The Use of Personal Development Plans (PDPs) in the Workplace: A Literature Review

Beausaert, Simon; Segers, Mien; Rijt, Janine van der; Gijselaers, Wim

doi:10.1007/978-94-007-0802-0_14

Cited by 22 publications

(17 citation statements)

References 60 publications

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“…The Perceived Purpose of the PDP To measure the perceived purposes of the PDP, the Perceived Nature of the Assessment Goals Questionnaire (PNAGQ) was developed, based on a literature review on PDP assessment in organizations (Beausaert et al 2011). The questionnaire asks the employees to rate the perceived PDP purposes on a 5-point-Likert scale concerning the strength of its pursuit going from 'totally agree' to 'totally disagree'.…”

Section: Methodsmentioning

confidence: 99%

“…More specifically, the supervisor-who often communicates the purpose, coaches the process and motivates the employee-and the feedback given by the supervisor play a pivotal role. The feedback stimulates the employee's reflection and is essential to let the employee develop (Beausaert et al 2011;Smith and Tillema 2003). Next, changes within the environment of the employee such as reorganizations, technological innovations and new products, are important triggers for employees to reflect.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

“…For example, the employee's motivation, self-efficacy, need for reflection and age (Beausaert et al 2011). Moreover, with respect to environmental conditions, how the PDP is introduced and supported by the company, the learning culture and the supervisor can influence the effects of the tool significantly.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

“…Furthermore, in addition to the purpose of the PDP, there are various personal, environmental and career related conditions which can influence the PDP practice and in turn the undertaking of learning activities and the employee's performance (Beausaert et al 2011). For example, the employee's motivation, self-efficacy, need for reflection and age (Beausaert et al 2011).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

“…PDPs have come into widespread use, not only in the fields of medicine and education, but also in business contexts and governmental offices (Beausaert et al 2011). For example, a survey in the Netherlands among companies in the region of Limburg indicated that in the context of talent management 89% of the companies are using PDPs (GITP 2008).…”

Section: Introductionmentioning

confidence: 99%

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Using a Personal Development Plan for Different Purposes: Its Influence on Undertaking Learning Activities and Job Performance

Beausaert

Segers

Gijselaers

2011

Vocations and Learning

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Today, organizations are increasingly implementing assessment tools such as Personal Development Plans. Although the true power of the tool lies in supporting the employee's continuing professional development, organizations implement the tool for various different purposes, professional development purposes on the one hand and promotion/salary raise/selection/accountability purposes on the other (Smith and Tillema 2001). The study presented here aims at a better understanding of how the purpose of the Personal Development Plan (PDP), as perceived by the employee, influences the extent to which s/he undertakes learning activities and consequently leads to improved performance. Data were collected from 286 employees working in a regional Dutch governmental office and 81 experts from an international organization that is specialized in medical technology (N=367). Data were analyzed by conducting hierarchical regression analyses. Results indicate that perceiving the PDP either as a learning and development tool or as a promotion and selection tool, positively predicts the undertaking of learning activities and the employee's performance. Follow-up regression analysis indicated that the most powerful predictor of undertaking learning activities and a high-quality performance is the extent to which employees perceive PDPs as serving learning and development purposes. The results of this study suggest that if an organization wants their employees to learn by undertaking learning activities and in turn perform better, the tool should in the first place be introduced and used as a learning and development tool.

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Section: Methodsmentioning

confidence: 99%

Section: Limitations and Future Researchmentioning

confidence: 99%

Section: Limitations and Future Researchmentioning

confidence: 99%

Section: Limitations and Future Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Using a Personal Development Plan for Different Purposes: Its Influence on Undertaking Learning Activities and Job Performance

Beausaert

Segers

Gijselaers

2011

Vocations and Learning

Self Cite

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Personal Development Plan, Career Development, and Training

Beausaert¹,

Segers²,

Grohnert³

2014

The Wiley Blackwell Handbook of the Psychology of Training, Development, and Performance Improvement

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Effective personal development plans contextualized: The role of the autonomy‐supportive people manager in sustaining employees' self‐directed learning

Lejeune

Beausaert

Raemdonck

2022

Human Resource Dev Quarterly

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This qualitative research explores how the broader social context supports employees' self‐directed learning (SDL) when using a personal development plan (PDP), focusing especially on the people manager's role. Based on deductive and inductive analysis of verbatim transcripts from 28 semi‐structured interviews with employees and people managers in a non‐profit organization, the study reaches three main findings. First, it confirms the key role that people managers play within PDP practices and their need to balance autonomy support, and structure, adapting their leadership style to employees. Second, it confirms the added value of PDPs for long‐term learning goals and for creating a “humanitarian corridor” for personal and professional development, where efficient formal learning is complemented by informal learning activities embedded and situated in the work itself. Finally, it articulates a new conceptualization of SDL within a broader social context. These findings are complemented by practical implications and directions for future research.

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The Use of Personal Development Plans (PDPs) in the Workplace: A Literature Review

Cited by 22 publications

References 60 publications

Using a Personal Development Plan for Different Purposes: Its Influence on Undertaking Learning Activities and Job Performance

Using a Personal Development Plan for Different Purposes: Its Influence on Undertaking Learning Activities and Job Performance

Personal Development Plan, Career Development, and Training

Effective personal development plans contextualized: The role of the autonomy‐supportive people manager in sustaining employees' self‐directed learning

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