목차
Ⅰ. 연구의 필요성과 목적
Ⅱ. 경력개발제도의 체계와 이해관계자
Ⅲ. 평가기준의 설정
Ⅳ. 평가시스템의 개발
Ⅴ. 결 론
< 참 고 문 헌 >
Ⅱ. 경력개발제도의 체계와 이해관계자
Ⅲ. 평가기준의 설정
Ⅳ. 평가시스템의 개발
Ⅴ. 결 론
< 참 고 문 헌 >
본문내용
ional success, Academy of management Executive, 13(2), 37-48.
Schein, E.H. (1977), Increasing organizational effectiveness through better human resource planning and development, Sloan Management Review, Vol. 19, No. 1, pp. 1-20.
Schein, E.H. (1978), Career dynamics: matching individual and organizational needs, Reading, MA: Addison-Wesley.
Schuler, R.S. (1988), Human resource management choices and organizational strategy, in R.S. Schuler, S.A. Youngblood, & V.L. Huber, Readings in personnel and human resource management(3rd ed.), St. Paul, MN: West, pp. 24-39.
Schuler, R.S., & MacMillan, I.C. (1984), Gaining competitive advantage through human resource management practices, Human Resource Management, Vol. 23, No. 3, pp. 241-255.
Snell, S.A., Youndt, M.A., & Wright, P.M. (1996), Establishing a framework for research in strategic human resource management: Merging resource theory and organizational learning, in G.R. Ferris (Ed.), Research in personnel and human resource management, Vol. 14, Greenwich, CT: JAI Press, pp. 61-90
Tsui, A.S. (1988), Activities and effectiveness of the human resource department: a multiple constituency approach, in R.S. Schuler, S.A. Yougblood, & V.L Huber, Readings in personnel and human resource management(3rd ed.), St. Paul, MN: West, pp. 465-483.
Von Glinow, M.A., Driver, M.J., Brousseau, K, & Prince, J.B. (1983), The design of a career oriented human resource system, Academy of Management Review, 8(1), 23-32.
Worthen, B.R., & Sanders, J.R. (1973), Educational evaluation: theory and practice, Belmont, CA: Wadsworth.
Developing Evaluation Systems for
Career Development Programs
Heung-Gook Kim*
Abstract
Evaluations systems are of great importance in designing and implementing effective career development programs. Noting the importance, this study was aimed at developing evaluation systems for career development programs.
To do this, four evaluation aspects were derived from previous studies: direction, system, implementation, and outcomes. Next, seventeen evaluation factors related to four aspects were derived which include 94 items.
More specifically, the direction was supposed to be measured by 18 items related to ①strategic orientation, ②developmental orientation, and ③people orientation. The system was proposed to be assessed in terms of 30 items in six factors such as ①rationality, ②differentiation, ③connectivity, ④consistency, ⑤decentralization, and ⑥openness. The implementation aspect was suggested to be evaluated by 27 items relative to four factors: ①fairness, ②implementation effectiveness, ③participativeness, and ④innovativeness. In addition, the outcome was to be measured by 19 items related to ①reaction and attitude, ②learning, ③behavior, and ④results.
Along with summary, the study ends with discussing limitations of the study and directions for future research.
------------------------------------------------------------------------------
* Department of Business Administration, Daejin University
Schein, E.H. (1977), Increasing organizational effectiveness through better human resource planning and development, Sloan Management Review, Vol. 19, No. 1, pp. 1-20.
Schein, E.H. (1978), Career dynamics: matching individual and organizational needs, Reading, MA: Addison-Wesley.
Schuler, R.S. (1988), Human resource management choices and organizational strategy, in R.S. Schuler, S.A. Youngblood, & V.L. Huber, Readings in personnel and human resource management(3rd ed.), St. Paul, MN: West, pp. 24-39.
Schuler, R.S., & MacMillan, I.C. (1984), Gaining competitive advantage through human resource management practices, Human Resource Management, Vol. 23, No. 3, pp. 241-255.
Snell, S.A., Youndt, M.A., & Wright, P.M. (1996), Establishing a framework for research in strategic human resource management: Merging resource theory and organizational learning, in G.R. Ferris (Ed.), Research in personnel and human resource management, Vol. 14, Greenwich, CT: JAI Press, pp. 61-90
Tsui, A.S. (1988), Activities and effectiveness of the human resource department: a multiple constituency approach, in R.S. Schuler, S.A. Yougblood, & V.L Huber, Readings in personnel and human resource management(3rd ed.), St. Paul, MN: West, pp. 465-483.
Von Glinow, M.A., Driver, M.J., Brousseau, K, & Prince, J.B. (1983), The design of a career oriented human resource system, Academy of Management Review, 8(1), 23-32.
Worthen, B.R., & Sanders, J.R. (1973), Educational evaluation: theory and practice, Belmont, CA: Wadsworth.
Developing Evaluation Systems for
Career Development Programs
Heung-Gook Kim*
Abstract
Evaluations systems are of great importance in designing and implementing effective career development programs. Noting the importance, this study was aimed at developing evaluation systems for career development programs.
To do this, four evaluation aspects were derived from previous studies: direction, system, implementation, and outcomes. Next, seventeen evaluation factors related to four aspects were derived which include 94 items.
More specifically, the direction was supposed to be measured by 18 items related to ①strategic orientation, ②developmental orientation, and ③people orientation. The system was proposed to be assessed in terms of 30 items in six factors such as ①rationality, ②differentiation, ③connectivity, ④consistency, ⑤decentralization, and ⑥openness. The implementation aspect was suggested to be evaluated by 27 items relative to four factors: ①fairness, ②implementation effectiveness, ③participativeness, and ④innovativeness. In addition, the outcome was to be measured by 19 items related to ①reaction and attitude, ②learning, ③behavior, and ④results.
Along with summary, the study ends with discussing limitations of the study and directions for future research.
------------------------------------------------------------------------------
* Department of Business Administration, Daejin University
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