This policy brief is part of a series of thematic policy briefs prepared as part of the OECD's Resourcing Higher Education Project. It examines the frameworks that govern the employment of academic staff in publicly funded higher education institutions in Israel. It compares these frameworks to those in place in comparable OECD higher education…

Drawing on social exchange theory, the objectives of the study were to examine how succession planning relates to employee performance and assess whether career development and performance appraisal mediate this relationship. Using survey methodology, data were collected from permanent employees at several commercial banks (N = 239; 62% male).…

High rates of principal turnover nationally mean that school districts constantly are called on to recruit and select new principals. The importance of a school's principal makes choosing candidates who will be effective paramount, yet we have little evidence linking information known to school districts at time of selection to principal's future…

The purpose of this study was to explore the performance appraisal experience of 14 mid-level women in student affairs administration at four-year colleges and universities in Northern Illinois using a qualitative research approach involving personal interviews. Previous research on career development and advancement of mid-level women in student…

Performance reviews, while stressful, can prepare employees for the next stages of their career. The best performance reviews are those where the supervisor knows the employee's skills and talents and offers suggestions on how to use those talents to develop other areas of job performance and professional growth. In this article, the author…

The New York State Division of Budget uses a decentralized system to assess promotion candidates by comparing their training, experience, and recent performance to the proposed position. Managers and candidates find the system more effective than traditional written/oral exams. (SK)

Job evaluations offer the opportunity to improve employee ratings and advance career growth. Suggestions for understanding a formal performance appraisal (intent, function, and process) are given along with general performance measurements. Guidelines are offered to help make wise use of the process for career growth. (DH)

Tested effects of three sex variables on managerial career evaluations. The variables were sex of evaluator, sex of manager, and predominate sex of manager's subordinates. Subjects evaluated four managers, in an "in basket" format. Manager's sex and predominate subordinate sex frequently interacted. (Author)

The authors state that when career development and performance appraisal are viewed as supporting each other, each becomes stronger. Consequently, each is in a better position to achieve the broad organizational objective of increasing the contributions of human resources. (CT)

FYI For Your Improvement (4th Edition) provides step-by-step guidance for anyone who wants to develop new competencies or for anyone working with another person on their development. This edition contains: Introduction; Strategies for Improvement; General Development Plan; Organization for "FYI For Your Improvement"; Competencies; Performance…

Describes the current state of Japanese human resource development, influenced by lifetime employment and seniority practices, and the emerging system, shifting to long-term and performance-based practices. Addresses critical issues: linkages with business strategies, changes in organizational structure, and new evaluation practices. (SK)

In France, career paths are negotiated not just on the industry level but also within companies. Since the passage in 1982 of the Auroux Laws, which require companies to undertake annual negotiations regarding real wages, real working hours, and the organization of work time, there has been a trend toward creation of individualized career paths.…

Describes the "Z" type training methods used in Japan. This training emphasizes interpersonal relations, long-term development, participative relationships, ability to perform several jobs, and individual patience and tolerance. (CT)

Presents a model of a conceptually integrated career development program. The model uses the notion of competencies to integrate a career development program into an organization, since the goals and objectives of any organization, in some way, are linked with human resources requirements. (CT)

Reviews 278 studies published on vocational behavior and career development in 1982, in the following major categories: discrimination; performance; turnover; satisfaction; commitment and involvement; job analysis and evaluation; selection; life history experiences; performance appraisal; assessment centers; training; unions; alternate work…