Developmental Assignments Research Articles

PENGEMBANGAN PROGRAM BIMBINGAN DAN KONSELING DALAM MEREDUKSI PERILAKU DISRUPTIVE SISWA KELAS 8 SEKOLAH MENENGAH PERTAMA

This research aims to develop guidance and counseling programs in reducing disruptive behavior of students in class VIII SMP Negeri 4 Cimahi City. This is based on initial findings on the results of a need assessment using the Developmental Assignment Inventory which shows aspects of emotional maturity are still low, where students who have low emotional maturity tend to behave disruptive or disrupt the class. The research method used is Research & Development. The main objective of this research is to produce a product for developing a guidance and counseling service program at SMP Negeri 4 Cimahi.

Expatriation and repatriation as one integrated process: the roles of developmental assignments, repatriate turnover, employee willingness for expatriation and repatriation support practices

PurposeThis paper aims to integrate the perspectives of expatriation and repatriation not as two unrelated stages but rather as one integrated process.Design/methodology/approachA sample comprising 94 human resource (HR) representatives from large Taiwanese multinational corporations (MNCs) provided objective data on the organizational expatriate/repatriate practices.FindingsThe use of developmental assignments was positively related to organizational repatriate turnover, but such a positive relationship was significant only when MNCs used low levels of repatriation support practices. Organizational repatriate turnover was negatively related to employee willingness for expatriation and the use of developmental assignments increased employee willingness for expatriation. Organizational repatriate turnover was a competitive mediator between the use of developmental assignments and employee willingness for expatriation. Moreover, organizational repatriate turnover mediated the relationship when MNCs used low levels of repatriation support practices, but not when MNCs used high levels of repatriation support practices.Practical implicationsMNCs should ensure the use of development assignments is matched with high levels of repatriation support practices and treat expatriation and repatriation management as one integrated process.Originality/valueAs the world economy becomes more integrated, MNCs are increasingly challenged in their efforts to send employees abroad on expatriate assignments that are developmental by design, to reduce organizational repatriate turnover and to increase employee willingness for expatriation. However, there is a lack of understanding about how they are all linked.

CAREER GROWTH AND EMPLOYEE DEDICATION IN THE BAYELSA STATE CIVIL SERVICE

This study investigated the relationship between Career Growth and Employee Dedication of the Bayelsa State Civil Service. The study identified 4,413 civil servants between Grade Level 8 and Grade Level 14. A sample of 367 representatives was drawn using Yamene’s (1967) formular. Data retrieved from 281 valid copies of the questionnaire were analyzed to generate descriptive outputs, with the aid of the International Business Machine Statistical Package for Social Sciences version 28.0.1. Three hypotheses were tested using Spearman’s Rank Order Correlation Coefficient. All dimensions of Career Growth (career goal progress, professional ability development and organisational rewards) were found to have positive and significant relationship with dedication. The study concluded that higher levels of career goal progress, professional ability development and organisational rewards are associated with higher levels of dedication. The study recommends that government should: (i) enable workers attend more developmental programs, and carry out developmental assignments; coached workers on how to set and attain career goals for specific positions, (ii) create more opportunities for workers to develop new professional skills, knowledge and competencies, and (iii) review reward system to re-introduce incentive schemes such as transportation allowance, meal subsidy, utility allowance, and non-financial incentives such as compliments, public recognition, and awards. KEYWORDS: Career Growth, career goal progress, professional ability development, and organisational rewards growth, dedication

Exploring developmental assignments shaping experience-driven acquisition of leadership competencies in young clinicians

BackgroundExperiential leadership development is well documented in the corporate sector, but those models cannot be applied as is, in the healthcare domain. The current study proposes a framework for the healthcare sector to enable experiential leadership development for young clinicians. The authors identify developmental assignments (DAs) and explore those characteristics [developmental assignment characteristics; DACs] therein that help develop leadership competencies in young clinicians.MethodsAs part of a qualitative exploratory study in Pakistan, the authors conducted 16 semi-structured interviews with senior clinicians in leadership positions with post-graduate residents under their supervision from different medical specialties. The participants were selected through purposive sampling, ensuring a maximum variation sample. Focusing on participants’ experiences and perspectives related to experience-driven leadership development, the authors used a multi-level theoretical framework for analysis.ResultsThe thematic analysis resulted in 19 subthemes with four overarching themes for both objectives. The authors categorized the developmental assignments (DAs) into clinical, academic, and administrative assignments. These assignments can be utilized for leadership development by ensuring that they have the requisite characteristics built into their context and structure. These developmental assignment characteristics (DACs) can range from learner-driven to supervisor-driven. The learner-driven characteristics include autonomy, high levels of responsibilities, unfamiliar assignments, working across boundaries, managing diversity, making a commitment, and creating change. The supervisor-driven characteristics include briefing, debriefing, accountability, and learner-assignment matching. The authors also developed a learner-assignment matching (LAM) framework to guide supervisors in customizing and adjusting the level of each DAC in a DA.ConclusionA modern healthcare educational system can utilize studies like this to enable supervisors to develop required leadership skills in young clinicians along with clinical skills.

