the feedback policy, introduce an effective reward system, provide the opportunity to employees for career development and empowerment, and maintain a participative environment.
This study attempts to evaluate job satisfaction of bank officers in Bangladesh. It focuses on the relative importance of job satisfaction factors and their impacts on the overall job satisfaction of officers. It also investigates the impacts of bank type, work experience, age, and sex differences on the attitudes toward job Satisfaction. The result shows that salary, efficiency in work, fringe
supervision, and co-worker relation are the most important factors contributing
to job satisfaction. Private bank officers have higher levels of job satisfaction than those from public sectors as they enjoy better facilities and supportive work environment. Work experience is found as the second most important factor affecting job satisfaction. Sex and age differences have relatively lower level of impact on it. The overall job satisfaction of the bank officers is at the positive level.
Curriculum Vitae of Professor Dr. Nazrul Islam, Pro-Vice Chancellor, Northern...Dr. Nazrul Islam
Nazrul Islam is a professor of Management and International Business. He is currently serving as the Pro-Vice Chancellor at Northern University Bangladesh. Prior to completing his PhD in International Business at Asian Institute of Technology, Thailand, he received his Bachelor’s (Honors) and Master’s degrees in Management from the University of Dhaka. He began his career in Academia in 1991 at Khulna University in the Discipline of Business Administration. In 2004, he joined BRAC University as an Associate Professor of Management, where he served as the coordinator of ‘Evening Programs’. In 2005, he joined North South University’s School of Business as an Associate Professor. Whilst, working at NSU he also served as an executive editor of ‘North South Business Review’ and worked as an Executive Secretary for the ‘South Asian Management Forum 2007’ jointly organized by North South University and Association of Management Development Institutions in South Asia (AMDISA). In 2007, he joined East West University as a Professor, where he also served as a Dean of the Faculty of Business and Social Studies, Coordinator of MBA and EMBA programs, and the Chief Editor of the Journal of Business and Social Studies. Since 2008, Prof. Islam has served as a Business School Dean at various universities like East West University, Eastern University, and Canadian University of Bangladesh. Prof. Islam has supervised three M. Phil students and is currently supervising six PhD and four M.Phil students at Bangladesh University of Professionals.
Prof. Islam has published 71 research articles in international refereed journals that were abstracted and indexed by Scopus, ABDC, EBSCOhost, ProQuest, ESJI, Crossref and DOI. Prof. Islam has also published 38 research papers in local refereed journals and attended more than 20 International Conferences held in India, Nepal, Maldives, Hong Kong, South Korea, Malaysia, Thailand, Singapore, USA, and Australia. As a Panel Reviewer of South Asian Quality Assurance System (SAQS), Prof. Islam reviewed ‘ICFAI Business School’ and ‘N.L. Dalmia Institute of Management Studies and Research of India and Institute of Business Administration of University of Dhaka as a Peer Review Member for its accreditation. Presently, Prof. Islam is serving as an Editorial Board Member for a number of National and International Refereed Journals like International Journal of Management and Business, British Journal of Economics, Management & Trade, etc. Prof. Islam has also worked as a Convener of the Organizing Committees of International Conferences organized by Department of Finance, University of Dhaka, Northern University Bangladesh and Southeast University in collaboration with AMDISA, Global Business and Management Forum (GBMF) and Techno India University of India. Prof. Islam authored and co-authored three books such as, (i) Entrepreneurship Development – An Operational Approach (In English), (ii) Modern Insurance (In Bengali)
Measurement of Job Satisfaction of Private University Teachers in BangladeshDr. Nazrul Islam
There is a paramount importance of job satisfaction of the faculty members of private universities of
Bangladesh for its sustainable growth as this sector is growing very fast in the country. Along with the
government university, there are about seventy seven private universities in Bangladesh with a good number of
students studying at the undergraduate and graduate programs. But there is a very high faculty turnover in
private universities especially at the lecturer level that is substantially hampering the continuing education
process of the universities in this sector. Under these circumstances, satisfaction of the faculty members is an
important aspect to look into for the sustainable growth and development of this promising sector. As such, this
