Download PDF by Kalamas D.J., Kalamas J.B.: Developing Employee Capital. Setting the Stage for Life-long

By Kalamas D.J., Kalamas J.B.

ISBN-10: 0874257689

ISBN-13: 9780874257687

This publication may help redecorate and reconsider your techniques for the development of organizational functioning. It comprises details on association improvement and person developmental options. it is also reproducible overview instruments, lists of commercially on hand instruments, procedure checklists, making plans kinds, ROI computation courses, a coaching choice matrix, simple task research types, and step by step directions for designing, enforcing, and comparing developmental concepts.

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Additional info for Developing Employee Capital. Setting the Stage for Life-long Learning

Example text

Think about your future work life. In the space below, list all the goals you would like to achieve in the next 20 years. Try not to list your goals in general terms (“I want to be successful”). Instead, state your goals in specific terms (“I want to complete my master’s degree in Business Administration within the next five years”). 35 B. Now, go back through your list of long-range goals. Place each goal that you’ve listed into one of the specific time frames listed below. Goals that you wish to achieve in the next 10 to 20 years: DEVELOPING EMPLOYEE CAPITAL Goals that you wish to achieve in the next 5 to 10 years: Goals that you wish to achieve in the next 2 to 5 years: Goals that you wish to achieve within the next year: 36 C.

For example, an employee might feel that a TRAINING AS A DEVELOPMENTAL TOOL º º º º º º very difficult task is not worth doing if they are not punished (or only mildly reprimanded) or not sufficiently rewarded. Not doing the task is perceived as its own reward. Performance doesn’t matter to the employee. When performance of a job task is not periodically reinforced, then that performance will tend to disappear. In the same vein, if nonperformance is not punished, it will tend to continue. There are obstacles to performance.

Exploration continues with the person’s first job, as they evaluate additional career options. Until they gain adequate job experience, they usually require a good deal of direction and support to be successful. It’s very important for the company at this point to provide orientation programs and well-thought-out socialization activities so that new employees can be assimilated into the organization’s culture and become contributors as soon as possible. º Stage 2—Establishment. In this stage, individuals find their place in the organization and begin to be independent contributors.

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Developing Employee Capital. Setting the Stage for Life-long Learning by Kalamas D.J., Kalamas J.B.


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