The Influence of Self-Concept on The Learning Achievement of Children Aged 5-6 Years at RA Perwanida Bendunganjati Pacet

Learning achievement of early childhood indicates how much a child can fulfill his developmental assignment according to the child's age stage. Therefore, a child's learning achievement must be maximized so that this golden age does not pass unnoticed. Various factors influence a child's level of achievement, one of which is the self-concept. Field data indicate that some behaviors indicate a negative self-concept. On the other side, a child's learning level has not been evenly distributed. This study aims to know: 1) profile of self-concept of aged 5-6 years old children; 2) Profile of learning achievement of 5-6 years old children; and 3) the effect of self-concept on the learning achievement of 5-6 years old children in RA Perwanida Bendunganjati Pacet. This study used the correlational quantitative research method. The population in this study was 5-6 years old children at RA Perwanida Bendunganjati with 23 children sample specified by purposive sampling technique. The results showed an effect of self-concept on the learning achievement of 5-6 years old children in RA Perwanida Bendunganjati Pacet positively and significantly. This can be seen from the result of a simple linear regression equation that amounted to Y = 190,631 + 1.376X. The positive validity regression coefficient showed its positive direction of the variable effects X to Y, meaning the higher the value of the variable X, it will be higher the value of the Y variable. The percentage of the effects of self-concept on learning achievement is 36.2%.

Practice makes perfect: a WID approach for Human Resource Management Honours students at a South African university

Little is known about how postgraduate students should be taught to write in their discipline. This research explores how a research preparation module supported Human Resource Management Honours students to write their research reports at a South African university. The module incorporated a ‘Writing in the Disciplines’ (WID) approach, because students, who worked in groups, wrote a series of developmental assignments marked according to rubrics that made the conventions of the report explicit. Many of the developmental assignments were rewritten as components of the research report. In order to determine if rewriting the assignments improved the students’ writing, the assignments from four groups were evaluated against the students’ rubrics. The redrafted assignments met more of the criteria in the marking rubrics. Since all group members spoke English as an additional language, this approach might benefit postgraduate students in similar contexts. The findings suggest that academic staff who want to offer developmental assignments prior to the submission of a larger research text should ensure that students are supported in two ways. Firstly, the design of the assignments should provide students with the opportunity to practice writing all the components of the larger piece of research writing. Secondly, supervisors and academic literacies practitioners should collaborate more effectively so that they can use what they learn from each other to better support students to write for their disciplines.
 How to cite this article:
 ARNOLD, Laura. Practice makes perfect: a WID approach for Human Resource Management Honours students at a South African university. Scholarship of Teaching and Learning in the South, v. 2, n. 1, p. 42-59, Apr. 2018. Available at: http://sotl-south-journal.net/?journal=sotls&page=article&op=view&path%5B%5D=25
 
 This work is licensed under the Creative Commons Attribution 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/

The Impact of Management Development Practices on Organizational Commitment

Social exchange theorists argue that organizations that provide developmental assignments raise employee commitment. But such assignments may also undermine commitment by increasing the recipients’ value in the external labor market. We compare the effect of developmental assignments on organizational commitment with that of other development practices: coaching, mentoring, training, and support from the direct superior and senior management. We also test whether synergies arise when developmental assignments are combined with the other development practices. Using a sample of 312 highly skilled professionals working in over sixty countries, in a variety of industries and firms of various sizes, we find that developmental assignments are the strongest driver of organizational commitment, together with support from senior management. The positive relationship between developmental assignments and organizational commitment is weaker in the presence of other development practices. © 2015 Wiley Periodicals, Inc.

How can Employers Benefit the most from Developmental Assignments? The Need- Supply Fit Perspective

Our study investigates the impact of fit between the developmental assignments supplied by organizations and the assignments that employees need. We examine how such fit impacts important work outc...

Desenvolvimento tecnológico e a indução jurídica em face da Constituição do Brasil de 1988

The 1988 Constitution of Brazil extols in Art. 219 that the internal market integrates the national patrimony and will be encouraged to provide the technological autonomy of the country. According this constitutional provision and the competences for state intervention on economic domain (Art . 174 CF/88) stands out the inducement as the way to attract the private sectors of economic activity in this endeavor. The theme of innovation, including, the technological ones, requires attention and must be treated at the level of strategic sector for socioeconomic development as proposed by Joseph Schumpeter. In this sense governments have constitutional power under Art. 218 to intervene on behalf of public and private investments in the context of science, research and technological expertises. This duty is based on the achievement of the constitutional purpose of ensuring national development (Art. 3, II). It is the course that Norberto Bobbio denominates encouragement techniques which do not abandon the traditional image of law as protector-repressive system. But, praises the promotional function of the state in its legitimate socioeconomic developmental assignment, as John Maynard Keynes advocates.