study has been conducted among the faculty members of the private universities approved by the University
Grants Commission of Bangladesh (UGCB) to identify the job satisfaction factors and the relationships with
the overall satisfaction of the faculty. A total of 377 faculty members of different academic schools were
interviewed with a structured questionnaire. Both descriptive and inferential statistics were used in analyzing
data. For the identification of job satisfaction factors, Factor Analysis technique was used. Multiple
Regressions were run to identify the relationships between the job satisfaction factors and the overall
satisfaction of the faculty members. Results show that the faculty members give most importance on
recognition for good jobs followed by the competitive payment, adequate job responsibility, opportunity to give
advice, supervisor’s competence in decision making, co-colleagues relations, diversity at work, supervisor’s
technical know-how, organizational policies, opportunities for advancement, working conditions, chance to
provide services, chance to be important, chance to provide small help to others, use of abilities, work freely,
university administration, chance to develop friendship, variety of work, liberty at work, chance to work away
from others, and advise of the boss. This study suggests that the confidence of the faculty members should be
substantially improved through the acceptable administrative behavior and efficient supervision of work of the
faculty members by the university authority.
This study attempts to evaluate job satisfaction of bank officers in Bangladesh. It focuses on the relative
importance of job satisfaction factors and their impacts on the overall job satisfaction of officers. It also investigates the impacts of bank type, work experience, age, and sex
differences on the attitudes toward
job Satisfaction. The result shows that
salary, efficiency in work, fringe
supervision, and co-worker relation are the most important factors contributing
to job satisfaction. Private bank officers have higher levels of job satisfaction than those from public sectors as they enjoy better facilities
and supportive work environment. Work
experience is found as the second most
important factor affecting job
satisfaction. Sex and age differences have relatively lower level of impact on
it. The overall job satisfaction of the bank officers is at the positive level.
Global Technological Change in a Labor Intensive Industry: Its Impact on Text...Dr. Nazrul Islam
One of the challenges of globalization for the least developed countries (LDc’s) is that technology change erodes the advantages of labor intensive technology. This paper examines key
impacts of this technological change on job security, job satisfaction, and work relations of textile and garment workers in Bangladesh. It shows that the overall positive impact of
technological change is associated with the suitable levels of job security, job satisfaction, and
work relations. Factors including uncertainty, frustration in terms of the job security; fairness,
good supervision, minimal conflicts, recognition, promotion and benefits concerned with job
satisfaction. The change process, downsizing and strikes are related to the work relations. Both job satisfaction and work relations are significantly related to the overall impact on workers. Job
security is related to the overall impact of technological change particularly because of the uncertainty and frustration among workers concerning their status.
Global Technological Change Impact on Textile and Garment Workers.pdfDr. Nazrul Islam
This book is published from the PhD dissertation that examines key impacts of this technological change on job security, job satisfaction, and work relations of textile and garment workers in Bangladesh.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Critical Success Factors for the Poultry Entrepreneurs in BangladeshDr. Nazrul Islam
This study attempts to identify the critical success factors for strengthening and development of poultry entrepreneurs in Bangladesh. Multivariate analysis using factor analysis technique has been used to analyze the data. Fifteen factors were identified as crucial for success in poultry business. These factors explain more than eighty percent of the variability of data. The results show that the entrepreneurial success of poultry business highly depends on sociopolitical orientation of the entrepreneurs. Achievement motivation, efficiency, commitment towards work, dynamism, and self-confidence are also found to be crucial for success in poultry firm operation. The other factors include profit seeking, flexibility, instant decision making capability, cooperation from the stakeholders, independence, knowledge of technology, continuous adjustment with environment, learning by experience, and enjoying work.
