Career Management Final

Front 1

Passion For Work - Malcolm Gladwell*

Back 1

knows that he will receive something out of the work he does; meaningful work*

Front 2

Personality Assessment

Back 2

a collection of emotional, thought, and behavioral patterns unique to a person, that is consistent over time

Front 3

Holland Vocational Orientation - Career Interest Profiler

Back 3

person's personality is a determinant of career choices

Front 4

Myers-Briggs Personality Inventory

Back 4

Certain personality types are attracted to and excel in preferred work environments

Front 5

Myers-Briggs Personality Inventory*

Back 5

yields 16 personality types*

Front 6

Introvert (know the difference between this and extrovert)*

Back 6

focus their attention and get energy from internal world*

Front 7

Extrovert (know the difference between this and introvert)*

Back 7

focus their attention and get energy from external world*

Front 8

Kiersey Temperaments

Back 8

temperaments are based on how you communicate and how you take action

Front 9

(Kiersey Temperaments) Communication includes:

Back 9

concrete (reality) and abstract (ideas)

Front 10

(Kiersey Temperaments) Action includes:

Back 10

utilitarian (do what works) and cooperative (do what's right

Front 11

Guardian (Temperament)

Back 11

speak mostly of their duties and responsibilities; obey the laws, follow rules, and respect rights of others (Concrete Cooperator)

Front 12

Idealists (Temperament)

Back 12

speak mostly of their hopes and imagine might be possible, morals (Abstract Cooperator)

Front 13

Artisans (Temperament)

Back 13

speak mostly about what they see right in front of them, about what they can get their hands (Concrete Utilitarian)

Front 14

Rationals (Temperament)

Back 14

speak mostly of what new problems intrigue them and what new solutions they envision; act as efficiently as possible to achieve their objectives, ignoring arbitrary rules and conventions if need be (Abstract Utilitarians)

Front 15

KTS-II

Back 15

measures temperament in only two choices

Front 16

McClelland's Theory of Needs*

Back 16

Achievement, Affiliation, Power (Personal and Institutional)*

Front 17

nPow - Personal Power

Back 17

want to direct and control others

Front 18

nPow - Institutional/Social Power

Back 18

want to organize efforts of others to further the goals of the organizations

Front 19

Veterans (65+)*

(know the different generations and what the works values are for each)

Back 19

hard working, conservative, conforming; loyalty to organization*

Front 20

Boomers (48-65s)*

(know the different generations and what the works values are for each)

Back 20

success, achievement, ambition, dislike of authority; loyalty to career*

Front 21

Xers (30-47s)*

(know the different generations and what the works values are for each)

Back 21

work/life balance, team-oriented, dislike of rules; loyalty to relationships*

Front 22

Yers (under 30s)*

(know the different generations and what the works values are for each)

Back 22

meaningful work, freedom, self-reliant but team-oriented; loyalty to both self and relationship*

Front 23

Occupational Skills*

Back 23

Data, People, Things*

Front 24

Career Ladders*

Back 24

are linear (only vertical movement)*

Front 25

Career Lattices

Back 25

both vertical and lateral movements

Front 26

Competency Model - Tiers 1-3*

Back 26

Fundamental Competencies*

Front 27

Competency Model - Fundamental Competencies (tiers 1-3)*

Back 27

1. Personal-effectiveness

2. Academic competencies

3. Workplace competencies*

Front 28

Competency Model - Tiers 4-5*

Back 28

Industry-Related Competencies*

Front 29

Competency Model - Industry-Related Competencies (tiers 4-5)*

Back 29

4. Industry-Wide Technical Competencies

5. Industry-Sector Technical Competencies*

Front 30

Competency Model - Tiers 6-9*

Back 30

Occupation-Related Competencies*

Front 31

Competency Model - Occupation-Related Competencies (tiers 6-9)*

Back 31

6. Occupation-Specific Knowledge Competencies

7. Occupation-Specific Technical Competencies

8.Occupation-Specific Requirements

9. Management Competencies*

Front 32

Job Market Research (examples)

