Term
| Stakeholders in the Development Process |
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Definition
Employees
Help plan their own development
Improve their own performance
Managers
Help guide the process of development
Support success of process |
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Term
| Personal Developmental Plans |
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Definition
Specify actions necessary to improve performance
Highlight employee’s
Strengths
Areas in need of development |
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Term
| Personal Developmental Plans Answer… |
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Definition
How can I continuously learn and grow in the next year?
How can I do better in the future?
How can I avoid performance problems of the past? |
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Term
| Personal Developmental Plans:Overview |
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Definition
Developmental Plan Objectives
Content of Developmental Plan
Developmental Activities |
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Term
| Overall Developmental Plan Objectives |
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Definition
Encourage…
Continuous learning
Performance improvement
Personal growth |
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Term
| Specific Developmental Plan Objectives |
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Definition
Improve performance in current job
Sustain performance in current job
Prepare employee for advancement
Enrich employee’s work experience |
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Term
| Content of Developmental Plan |
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Definition
Developmental objectives
New skills or knowledge
Timeline
How the new skills or knowledge will be acquired
Resources
Strategies |
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Term
| Content of Developmental Plan(Continued) |
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Definition
Standards and measures used to assess achievement of objectives
Based on needs of organization and employee |
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Term
| Content of Developmental Plan(Continued) |
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Definition
Chosen by employee and direct supervisor
Taking into account
Employee’s learning preferences
Developmental objective in question
Organization’s available resources |
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Term
| Developmental Activities “On the Job” |
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Definition
On-the-job training
Mentoring
Job rotation
Temporary assignments |
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Term
| Developmental ActivitiesIn Addition to “on the Job” |
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Definition
Courses
Self-guided reading
Getting a degree
Attending a conference
Membership or leadership role
In professional or trade organizations |
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Term
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Definition
Explain what is necessary
Refer employee to appropriate developmental activities
Review and make suggestions regarding developmental objectives |
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Term
| Direct Supervisor’s Role(Continued) |
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Definition
Check on employee’s progress
Provide motivational reinforcement |
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Term
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Definition
Goals:
Understand the types of behaviors and skills that individuals have that allow them to perform well
Think about ways to use these behaviors and skills in other contexts to make further improvements in the future |
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Term
| Steps of a Feedforward Interview |
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Definition
Elicit a success story
Uncover the underlying success factors
Extrapolate the past into the future |
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Term
| 360-Degree Feedback Systems |
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Definition
Tools to help employees improve performance by using performance information gathered from many sources
Superiors
Peers
Customers
Subordinates
The employee |
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Term
| 360-Degree Feedback Systems (Continued) |
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Definition
Anonymous feedback
Most useful when used
For DEVELOPMENT
NOT for administrative purposes
Internet used for collecting data |
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Term
| Necessary Organizational Norms Include: |
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Definition
Cooperation
Openness and trust
Input and participation valued
Fairness |
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Term
Most effective for individuals who:
Are high in self-efficacy
Perceive a need to change
Believe change is feasible
Set goals and take action
Less effective for individuals who:
Are low in self-efficacy |
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Definition
Most effective for individuals who:
Are high in self-efficacy
Perceive a need to change
Believe change is feasible
Set goals and take action
Less effective for individuals who:
Are low in self-efficacy |
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Term
| Overview of 360-Degree Feedback Systems |
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Definition
Advantages of 360-Degree Feedback Systems
Risks of 360-Degree Feedback Systems
Characteristics of a Good 360-Degree Feedback System |
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Term
| Advantages of 360-Degree Feedback Systems |
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Definition
Decreased possibility of biases
Increased awareness of expectations
Increased commitment to improve
Improved self-perception of performance
Improved performance
Reduction of “undiscussables”
Increased employee control of their own careers |
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Term
| Risks of 360-Degree Feedback Systems |
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Definition
Unconstructive negative feedback hurts
Are individuals comfortable with the system? (User acceptance is crucial)
If few raters, anonymity is compromised
Raters may become overloaded.
Stock values may drop |
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Term
| Characteristics of a Good 360-Degree Feedback System |
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Definition
Anonymity
Observation of employee performance
Avoidance of survey fatigue
Raters are trained |
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Term
| Characteristics of a Good 360-Degree Feedback System |
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Definition
Used for developmental purposes only (at least initially)
Emphasis on behaviors
Raters go beyond ratings
Feedback interpretation
Follow-up |
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