Developmental Purposes (developmental + purpose)

Distribution by Scientific Domains


Selected Abstracts


Perceived purposes of performance appraisal: Correlates of individual- and position-focused purposes on attitudinal outcomes

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2007
Satoris S. Youngcourt
Performance appraisals have traditionally been directed at individuals, serving either an administrative or developmental purpose. They may serve a role definition purpose as well. This study sought to identify and more broadly define the purposes of performance appraisals to include this role definition purpose. Furthermore, this study examined purposes of performance appraisals as perceived by the role incumbent, as opposed to the stated organizational purposes. The relationships between these perceived purposes with several attitudinal outcomes, including satisfaction with the performance appraisal, job satisfaction, affective commitment, and role ambiguity, are reported. Data from 599 retail service employees were used to test the hypothesized relationships. Results suggested support for a model consisting of three performance appraisal purposes having differential relationships with the outcomes examined, suggesting the purpose of the performance appraisal may influence ratees' perceptions of and attitudes toward their jobs. [source]


Relationships among developmental competency measures and objective work outcomes in a New Zealand retail context

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 2 2010
Duncan J. R. Jackson
Competencies represent an important and popular topic in human resource development. Despite this popularity, a divide exists between practitioner approaches to developmental competency measures and the empirical scrutiny of such approaches. However, the scarce empirical studies on competency measures have begun to bridge this gap. In the present study, behavioral competency ratings and objective outcome measures were collected from 118 entry-level employees in a retail organization in New Zealand. A correlational design was applied to data in this study and, with the use of canonical correlation analyses, meaningful relationships were observed among competency measures and objective work outcomes. Such relationships are presented as being practically useful when making decisions about weighting certain competencies over others for developmental purposes. [source]


360 Degree Feedback and Developmental Outcomes: The Role of Feedback Characteristics, Self-Efficacy and Importance of Feedback Dimensions to Focal Managers' Current Role

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 1 2006
Caroline Bailey
This longitudinal study investigates whether developmental changes following 360 degree feedback are predicted by the favourability of ratings received, and moderated by focal individuals' self-efficacy and perceived importance of feedback. Five developmental criteria are investigated longitudinally: (i) self-assessments, (ii) line managers' ratings, (iii) amount of developmental activity, (iv) global self-efficacy and (iv) self-efficacy for development. Feedback ratings from certain rater groups predicted changes in ratings, but not changes in self-efficacy or amount of developmental activity. Self-efficacy significantly moderated the feedback,performance association for certain rater groups, but feedback importance did not. Contrary to expectations, the focal individual's initial self-assessment predicted changes in self-efficacy, over the favourability of ratings received. The implications of these findings for organizations using 360 degree feedback for developmental purposes are discussed. [source]


Evaluation of 360 degree feedback ratings: relationships with each other and with performance and selection predictors,

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2001
Terry A. Beehr
Feedback from 360 degree ratings based on competency principles and used for developmental purposes was investigated for interrelationships among the ratings and for its relationships with performance and selection data. Relationships among: (1) feedback ratings from supervisors, peers, and self; (2) feedback ratings and selection test data; and (3) feedback ratings and performance appraisals on about 2000 employees of a Midwestern insurance company were examined. The 360 ratings by peers and managers were related to performance appraisals. All significant correlations of manager and peer ratings with selection tests were positive, but significant correlations of 360 degree self-ratings with selection tests were negative. Copyright 2001 John Wiley & Sons, Ltd. [source]