A Test of Some Characteristics of Entrepreneur: An Empirical StudyDr. Nazrul Islam
There is a paramount importance of developing entrepreneurship for the economic development of a country. This paper is an attempt to identify the characteristics of entrepreneur. The paper also presents the basic characteristics of four types of entrepreneurs engaged in cosmetics, medicine, shoe and electronics business. The study shows that there are wide differences as well as relations among the characteristics of different study groups. It reveals the causal relationship between the characteristics and some intra-personal factors of entrepreneurs. The analysis depicts the dissimilarities of literal characteristics of entrepreneur.
A Concept of High Technology and Case of Software Designing FirmDr. Nazrul Islam
There is a controversy among the researchers regarding the concept of high technology (high-tech) firms. Therefore, an attempt has been made to identify the specific aspects or characteristics of high-tech firms and its application in software designing firms (SDFs). The study shows that most of the researchers have the convergence among their opinion of high-tech firms. They defined high-tech concept with the help of different products and services of companies in diverse environment. The specific aspects of high-tech firms are: product and process sophistication, research and development intensity, technically educated employees, a fast rate of growth and high degree of vulnerability, scarcity of human resources familiar with the technologies, all or parts of the products are based on the recent innovations or new technologies, a worldwide product for its market, new technology makes existing technology obsolete very quickly, turbulent environment characterized by realignment of competitors, changing customer’s needs, changing regulations, new competing products and so on. It is also identified that SDF's are high-tech firms.
Understanding the Types of Data in Data Science|ashokveda.pdfdf2608021
Understanding the types of data in data science is essential for effective data analysis and decision-making. This comprehensive guide explores the different data types, including structured, unstructured, qualitative, and quantitative data. It provides insights into how these data types are used in various data science applications and the importance of data classification for accurate results. By grasping the distinctions between data types, data scientists can better manage, analyze, and interpret data, leading to more informed business decisions and innovative solutions. Delve into the world of data science and learn how different data types play a crucial role in shaping outcomes.
Welcome to Satta Result, the premier destination for enthusiasts of the popular Satta King game. Established with a passion for gaming and a commitment to providing a trustworthy platform, satta Result is dedicated to delivering an exceptional gaming experience to players of all levels.
Biography and Career history of Elizabeth EndryElizabeth Endry
Elizabeth "Libby" Endry, born April 2, 1981, in Pensacola, Florida, is the entrepreneurial mastermind behind The Gardener's Cottage, unique boutique shops in Gulf Breeze, FL, and Asheville, NC. Renowned for their artful blend of traditional and contemporary designs, these stores mirror her dedication to bringing the tranquility and aesthetic of nature into everyday living spaces.
LinkedIn - Strategic Guidelines July 2024Bruce Bennett
LinkedIn is a powerful tool for networking, researching, and marketing yourself to clients and employers. This session teaches strategic practices for building your LinkedIn internet presence and marketing yourself. The use of # and @ symbols is covered as well as going mobile with the LinkedIn app.
LinkedIn for You Job Search Webinar July 2024Bruce Bennett
This webinar helps you understand and navigate your way through LinkedIn. Topics covered include learning the many elements of your profile, populating your work experience history, and understanding why a profile is more than just a resume. You will be able to identify the different features available on LinkedIn and where to focus your attention. We will teach how to create a job search agent on LinkedIn and explore job applications on LinkedIn.
Career and Job Opportunities in AI pervasive world
Introduction to Career Management
1. Course: Career Management
Introduction to Career
Management
By
Prof. Nazrul Islam, PhD
Canadian University of Bangladesh
Management
7-1Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
2. After studying this chapter,After studying this chapter,
you should be able to learn:you should be able to learn:
After studying this chapter,After studying this chapter,
you should be able to learn:you should be able to learn:
1. What is Career Management?
2. Basics of Career Management
3. Career Management and Career Motivation
4. Traditional Vs Career Development Focus
5. Matching Individual and Organizational Needs
1. What is Career Management?
2. Basics of Career Management
3. Career Management and Career Motivation
4. Traditional Vs Career Development Focus
5. Matching Individual and Organizational Needs5. Matching Individual and Organizational Needs
6. Roles in Career Development
7. Organizational Vs Individual Perspective of Career MGT
8. Creating Favorable Conditions for Career Development
9. Choosing a Mentor
10. The Employer’s Role in Career Development
5. Matching Individual and Organizational Needs
6. Roles in Career Development
7. Organizational Vs Individual Perspective of Career MGT
8. Creating Favorable Conditions for Career Development
9. Choosing a Mentor
10. The Employer’s Role in Career Development
7-2Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
3. What Is Career Management?
•• Career managementCareer management is the process through
which employees:
–Become aware of their own interests, values,
strengths, and weaknessesstrengths, and weaknesses
–Obtain information about job opportunities
within the company
–Identify career goals
–Establish action plans to achieve career goals
7-3Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
4. Basics of Career Management
• Career
– The occupational positions a person has had over many
years.
• Career management
– The process for enabling employees to better
understand and develop their career skills and interests,understand and develop their career skills and interests,
and to use these skills and interests more effectively.
• Career development
– The lifelong series of activities that contribute to a
person’s career exploration, establishment, success, and
fulfillment.
7-4Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
5. • Career planning
– The deliberate process through which someone
becomes aware of personal skills, interests, knowledge,
motivations, and other characteristics; and establishes
action plans to attain specific goals.
• Careers today
Basics of Career Management, Contd.,
• Careers today
– Careers are no simple progressions of employment in
one or two firms with a single profession.
– Employees now want to exchange performance for
training, learning, and development that keep them
marketable.
7-5Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
6. Traditional Career Vs. Protean
Career
• Traditional Career
– Sequence of positions held within an occupation
– Context of mobility is within an organization
– Characteristic of the employee– Characteristic of the employee
• Protean Career
– Frequently changing based on changes in the person and
changes in the work environment
– Employees take major responsibility for managing their
careers
– Based on self-direction with the goal of psychological
success in one’s work
7-6Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
7. Comparison of Traditional Career
and Protean Career
DimensionDimension Traditional CareerTraditional Career Protean CareerProtean Career
Goal Promotions
Salary increase
Psychological success
Psychological contract Security for commitment Employability for flexibility
Mobility Vertical LateralMobility Vertical Lateral
Responsibility for
Management
Company Employee
Pattern Linear and expert Spiral and transitory
Expertise Know how Learn how
Development Heavy reliance on formal
training
Greater reliance on relationships
and job experiences
8. Millennium
(0 to early 20s)
Generation X
(mid-20s to
early 40s)
Different generations of employees have
different career needs and interests
early 40s)
Baby Boomers
(mid-40s to
mid-50s)
Traditionalists
(late 50s to
early 80s)
7-8Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
9. Career Paths
• Lines of advancement in an
occupational field within an
organization.
Basics of Career Management, Contd.,
7-9Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
10. Career Plateau
• Situation in which for
either organizational or
personal reasons the
probability of moving up
Basics of Career Management, Contd.,
probability of moving up
the career ladder is low.
7-10Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
11. Promotion
• Change of assignment
to a job at a higher level
in the organization.
Basics of Career Management, Contd.,
7-11Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
12. Transfer
• Placement of an
individual in another
job for which the duties,
responsibilities, status,
Basics of Career Management, Contd.,
responsibilities, status,
and remuneration are
approximately equal to
those of the previous
job.
7-12Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
13. Career Counseling
• Process of discussing
with employees their
current job activities and
Basics of Career Management, Contd.,
current job activities and
performance, their
personal job and career
goals, their personal
skills, and suitable career
development objectives.
7-13Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
14. • Retirement
– The point at which one gives up one’s work, usually
between the ages of 60 and 65.
