Question 1

Sonnenfeld and Peiperl characterize an organization that is open to external recruitment at all levels and promotes on the basis of merit as being like a&#10;A)Baseball team&#10;B)Academy&#10;C)Club&#10;D)Fortress&#10;E)Market

Accepted Answer

Sonnenfeld and Peiperl describe an organization that is open to external recruitment at all levels and promotes based on merit as being like a "Baseball team," where talent is sourced from outside and advancement is based on performance.

Question 2

The relationship between career self-management (CSM) and organizational career management (OCM) tends to be&#10;A)Highly negative&#10;B)Somewhat negative&#10;C)Neither negative or positive&#10;D)Somewhat positive&#10;E)Very positive

Accepted Answer

The relationship between career self-management (CSM) and organizational career management (OCM) tends to be somewhat positive. While individual employees taking ownership of their careers through CSM can sometimes be seen as a threat to the traditional role of OCM in guiding career development, in actuality, the two can complement each other. When employees are actively engaged in CSM, they are better equipped to communicate their career goals and needs to their employers, which enables the OCM system to be more responsive to individual employees' career aspirations. Additionally, when organizations offer robust OCM programs that include training, coaching, and career development opportunities, it can facilitate CSM by providing employees with the resources and support they need to successfully manage their careers within the organization.

Question 3

According to the book, which of the following is not beneficial to OCM practices?&#10;A)Investment in organizational resources&#10;B)Fair selection for participation in development exercises&#10;C)Avoiding follow-up of development activities due to the negative reactions it causes.&#10;D)Separation of performance ratings from OCM&#10;E)Connection of OCM to organizational HRM and strategy

Accepted Answer

The book emphasizes the importance of following up on development activities and addressing any negative reactions to ensure the success of OCM practices. Choices A, B, D, and E are all mentioned as beneficial to OCM practices in the book.

Question 4

Recent studies by Clarke, Rodrigues and Guest, Hall and Las Heras and others show that organizational careers&#10;A)Have disappeared&#10;B)Are increasing in frequency&#10;C)Are still practiced by some people&#10;D)Reduce organizational competitiveness&#10;E)Continue to be the norm for most workers

Accepted Answer

Recent studies suggest that while traditional organizational careers may be less common than in the past, they still exist and are practiced by some individuals. The studies do not suggest that careers have disappeared or are becoming more prevalent, and there is no evidence to suggest that adopting traditional career paths reduces organizational competitiveness.

Question 5

According to the book, the key starting-point to the organizational management of careers is for the organization to&#10;A)Know what OCM is supposed to achieve&#10;B)Appoint a specialist manager to manage the function&#10;C)Feel empathy towards employees&#10;D)Have low labor turnover&#10;E)Have a loyal workforce

Accepted Answer

The key starting-point to the organizational management of careers is for the organization to know what OCM (Organizational Career Management) is supposed to achieve. This means having a clear understanding of the goals and objectives of the career management program and how it aligns with the organization's overall strategy and mission. Without a clear understanding of the purpose of OCM, it will be difficult for the organization to effectively manage and develop the careers of its employees. Therefore, option A is the best choice.

Question 6

'PDP' is an organizational career management technique. It stands for&#10;A)Personnel development process&#10;B)Productive dialogue planning&#10;C)Personal development plan&#10;D)Plan for departmental progress&#10;E)People development process

Accepted Answer

PDP stands for Personal Development Plan, which is a career management technique used to help employees identify and achieve personal and professional goals within an organization. It involves creating a plan that outlines an individual's current skills, strengths, and weaknesses, as well as their future career aspirations, and then developing strategies and steps to achieve those goals. Option A, B, D, and E are not correct as they do not represent the correct expansion for PDP.

Question 7

The case of Josie emphasizes that&#10;A)Career actors can build their careers without assistance from their organization&#10;B)Organizations can be used by career actors to develop their careers&#10;C)Organizations can provide culture and practices to support employees' careers&#10;D)Rigid organization structures are often damaging to their employees' careers&#10;E)Career success is facilitated when left to career actors' capable organizations

Accepted Answer

The answer of The case of Josie emphasizes that&#10;A)Career actors...

Question 8

Since the 1980s, organizational careers have been weakened by various trends in organizational design. Which of the following was not one of them? A Downsizing B Delayering
C Casualization D Specialization E Outsourcing

Accepted Answer

Specialization has not weakened organizational careers in the same way as the other trends listed. In fact, specialization can sometimes enhance career paths by providing more opportunities for skill development and advancement within a specific area of expertise. Downsizing, delayering, casualization, and outsourcing all have the potential to limit career advancement opportunities and the development of long-term relationships between employees and their organizations.

Question 9

Cascio changed his view that careers should be managed by organizations, and went on to maintain that they should be controlled and managed by&#10;A)HRM departments&#10;B)The government&#10;C)Career actors&#10;D)Trade unions and professional associations&#10;E)They are essentially unmanageable

Accepted Answer

Cascio changed his view that careers should be managed by organizations and suggested that individuals should take personal ownership of their careers and act as career actors, making intentional choices and actively managing their own career paths.

Question 10

'Contest mobility' refers to a career mobility system in which employees compete for higher positions within the framework of&#10;A)Political connections&#10;B)An open market&#10;C)High-level sponsorship&#10;D)Ruthless and sometimes unfair competition&#10;E)Sophisticated HRM

Accepted Answer

Contest mobility implies an open market system in which employees compete for higher positions based on their skills, qualifications, and achievements rather than political connections or high-level sponsorship. It is a merit-based system of career mobility that rewards performance and promotes a culture of competitiveness and excellence. Sophisticated HRM practices, such as talent management and succession planning, can support contest mobility by identifying and developing high-potential employees and creating opportunities for career advancement based on their capabilities rather than seniority or tenure. However, contest mobility can also lead to ruthless and unfair competition if not managed effectively, and it may not be suitable for all organizations or industries.

Deck 14: Organizational Career Management