The impact of obstacles defined by developmental antecedents on resilience in leadership formation

Purpose – The aim of this paper is to report findings from research conducted that links the role of obstacles defined by developmental antecedents to the level of resilience within a leader. Design/methodology/approach – The study reflects responses from 167 participants and utilizes leadership antecedents categories, the Differentiation of Self Inventory, Short Form and the Connor Davidson Resilience Scale. Findings – The results demonstrate that resiliency is positively correlated with both the leadership antecedents and differentiation of self. In light of the research findings, the authors will highlight the relationship between resiliency and the leadership antecedents (including developmental assignments, developmental relationships, developmental experiences, and developmental training), highlight the relationship between resiliency and differentiation of self, and provide rationale for the absence of a relationship between differentiation of self and the leadership antecedents. Research limitations/implications – The study does not demonstrate how the developmental antecedents might work in combination with one another to develop resiliency. Therefore, one recommendation would be to further verify the interrelationship of developmental antecedents and the nature of their relationship with leader resiliency. If research can determine the interrelationship of these developmental antecedents on the development of resilience, then implications exist within the leadership formation process and for new forms of leadership training. Originality/value – Based on the findings, the authors intend to provide an argument for why obstacles and developmental experiences are a logical and necessary part of the formation process for leaders and suggest the importance of emerging leaders attending to this dimension of their own leadership formation journey.

Executive career success in search-firm-mediated moves across employers

This paper integrates the economic and sociological literatures on market intermediaries to examine the ways in which a labor market intermediary, executive search firms, alter career outcomes for executives who move across organizations. Analyses of the proprietary dataset of a large multinational executive search firm show that executives whose moves are mediated by the search firm are more likely to obtain a promotion or move to a larger and more reputable new employer than those who move without such mediation, but they are not more likely to move to a developmental assignment: one in a new function or in a new industry. The results suggest that the search firm constrains executives' options by matching their existing knowledge and skills with open positions.

Are you willing to do what it takes to become a senior global leader? Explaining the willingness to undertake challenging leadership development activities

Although the importance of on-the-job-learning as a global leadership development tool has been widely acknowledged by both scholars and practitioners, there is limited research on the willingness of employees to undertake such challenging assignments. Building on social exchange theory, we examine potential factors explaining the willingness of individual employees to undertake challenging global leadership development activities, such as cross-functional and international assignments and assignments related to reorganisations or new businesses. Our analysis of 427 individuals from 14 multinational companies reveals that the willingness to accept on-the-job challenges is positively associated with knowing that one has been formally identified as talented, identification with corporate values, and acknowledgement of the effectiveness of developmental assignments. Previous experience of working or studying abroad, and cross-functional experience also turned out to be positively related. Interesting differe...

Women Career Advancement in Public Service: A Study in Indonesia

There are lots of facilities provided by the Indonesian public service to the Muslim women public servant to ease the effect of working on their families such as child care, job sharing, flexible hours, longer maternity leave and working from home. On top of that, policies available that support the women are treating them with the same trust and confidence, giving them the same assignment, paying them comparable salaries as men and not to relocate them for the sake of career advancement. It is found out that the factors that contribute to their career success were experience, education, seniority, interpersonal skills, ability in tackling superiors, commitment and dedication, support from superiors, colleagues and family and leadership styles. On the other hand, they believe that there are some factors that hinder them from career advancement which are preference for family, limited access to professional training, personality, lack of leadership charisma, lack of confidence, society expectation, gender bias, lack of qualification; power; prestigious developmental assignments and informal network, no mentoring system, low self esteem and not taken seriously. They believe that Muslim women are capable in leading organizations as physical inferiority compared to men is not a factor in their religion. In fact, they should be obeyed and respected as men as their religion does not prohibit them to be the leader of men in general. This is due to gender is not a factor but their capabilities are. Moreover, Indonesian Muslim women public servants are more concerned of their staff. However, family is more important than their career. Thus, these Indonesian public servants believe that Muslim women should assist their family financially if the husbands are unemployed or terminally ill. Majority agreed that they have good prospects for promotion in their departments. Hence, they would apply promotion in the next three to five years. In order to get the promotion, they are willing to devote their time to advance in their career such as to further studies, perform abilities, attend courses, develop network with management or change leadership style. Majority of them would also like to adjust their career aspiration if they are unsuccessful in their career advancement. However, only one of them would like to leave the organization.