• Preretirement practices
– Explanation of Social Security benefits
Basics of Career Management, Contd.,
10–14
– Leisure time counseling
– Financial and investment counseling
– Health counseling
– Psychological counseling
– Counseling for second careers
– Counseling for second careers inside the company
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
15. Career Management and Career
Motivation
•• Career motivationCareer motivation refers to:
–Employees’ energy to invest in their careers
–Their awareness of the direction they want their
careers to take
–The ability to maintain energy and direction
despite barriers they may encounter
• Career motivation has three aspects:
–Career resilience
–Career insight
–Career identity
7-15Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
16. Career Management and Career
Motivation, Contd.,
•• Career resilienceCareer resilience –– the extent to whichthe extent to which
employees are able to cope with problemsemployees are able to cope with problems
that affect their workthat affect their work
• Career insight involves:
–how much employees know about their–how much employees know about their
interests, skill strengths, and weaknesses
–the awareness of how these perceptions relate to
their career goals
• Career identity – the degree to which
employees define their personal values
according to their work
7-16Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
17. The Value of Career Motivation
Components of Career Motivation
Career Resilience
Company ValueCompany Value
• Innovation
• Employees adapting to unexpected changes• Employees adapting to unexpected changes
• Commitment to company
• Pride in work
Employee ValueEmployee Value
• Be aware of skill strengths and weaknesses
• Participate in learning activities
• Cope with less than ideal working conditions
• Avoid skill obsolescence
Career Insight
Career Identity
7-17Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
23. Career Development Program
Who is Responsible?
EmployeeOrganization
?
Partnership
7-23Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
24. MATCHING INDIVIDUAL
AND
ORGANIZATIONAL NEEDS
Career Development Program
ORGANIZATIONAL
NEEDS
• Staffing
• Development
• Leveling off
• Re-staffing
INDIVIDUAL NEEDS
• Making career/job choice
• Making contributions
• Fitting into organization
• Using experience
7-24Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
25. The Individual
• Accept responsibility for your own career.
• Assess your interests, skills, and values.
• Seek out career information and resources.
• Establish goals and career plans.
• Utilize development opportunities.
• Talk with your manager about your career.
• Follow through on realistic career plans.
The Manager
Roles in Career
Development
• Provide timely performance feedback.
• Provide developmental assignments and support.
• Participate in career development discussions.
• Support employee development plans.
The Organization
• Communicate mission, policies, and procedures.
• Provide training and development opportunities.
• Provide career information and career programs.
• Offer a variety of career options.
Development
Source: Fred L. Otte and Peggy G. Hutcheson, Helping
Employees Manage Careers (Upper Saddle River, NJ:
Prentice Hall, 1992), p. 56.
7-25Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
26. Creating Favorable Conditions for Career
Development
• Management Participation
– Provide top management support
– Provide collaboration between line
managers and HR managers
– Train managerial personnel– Train managerial personnel
• Setting Goals
– Plan human resources strategy
• Changing HR Policies
– Provide for job rotation
– Provide outplacement service
• Announcing Program
– Explain its philosophy
7-26Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
27. Specific Career Development Activities
• Career Counseling
• Career Pathing
• Inventory Skills
• Transfers
• Training
• Job Posting
• Promoting
• Lateral Development• Transfers • Lateral Development
7-27Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
28. Employer’s Role in Career
Development
1. Realistic job previews
2. Challenging first jobs
3. Career-oriented appraisals
10–28
4. Job rotation
5. Mentoring
6. Networking and interactions
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
29. Choosing a Mentor
• Choose an appropriate potential mentor.
• Don’t be surprised if you’re turned down.
• Be sure that the mentor understands what you• Be sure that the mentor understands what you
expect in terms of time and advice.
• Have an agenda.
• Respect the mentor’s time.
7-29Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
30. Mentors
• Executives who coach,
advise, and encourage
individuals of lesser rank.
7-30Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
31. Mentoring
WHO
• Senior Managers
• Peer Groups• Peer Groups
• Role Models
HOW
►Advise
► Coach
► Encourage
7-31Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
32. Why Develop a Mentoring Program?
• Generate Management Visibility
• Build Bridges Between Management and Employees
• Create Culture Awareness
• Increase Networking
• Foster People-Developers
7-32Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
33. Mentoring Functions
Inside an Organization
• Sponsorship
• Exposure and visibility
• Coaching
Outside Environment
• Role modeling
• Acceptance
• Counseling/Advising• Coaching
• Protection
• Challenging assignments
• Advocate Internally
• Counseling/Advising
• Friendship
7-33Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
34. Mentoring Functions, Contd.,
• Functions concerned with
the career advancement and
psychological aspects the
person being mentored.
