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).…

This study examines staff development practices in community college student affairs. Nineteen interviews were conducted with supervisors in a variety of departments at community colleges. We found that supervisors frequently used multiple practices such as conducting staff meetings, attending institutional training, or viewing topical webinars…

The purpose of this study is to describe the management style, performance appraisal and employee development of selected personnel from an academic institution in Central Luzon, Philippines. The study used a descriptive-correlation research design with survey as the primary instrument for data gathering. 75 personnel took part in the survey with…

This research paper aims to identify the factors that will increase the performance and professionalism of the associates by using the study of the Salaya Pavilion Hotel Training Center (SPH) in Thailand as a case sample. In the study, staffs with two roles, called associates, were assessed for their job performance and motivation. Employing…

Performance appraisals traditionally have been studied quantitatively, from the manager's point of view, without considering their value or lack of value to workers. The absence of this information indicates that workers' perceptions and feelings have not always been considered. Therefore, the purpose of this phenomenological study was…

Achieving coherence and integration across staff professional development activities is facilitated when training, coaching and staff evaluation are guided by a clearly articulated program theory or "theory of change" that describes how skillful practice promotes desired outcomes. We focus on a theory of change for wraparound, a widely implemented…

The Conservation Technician Qualification (CTQ) is a recent development to meet the needs of a group of workers in the cultural heritage field. While following some of the principles underpinning UK National Vocational Qualifications, it is employer-initiated and owned, awarded by a professional institute, and wholly workplace-based. A short trial…

As employers scan the current workforce and anticipate future workforce needs, they frequently find that employees are not well-equipped with core content knowledge and 21st century workplace competencies, the combination of which the William and Flora Hewlett Foundation defines as "deeper learning." The cumulative effect of these…

The use of assessment centers to measure management potential is reviewed. Included are standards against which to evaluate centers, problems with the system, why many training managers prefer assessment to tests and interviews, and points to consider when converting an assessment center process to a management development experience. (CT)

Discusses nine areas to be considered in performance evaluation: (1) objectives, (2) frequency, (3) involvement, (4) skills, (5) employee responsibility, (6) prediscussion, (7) growth, (8) evaluation of the evaluation, and (9) employer evaluation. (JOW)

In a survey of 128 manufacturing employees, the perception that performance appraisal had developmental uses was associated with satisfaction with appraisals and appraisers. Reaction to the evaluation did not depend on the outcome of the appraisal or its perceived fairness. (SK)

Describes the horizontal/vertical personnel evaluation system developed by the Jones Library, and addresses the issue of evaluation as a tool for improving collective performance. (JPF)

Few companies are comfortable with their performance appraisal system. The author suggests trying (1) systems that recognize competing priorities and attempt to alleviate conflicts through intelligent design and (2) management training that emphasizes the importance of providing staff with ongoing feedback. (CH)

A procedure for identifying a nurse's professional abilities and deficits and establishing a learning program appropriate to individual needs includes five steps: assessment, identification of the problem, solution, implementation, and evaluation. (AG)

There are three phases in the process of introducing and establishing staff development. They may be characterized as: What is it? How do we get started? and How well are we doing? Sooner or later, an interest in some form of evaluation is inevitable. (Author/SSH)