Organization Development and Change

Organization Development and Change

Thomas G. Cummings

Christopher G. Worley

Chapter Eighteen:Developing and

Assisting Members

Cummings & Worley, 8e (c)2005 Thomson/South-Western

18-2

Learning Objectivesfor 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


18-3

Career Stages

• Establishment Stage (ages 21-26)

• Advancement Stage (ages 26-40)

• Maintenance Stage (ages 40-60)

• Withdrawal Stage (age 60 and above)


18-4

Career Stages and Planning IssuesEstablishment 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 How do I help others? Should I reassess and redirect my career?

Withdrawal What are my interests outside of work? Will I be financially secure? What retirement options are available to me?


18-5

Career Planning Resources Communication regarding career opportunities and

resources within the organization Workshops to assess member interests, abilities, and

job situations and to formulate career plans Career counseling by managers or human resource

department personnel Self-development materials directed toward

identifying life and career issues Assessment programs that test vocational interests,

aptitudes, and abilities relevant to career goals


18-6

Career and Human Resource Planning

Personal objectivesand life plans

Occupational andorganizational choice

Job assignment choice

Developmentplanning and review

Retirement

Business objectives and plans

Ways to attract and orient new talent

Methods for matching individuals and jobs

Ways to help people perform and develop

Ways to prepare for satisfying retirement

Individual Career Planning Human Resources Planning


18-7

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


18-8

A Framework for Managing Diversity

External Pressures For & Against Diversity

Internal Pressures For & Against Diversity

Management’sPerspectives &

Priorities

StrategicResponses

Implementation


18-9

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


18-10

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


18-11

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


18-12

Culture and Values Diversity• Trends

– Rising proportion of immigrant and minority-group workers

– Shift in rewards• Implications

– Flexible organizational policies– Autonomy– Affirmation and respect

• Interventions– Career planning and development– Employee involvement– Reward systems


18-13

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


18-14

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


18-15

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

Individual Differences

Cognitive/Affective:Type A or B, hardiness, social support, negative affectivity

Biologic/Demographic:Age, gender, occupation, race

A Model of Stress and Work


18-16

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

Documents

Organization Development and Change