HRM textbook

344 PART 3 TRAINING AND DEVELOPMENT
From her experience, she knew that one way to do this
was to help her employees have successful and satisfying
careers, and she was therefore concerned to find that the
Hotel Paris had no career management process at all. Supervisors
weren t trained to discuss employees developmental
needs or promotional options during the performance
appraisal interviews. Promotional processes were informal.
And the firm did not attempt to provide any career development
services that might help its employees to develop a
better understanding of what their career options were,
or should be. Lisa was sure that committed employees were
the key to improving the experiences of its guests, and that
she couldn t boost employee commitment without doing a
better job of attending to her employees career needs.
For Lisa and the CFO, preliminary research left little
doubt about the advisability of instituting a new career management
system at the Hotel Paris. The CFO therefore gave
the go-ahead to design and institute a new Hotel Paris career
management program. Lisa and her team knew that they
already had some of the building blocks in place, thanks
to the new performance management system they had
instituted just a few weeks earlier (as noted in the previous
chapter). For example, the new performance management
system required that the supervisor appraise the employee
based on goals and competencies that were driven by the
company s strategic needs, and the appraisal itself produced
new goals for the coming year and specific development
plans for the employee.
Questions
1. Many hotel jobs are inherently dead end ; for example,
maids, laundry workers, and valets either have no great
aspirations to move up, or are just using these jobs
temporarily, for instance, to help out with household
expenses. First, do you agree with this statement why,
or why not? Second, list three specific career activities you
would recommend Lisa implement for these employees.
2. Build on the company s current performance management
system by recommending two other specific career
development activities the hotel should implement.
3. What specific career development activities would you
recommend in light of the fact that the Paris s hotels and
employees are disbursed around the world?
KEY TERMS
career, 327
career management, 327
career development, 328
career planning, 328
reality shock, 330
coaching, 333
mentoring, 333
9-box matrix, 339
transfers, 339
ENDNOTES
1. IBM s Centenary: The Test of Time, The
Economist, June 11, 2011, p. 20; IBM is
Founded, http://www.ibm.com/ibm100/
us/en/icons/founded/, accessed August 28,
2011.
2. See, for example, www.nobscot.com/
survey/index.cfm www.bls.gov/jlt/, accessed
April 27, 2011.
3. Jean Phillips and Stanley Gulley, Strategic
Staffing (Upper Saddle River, NJ: Pearson
Education, 2012).
4. The following example is based on
Barbara Hillmer, Steve Hillmer, and Gale
McRoberts, The Real Costs of Turnover:
Lessons from a Call Center, Human
Resource Planning 27, no. 3 (2004),
pp. 34 41.
5. Ibid.
6. www.worldatwork.org/waw/adimLink?
id=17180, accessed April 27, 2011.
7. Phillips and Gulley, Strategic Staffing,
p. 329.
8. Stephen Robbins and Timothy Judge,
Organizational Behavior (Upper Saddle
River, NJ: Pearson Education, 2011), p. 81.
9. Phillips and Gulley, Strategic Staffing, p. 328.
10. Max Messmer, Employee Retention: Why
It Matters Now, CPA Magazine, June/July
2009, p. 28; and The Employee Retention
Challenge, Development Dimensions
International, 2009.
11. Messmer, Employee Retention.
12. Ibid.
13. Jessica Marquez, IBM Cuts Costs and
Reduces Layoffs as It Prepares Workers for
an On Demand World, Workforce Management
84, no. 5 (May 2005), pp. 84 85.
14. David Wilson, Comparative Effects of
Race/Ethnicity and Employee Engagement
on Withdrawal Behavior, Journal
of Managerial Issues 21, no. 2 (Summer
2009), pp. 165 166, 195 215.
15. Paul Eder and Robert Eisenberger, Perceived
Organizational Support: Reducing
the Negative Influence of Coworker Withdrawal
Behavior, Journal of Management 34,
no. 1 (February 2008), pp. 55 68.
16. Wilson, Comparative Effects of Race/
Ethnicity and Employee Engagement.
17. Lisa Hope Pelled and Katherine R. Xin,
Down and Out: An Investigation of the
Relationship between Mood and Employee
Withdrawal Behavior, Journal of Management
25, no. 6 (1999), pp. 875 895.
18. Ibid.
19. Pelled and Xin, Down and Out.
20. Ibid.
21. For an examination of this, see ibid.
22. See, for example, Margaret Shaffer and
David Harrison, Expatriates Psychological
Withdrawal from International
Assignments: Work, Nonwork, and
Family Influences, Personnel Psychology
51, no. 1 (Spring 1998), pp. 87 118;
Karl Pajo, Alan Coetzer, and Nigel
Guenole, Formal Development Opportunities
and Withdrawal Behaviors
by Employees in Small and Medium-
Sized Enterprises, Journal of Small
Business Management 48, no. 3 (July
2010), pp. 281 301; and P. Eder, et. al.,
Perceived Organizational Support:
Reducing the Negative Influence of
Coworker Withdrawal Behavior, Journal
of Management 34 no. 1 (February
2008), pp. 55 68.
23. Adrienne Facts, Raising Engagement,
HR Magazine, May 2010, pp. 35 40.