7-34Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
35. • Functions concerned with the
career advancement and
psychological aspects the person
being mentored.
Mentoring Functions, Contd.,
7-35Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
36. Managing Promotions
• Making promotion decisions
– Decision 1: Is Seniority or Competence the Rule?
– Decision 2: How Should We Measure
Competence?
10–36
Competence?
– Decision 3: Is the Process Formal or Informal?
– Decision 4: Vertical, Horizontal, or Other?
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
37. Managing Transfers
• Employees’ reasons for desiring transfers
– Personal enrichment and growth
– More interesting jobs
– Greater convenience (better hours, location)
– Greater advancement possibilities
10–37
• Employers’ reasons for transferring employees
– To vacate a position where an employee is no longer
needed.
– To fill a position where an employee is needed.
– To find a better fit for an employee within the firm.
– To boost productivity by consolidating positions.
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
38. Enhancing Diversity Through Career
Management
• Sources of bias and discrimination in promotion
decisions
– Having few people of color employed in the hiring
department
– The “old-boy network” of informal friendships
10–38
– The “old-boy network” of informal friendships
– A lack of women mentors
– A lack of high-visibility assignments and developmental
experiences (glass ceiling)
– A lack of company role models for members of the same
racial or ethnic group
– Inflexible organizations and career tracks
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
39. Shared Responsibility:
Roles in Career Management
Employees
Manager Company
HR Manager
7-39Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
40. Employees’ Role in Career
Management
• Take the initiative to ask for feedback from
managers and peers regarding their skill
strengths and weaknesses
• Identify their stage of career development• Identify their stage of career development
and development needs
• Seek challenges by gaining exposure to a
range of learning opportunities
• Interact with employees from different work
groups inside and outside the company
• Create visibility through good performance7-40Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
41. Managers’ Role in Career Management
Roles Responsibilities
Coach Probe problems, interests, values, needs
Listen
Clarify concerns
Define concerns
Appraiser Give feedback
Clarify company standardsClarify company standards
Clarify job responsibilities
Clarify company needs
Advisor Generate options, experiences, and relationships
Assist in goal setting
Provide recommendations
Referral agent Link to career management resources
Follow up on career management plan
42. HR Manager’s Role in Career
Management
• Provide information or advice about
training and development opportunities
• Provide specialized services such as testing• Provide specialized services such as testing
to determine employees’ values, interests,
and skills
• Help prepare employees for job searches
• Offer counseling on career-related problems
7-42Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
43. Company’s Role in Career Management
• Companies are responsible for providing
employees with the resources needed to be
successful in career planning:
– Career workshops– Career workshops
– Information on career and job opportunities
– Career planning workbooks
– Career counseling
– Career paths
7-43Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
44. Evaluating Career Management Systems
• Career management systems need to be evaluated to ensure
that they are meeting the needs of employees and the
business
• Two types of outcomes can be used to evaluate:
– Reactions of the customers (employees and managers)
who use the career management systemwho use the career management system
– Results of the career management system
• Evaluation of a career management system should be
based on its objectives
7-44Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
45. Career Management and Employee
Commitment
• The “New Psychological Contract”
– Old contract: “Do your best and be loyal to us, and
we’ll take care of your career.”
– New contract: “Do your best for us and be loyal to us
10–45
– New contract: “Do your best for us and be loyal to us
for as long as you’re here, and we’ll provide you with
the developmental opportunities you’ll need to move on
and have a successful career.”
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
46. Career Management and Employee
Commitment, Contd.,
• Commitment-oriented career development
efforts
– Career development programs
• Career workshops that use vocational guidance tools
(including a computerized skills assessment
10–46
(including a computerized skills assessment
program and other career gap analysis tools) to help
employees identify career-related skills and the
development needs they possess.
– Career-oriented appraisals
• Provide the ideal occasion to link the employee’s
performance, career interests, and developmental
needs into a coherent career plan.
