Mployees Role in Employee Development Part II
Respond to two or more of your colleaguesi?? postings in one or more of the following ways: (COLLEAGUE POSTS ATTACHED)
Ask a probing question, substantiated with additional background information, evidence, or research.
Share an insight from having read your colleaguesi?? postings, synthesizing the information to provide new perspectives.
Offer and support an alternative perspective using readings from the classroom or from your own research in the Walden Library.
Validate an idea with your own experience and additional research.
Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.
Expand on your colleaguesi?? postings by providing additional insights or contrasting perspectives based on readings and evidence.
Course Text: Aguinis, H. (2013). Performance management (3rd ed.). Upper Saddle River, NJ: Prentice Hall.
Chapter 8, i??Performance Management and Employee Developmenti??
This chapter explores the importance and benefits of including a developmental plan as part of the performance management system. It also describes the shortand long-term objectives that should be included in the development plan. In addition, the chapter reviews the importance of understanding the role that a direct supervisor plays in the design and implementation of a development plan.
Case Study: DeLuca, M. J. (2008). Forever U. case assignment.
Copyright 2011 by Matthew J. DeLuca. Reprinted with permission.
This case study examines an incident that took place between the Department of Education and a group of graduate-level students at a university. The issue pertains to a set of Fulbright-Hays scholarship applications that were disqualified by the Department of Education because they failed to meet the mailing deadline due to a missed courier pickup. The case discusses the actions that were taken in and around the mailroom of the university.
Article: Drucker, P. F. (2005). Managing oneself. Harvard Business Review, 83(1), 100i??109.
Retrieved from the Walden Library using the Business Source Complete Database.
This article examines Kayes recommendation of a power-charged system for employee evaluation that involves managers engaging staff members and encouraging the best talents from the moment of hire consistently throughout the relationship rather than the traditional six-month or annual evaluation.
Article: Brudan, A. (2010). Rediscovering performance management: Systems, learning and integration. Measuring Business Excellence, 14(1), 109i??123.
Retrieved from the Walden Library using the Emerald Management Plus database.
Article: Drucker, P. F. (1999). Managing oneself. Harvard Business Review, 77(2), 64i??74.
Retrieved from the Walden Library using the Business Source Complete database.
Article: Ellis, K. (2004, December). INDIVIDUAL DEVELOPMENT PLANS: The building blocks of development. Training, 41(12), 20i??25.
Retrieved from the Walden Library using the ProQuest Central (Legacy Platform) database.