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Laiho, Maarit; Brandt, Tiina – Career Development International, 2012
Purpose: The article aims to report the findings of quantitative and qualitative analysis of the benefits, drawbacks and future prospects of formal mentoring in medium-sized and large organisations. Design/methodology/approach: The empirical data for the study were collected via an online survey, and consist of responses from 152 human resource…
Descriptors: Foreign Countries, Mentors, Staff Development, Human Resources
Renkema, Albert; Schaap, Harmen; van Dellen, Theo – Career Development International, 2009
Purpose: The purpose of this paper is to investigate which psychological determinants relate to the intention to participate in development activities. Psychological determinants such as attitude toward development activities, self-efficacy, job satisfaction, organizational commitment and management support are related to the intention of support…
Descriptors: Job Satisfaction, Structural Equation Models, Self Efficacy, Intention

Wilson, John P.; Western, Steven – Career Development International, 2001
Surveys and interviews of 39 hospital staff uncovered mixed attitudes about preparation for performance appraisal and the process for formulating and implementing training and development plans, reflecting varying degrees of motivation, involvement, and commitment. Recommendations for improving appraisal and the training associated with it were…
Descriptors: Employee Attitudes, Hospitals, Organizational Effectiveness, Personnel Evaluation

McDonald, Kimberly S.; Hite, Linda M.; Gilbreath, Brad – Career Development International, 2002
Focus group interviews with 49 hourly employees explored job satisfaction and the role of career development activities. Satisfied workers were either not interested in advancement or felt they had advancement opportunities. Dissatisfied workers perceived inadequate rewards and lack of opportunities. Results suggested that fairness issues may…
Descriptors: Career Development, Job Satisfaction, Occupational Aspiration, Promotion (Occupational)

Holden, Richard J.; Hamblett, John – Career Development International, 1998
Regardless of their content, employee-development activities can engender common interests or mutuality with benefits to employer and employee. They promote lifelong learning, flexibility, increased motivation, commitment, loyalty, and hence effectiveness. (SK)
Descriptors: Employer Employee Relationship, Foreign Countries, Lifelong Learning, Organizational Development

Hetherington, Claire – Career Development International, 2002
Interviews with 23 newly appointed college support staff revealed that 52% had mentors; only 41% of mentoring relationships were active. Some felt that mentors were only for academic staff. Better documentation, entry-worker induction workshops, and mentor development workshops were called for. (SK)
Descriptors: Colleges, Foreign Countries, Higher Education, Mentors

van der Heijden, Beatrice I. J. M. – Career Development International, 2002
Occupational expertise of Dutch employees in early (n=73), mid (n=106), and late (n=54) career stages in small/medium-sized businesses was examined in relationship to three variables: participation in social networks, participation in training, and career initiatives. Network participation increased with age. Early- and late-career workers…
Descriptors: Age Differences, Career Development, Foreign Countries, Participation