Back 32

Occupational Outlook Handbook, Career One Stop, Google Finance, US State Department Careers

Front 33

Organizational Culture

Back 33

a common perception held by organization's members; a system of shared meaning

Front 34

When employee(s) and organization "fit together"

Back 34

more engagement, lower turnover, and higher job performance

Front 35

A.S.A. Model

(how organizational cultures form)*

Back 35

A (attracted) = similar people are attracted to the organization

S (select) = hiring managers select people who look and act like other employees

A (attrition) = the attrition rate for people who don't fit in is high*

Front 36

Hofstede's Framework for Assessing Culture*

Back 36

Power Distance, Individualism, Masculinity*

Front 37

(sociability) more sociability

Back 37

happier and more successful

(sociability)

Front 38

(emotional strength) ability to cope with stress

Back 38

happier and more successful

(emotional strength)

Front 39

(openness to people) more openness to people

Back 39

happier and more successful

(openness to people)

Front 40

(self reliance) more self-reliant

Back 40

happier and more successful

(self reliance)

Front 41

(intellectual curiosity) more intellectual curiosity

Back 41

happier and more successful

(intellectual curiosity)

Front 42

(flexibility) higher flexibility

Back 42

happier and more successful

(flexibility)

Front 43

Competency Model - 8 key competencies

Back 43

Critical thinking, oral and written communications, teamwork and collaboration, digital technology, leadership, professionalism and work ethic, global/intercultural fluency, career management

Front 44

Public Speaking

Back 44

#1 skill to develop; #1 fear of people

Front 45

Steps in the Performance Management Process*

Back 45

1. Identifying Performance Dimensions

2. Developing Performance Measures

3. Evaluate Employee Performance

4. Providing Feedback

5. Developing Action Plans to Improve Employee Performance*

Front 46

Curve of scores*

Back 46

1. Criticality

2. Uniqueness

3. Reliability

4. Visibility

5. Excellence*

Front 47

Criticality Score *

Back 47

Are you integral for the successof your organization?

Does your work directly influencethe bottom line of your organization?

Would your organization be lesscompetitive and effective if you left?*

Front 48

Uniqueness Score*

Back 48

Are you the only person who canperform your job effectively?

If you left the organization,would it be difficult to find your replacement?

Are you skills considered rare inthe labor market?*

Front 49

Reliability Score*

Back 49

Are you the person everyone goesto with critical tasks?

Are you the person people trustto deliver what you promise?

Are you the person everyone knowsis willing to put in the extra effort when needed?*

Front 50

Visibility Score*

Back 50

Do many people know thecontribution you make in your organization?

Do you have opportunities tointeract with senior leaders?

Do many people in theorganization know you personally?*

Front 51

Excellence Score*

Back 51

Are you regularly complemented atwork?

Do you consistently receive highperformance reviews?

Are you considered one of thebest people doing your type of work?*

Front 52

Employee Tests (examples)*

Back 52

Aptitude tests, cognitive ability tests, achievement tests, physical ability tests, work sample tests, personality inventories*

Front 53

Aptitude Tests*

Back 53

measure basic talents or abilities*

Front 54

Cognitive Ability Tests*

Back 54

measure general intelligence*

Front 55

Achievement Tests*

Back 55

measure applicants current knowledge or skill level*

Front 56

Physical Ability Tests*

Back 56

measure endurance, strength, or general fitness*

Front 57

Work Sample Tests*

Back 57

Perform sample of work representative of job*

Front 58

Personality Inventories*

Back 58

identify extent to which applicant possesses certain characteristics needed to be successful in a job*

Front 59

What is the best predictor of job performance?*

Back 59

Intelligence

Front 60

Reliability

Back 60

(consistency) how well a measure yields consistent over time

Front 61

Vailidity

Back 61

(accuracy) extent to which a measure measures what it is supposed to measure