Personal development plans: insights from a case based approach

Greenan, Peter

doi:10.1108/jwl-09-2015-0068

Cited by 9 publications

(4 citation statements)

References 24 publications

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“…Career growth, as motivator (Herzberg, 1987), has also an important influence on working atmosphere and its outcome of employee satisfaction in the workplace (Fernández-Aráoz, 2018; Greenan, 2016; Ludviga and Kalvina (2016); Kong et al , 2015; Lisa, 2014; Ali and Rehman, 2014). Fernández-Aráoz (2018) refers one of the generally overlooked topics of proactively surrounding employees with people who will push them to succeed in unexpected ways and, in so doing, build genuinely rich, purposeful lives of growth, excellence and impact.…”

Section: Theory and Past Researchmentioning

confidence: 99%

“…An employee can have always been moved and inspired by specific people , not just abstract professions. Greenan (2016) explores the implications of using a personal development plan as a means of focusing on continuous feedback and development to improve individual performance and ultimately organizational performance. Okoshi et al (2013) describe the ideal working environment required for a successful career path and work-life balance.…”

Section: Theory and Past Researchmentioning

confidence: 99%

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The mediating role of work atmosphere in the relationship between supervisor cooperation, career growth and job satisfaction

Ashraf

2019

JWL

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Purpose The purpose of this paper is to examine the mediating role of work atmosphere which have a positive influence on job satisfaction. Specifically, it focuses on how supervisor’s cooperation and career growth affect job satisfaction mediating through work atmosphere in a private corporate entity. Design/methodology/approach To attain this objective, a research framework with a mediating variable of work atmosphere was formulated. Using measurement scales created to assess different aspects of job satisfaction, career growth, supervisor’s cooperation and work atmosphere, a survey instrument was developed to test the various relationships implied by the framework. Data (n = 325) were collected from the employees of a local chemical company in Bangladesh following convenience sampling procedure. The analysis has been done by bootstrapping procedure following structural equation modeling (SEM). Findings The result shows that work atmosphere has a significant mediating role in linking supervisor cooperation and job satisfaction of the employees in the organization. Research limitations/implications As with any study, there are limitations to the study described here. One possible drawback is the use of a single company’s employees as respondents. Second, the sample size is not very large, because respondents were observed to be negligent in filling the questionnaire provided to them. If the sample size could be increased a bit more, then the authors might have better outcomes as postulated in the paper. Nevertheless, the usual cautions about over-generalizing findings from this sample, to populations for which it is not strictly representative, apply. The sample was not randomly drawn to represent a population to which findings could be generalized. Instead, it was a convenience sample, and as such, the ability to generalize the findings very far beyond the sample is limited. Practical implications From a practical perspective, as a cumulative body of work on job satisfaction with mediating variable of work atmosphere emerges, the authors will be better able to advise employers on the elements they need to address to increase their employee retention rate. In this study, the one area of findings that may help business and commercial organizations the most concerns work environment in the workplace. The authors found that supervisor cooperation and work atmosphere were associated with positive path value toward job satisfaction. Similarly, career growth and work atmosphere also exhibit positive path value towards job satisfaction. The implication is that employers can focus on supervisor cooperation in rightly and duly promoting the deserving employees, and in doing so, they can generate positive attitudes toward these activities. Originality/value This paper will add immense importance of work atmosphere to the organizational learning and behavior.

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Section: Theory and Past Researchmentioning

confidence: 99%

Section: Theory and Past Researchmentioning

confidence: 99%

The mediating role of work atmosphere in the relationship between supervisor cooperation, career growth and job satisfaction

Ashraf

2019

JWL

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“…Employees should be motivated to learn and improve their performance with this technology. Performance management is seen as a method of carrying out strategic goals while simultaneously managing employee growth to gain and maintain a competitive advantage, according to Greenan (2016). Institutions must prioritize staff development so that employees can focus on enhancing their aptitudes, competencies, and expertise.…”

Section: Personal Development Planmentioning

confidence: 99%

Performance Management Systems (PMS): Challenges and Opportunities in the Public Sector

Thusi

2023

IJSSRR

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In many scholars' public institutions should have effective and efficient Performance Management Systems (PMS) in place to promote and develop the performance of civil servants. In the public sector, good management of staff performance is fundamental for efficient service delivery. The mandate of public institutions is to offer quality and effective service delivery to the public; as a result, public institutions' performance is scrutinized by the public, who have higher expectations from the government. These expectations are based on the votes cast and the taxes paid by the public. Thus, public institutions should monitor and enhance each employee's performance and productivity to ensure efficient provision of public services. This article seeks to analyse the challenges encountered by the public sector in executing PMS and suggest the strategies the public sector can use to enhance staff performance.

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“…The review is based on: “Personal development plans: Insights from a case based approach” by Greenan (2016). Personal development plans (PDPs) are viewed as an ideal method for delivering more frequent performance reviews.…”

Section: Commentmentioning

confidence: 99%

Improving performance appraisal

2017

DLO

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings It has become something of a cliché to point out that a firm’s most important asset is its workforce. Yet in these increasingly challenging times, such reasoning remains as pertinent as ever. Human capital and the social networks that employees create are now viewed as key strategic resources. The more judicious companies clearly subscribe to this belief. Employee development is a top priority in the quest to secure and sustain a competitive edge over rivals. Despite this commitment, questions have been raised about the effectiveness of performance management. Most organizations tend toward the conventional approach whereby appraisals take place just once or twice a year. Under this system, the gap between reviews is a minimum of six months. Managers thus often struggle to properly address issues which do not occur close to these points. One significant consequence of this weakness is growth in the use of personal development plans (PDPs) as a viable alternative. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Personal development plans: insights from a case based approach

Cited by 9 publications

References 24 publications

The mediating role of work atmosphere in the relationship between supervisor cooperation, career growth and job satisfaction

The mediating role of work atmosphere in the relationship between supervisor cooperation, career growth and job satisfaction

Performance Management Systems (PMS): Challenges and Opportunities in the Public Sector

Improving performance appraisal

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