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
47. Basic Skills of Successful Career
Management
1. Develop a positive attitude
2. Take responsibility for your own career.
3. Establish goals.
4. Be aware of success factors.
5. Present yourself in a positive manner.5. Present yourself in a positive manner.
6. Be in the right place at the right time.
7. Establish a relationship with a mentor or guide.
8. Adopt the mind-set of your superiors.
7-47Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
48. The career management process
Self- Reality
Check
Goal Setting
Action
Planning
Self-
Assessment Check
Goal Setting
Planning
7-48Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
49. Components of the Career Management
Process
• Self-Assessment
–Use of information by employees to determine
their career interests, values, aptitudes, and
behavioral tendenciesbehavioral tendencies
–Often involves psychological tests
• Reality Check
–Information employees receive about how the
company evaluates their skills and knowledge
and where they fit into company plans
7-49Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
50. Components of the Career Management
Process, Contd.,
• Goal Setting
–The process of employees developing short- and
long-term career objectives
–Usually discussed with the manager and written–Usually discussed with the manager and written
into a development plan
• Action Planning
–Employees determining how they will achieve
their short- and long-term career goals
7-50Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
51. Design factors of Effective Career
Management Systems
1. System is positioned as a response to a business
need or supports a business strategy
2. Employees and managers participate in
development of the systemdevelopment of the system
3. Employees are encouraged to take active roles in
career management
4. Evaluation is ongoing and used to improve the
system
5. Business units can customize the system for their
own purposes 7-51Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
52. Design factors of Effective Career
Management Systems, Contd.,)
6. Employees need access to career information sources
7. Senior management supports the career system
8. Career management is linked to other human
resource practices such as training, recruitingresource practices such as training, recruiting
systems, and performance management
9. System creates a large, diverse talent pool
10. Information about career plans and talent is
accessible to all managers
7-52Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
53. Identify Your Career Stage
• Growth stage
• Exploration stage
• Establishment stage
– Trial sub-stage
– Stabilization sub-stage– Stabilization sub-stage
– Midcareer crisis sub-stage
• Maintenance Stage
• Decline Stage
7-53Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
54. Identify Your Occupational Orientation
• Realistic orientation
– Physical activities (forestry, farming)
• Investigative orientation
– Thinking, organizing, understanding (biologist)
• Social orientation
– Interpersonal rather than intellectual skills (social work, psychologist)
• Conventional orientation
– Structured, rule-regulated activities (banker, accountant)
• Enterprising orientation
– Influencing others (lawyers, PR executives)
• Artistic orientation
– Self-expression (artists, musicians)
7-54Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
55. Identify Your Career Anchors
• Career anchor
– A concern or value that a person you will not give up if
a [career] choice has to be made.
• Typical career anchors
– Technical/functional competence
10–55
– Managerial competence
• (analytical competence, interpersonal competence &
emotional competence)
– Creativity
– Autonomy and independence
– Security
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
56. Finding the Right Job
• Do Your Own Local Research
• Personal Contacts
• Answering Advertisements
• Employment Agencies
10–56
• Executive Recruiters
• Career Counselors
• Executive Marketing Consultants
• Employers’ Web Sites
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
57. Writing Your Résumé
• Introductory Information
• Job Objective
• Job Scope
• Your Accomplishments
10–57
• Your Accomplishments
• Length
• Personal Data
• Make Your Résumé Scannable
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
58. Handling the Interview
• Prepare, Prepare, Prepare
• Uncover the Interviewer’s Needs
• Relate Yourself to the Person’s Needs
• Think Before Answering
10–58
• Think Before Answering
• Make a Good Appearance and Show
Enthusiasm
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh
59. Career Plan - A sample
• My occupational orientation is enterprising
– Using my skills to influence others
• My career anchors are
– Managerial competence
– Security
10–59
– Security
• Career goals
– To be a VP of HR
• Development Steps
– More global responsibility
– More analytical business experience
Prof. Dr. Nazrul Islam, Canadian University of Bangladesh