The role of goal orientation in leadership development

AbstractGoal‐orientation theory and research offer a lens to better understand the mechanisms of experiential learning in developmental assignments for managers. This study presents a research model that depicts how goal orientations influence the development of leadership skills from experience. The model indicates how individual and situational characteristics interact and influence managers' learning outcomes. By extension, the model proposes how situations could be altered to increase how much managers learn from work experiences. Future research directions on experiential learning as part of management development are also proposed.

Lessons of Experience: Key Events and Lessons Learned of Effective Chief Medical Officers at Freestanding Childrenʼs Hospitals

As the healthcare environment changes, physician executives who are effective leaders and agents of change are needed. Healthcare organizations that are successful at developing effective physician leaders will be at an advantage. This article examines how physician leaders develop on the job. Such knowledge and insight can be useful to healthcare systems looking to develop a new physician leadership development program or improve an existing one. This study identified that learning from other people (e.g., mentors, role models, bosses) and key events involving hardships are valuable means in developing leadership acumen for chief medical officers (CMOs) at freestanding children's hospitals. Most of the hardships CMOs reported were a result of mistakes made when they were trying to institute change. CMOs reported a disproportionately low number of learning events from developmental job assignments. This finding may indicate a lost opportunity on the part of healthcare organizations in developing leaders. The most frequent lessons learned pertained to handling relationships, interpersonal skills, and executive temperament. Skills in handling relationships and interpersonal skills were best learned through business mistakes made in dealing with others. Lessons in executive temperament, self confidence, and handling adversity were most often learned from role models and bosses. These findings indicate that physician leadership development initiatives should intentionally and systematically incorporate job assignments, role models, and mentors.

Understanding managerial development: integrating developmental assignments, learning orientation and access to developmental opportunities in predicting managerial competencies

Integrating the work experience, leadership development, and learning literatures, we developed and tested a model of managerial development linking experience in highly developmental assignments, a learning goal orientation, and access to developmental assignments. Based on multisource data on early-career managers, our results demonstrate that the developmental quality of managerial assignments has a positive association with end-state competencies that exceeds the association explained by tenure. Furthermore, we found that managers with stronger learning orientations, especially those with access to growth assignments, were more likely to be in developmental assignments and achieve higher levels of competence based on those experiences.

Understanding Managerial Development: Integrating Developmental Assignments, Learning Orientation, and Access to Developmental Opportunities in Predicting Managerial Competencies

Integrating the work experience, leadership development, and learning literatures, we developed and tested a model of managerial development linking experience in highly developmental assignments, a learning goal orientation, and access to developmental assignments. Based on multisource data on early-career managers, our results demonstrate that the developmental quality of managerial assignments has a positive association with end-state competencies that exceeds the association explained by tenure. Furthermore, we found that managers with stronger learning orientations, especially those with access to growth assignments, were more likely to be in developmental assignments and achieve higher levels of competence based on those experiences.

Networks and leadership development: Building linkages for capacity acquisition and capital accrual

Social networks can aid the leadership development process through facilitating access to important developmental assignments and the acquisition of capabilities to handle associated challenges. Although much of the traditional focus of leadership development has been on building intrapersonal capabilities, functioning effectively as a leader necessitates the development of interpersonal capabilities associated with dyadic ties and relational capabilities associated with patterns of ties within networks. Such capabilities allow aspiring managers to accrue not only human capital, but social and system capital as well. Aspiring managers can tap task, career, and friendship/support networks to aid developmental and career success. Structure factors, including strategic choices, network characteristics, and the technological interface moderate the ability of managers to convert potential network contacts into significant leadership development and capital accrual. Personal factors also influence leadership development prospects. Overall, there are many ways in which network concepts associated with dyadic and relational levels of analysis can facilitate addressing the challenges that are key to leadership development.

Function and form—a chicken and egg situation

Function and form—a chicken and egg situation

Succession management practices in Australian organizations

In order to assess the current usage of succession management programs in Australian‐based organizations, and gain information on the characteristics and perceived effectiveness of such programs, a national research study was undertaken. A total of 711 human resource management professionals from a range of organizations across the country answered the questionnaire, a response rate of 59 percent. Succession management programs were present in less than half of the respondent's organizations. Furthermore, these programs were generally less than five years old. The prime imperatives for introducing succession management programs were reported as the desire to improve business results, and the need for new skill requirements in the business. A relationship between organization size, industry and type and the likelihood to use succession management was found. Common perceptions concerning the characteristics of effective succession management programs were also identified and are described in the paper. In brief, these are: high level involvement by the chief executive officer; senior management support; line management involvement in identifying candidates; developmental assignments as part of the process; and succession management linked to business strategies.