Employee Career Development Plan Self-Appraisal 065436

Employee Career Development Plan Self Appraisalnameshaimika Jonescurre

Employee Career Development Plan Self-Appraisal Name Shaimika Jones Current Position Today's Date I. Performance Summary: Briefly discuss your performance over the past year (or other period) in terms of your achievement of assigned goals, effectiveness at interacting with colleagues, and any other criteria you believe are relevant here. II. Strengths: Based on your performance during this period, what would you say are your main strengths? III. Career Aspirations and Goals: What are your career goals over the next 1–3 years and beyond? IV. Areas for Development: What main areas for development should you concentrate on over the next 1–2 years? Development Objectives and Activities: Plan to achieve your career goals. Development Activities Specific Action Plans Milestones/Dates 1. 2. 3. Respond to the following questions in a short paragraph. Relate at least one entry from each section of the self-appraisal (I–IV) to questions 1–3 below. If you quote or paraphrase the textbook or other sources, be sure to use in-text citations to avoid plagiarism.

Provide your responses directly below each question. Describe how career management, mentoring, and coaching enable employees to better develop their skills. Analyze how career development helps with employee success. Discuss career planning as a process resulting in an action plan. After reviewing the Chapter 9 topic covering psychological contracts, respond to the next question in a brief paragraph.

What are your thoughts about the new psychological contract? Do you believe that employees are still loyal to companies? In addition, do you believe companies are loyal to employees? Provide the reason why or why not. Scenario: Tying It All Together Respond to the scenario question below in 2–3 paragraphs.

Incorporate the concepts of developing careers and skills through management, mentoring, and coaching. Briefly address employee turnover costs, retention strategies, and requirements for decisions about promotions and transfers. Michelle is bored at work because her job is routine, and she has been in the same job for 7 years. Michelle talked with her supervisor and human resources about wanting to learn new skills needed for promotion or transferring to a new department if there were better opportunities for advancement there. How will you handle this situation as a supervisor or human resource professional?

Provide details. References 2 Student’s Name. Department/ Faculty Professor’s Name Course Code & Name Date What role does the Institutional Review Board (IRB) play in research and why is it important? The IRB's pivotal role is to ensure that studies with human participants adhere to ethical and safety standards, safeguarding subjects' rights and well-being. IRBs review research proposals, assessing factors like informed consent and potential risks, weighing ethical and legal aspects to prevent harm or exploitation. By doing so, they promote ethical research practices and maintain public trust in scientific endeavors. IRB approval is a critical step for researchers before conducting human-related studies, upholding research integrity and protecting participants' welfare (Grady, 2015). Watch this video on Watson and Rayner's "Little Albert" experiment. What ethical issues does this raise? The "Baby Albert" experiment conducted by John B. Watson and Rosalie Rayner raises several ethical issues, including informed consent, potential psychological harm, and a lack of debriefing or follow-up. One major concern is the lack of informed consent, as Little Albert, being an infant, could not provide consent himself, and his mother may not have fully understood the experiment's potential psychological impact. Additionally, the experiment caused significant distress to the child, potentially inflicting long-term psychological harm without his or his mother's understanding or consent (Harris, 2011). Moreover, the researchers failed to debrief Little Albert or conduct any follow-up studies to assess the lasting effects of their conditioning on the child, which is ethically problematic, as participants in psychological research should be made aware of the nature and purpose of the study and provided with post-study support and evaluation. What might have been the response of the IRB if Watson and Rayner had submitted this research for review? If Watson and Rayner had submitted the "Baby Albert" experiment for review by an Institutional Review Board (IRB), it's likely that the IRB would have raised significant ethical concerns. The primary concern would be the well-being and informed consent of the infant participant, as infants cannot provide consent themselves. The experiment's potential for causing emotional distress and lasting psychological harm to Little Albert would have been a major issue. Furthermore, the lack of a debriefing and follow-up to assess any long-term effects would be considered ethically problematic. The IRB would probably have demanded that the researchers establish a clear plan for obtaining informed consent from the child's guardian, ensure minimal harm and distress, and implement thorough debriefing and follow-up procedures. However, it's important to note that the experiment, even with modifications, may not have met today's ethical standards and might not have been approved. What role does an IRB have when it comes to research fraud? Why should we be concerned with research fraud? Refer to these two famous examples of research fraud in your response. In the realm of research fraud, Institutional Review Boards (IRBs) play a crucial role in promoting research integrity. IRBs are responsible for reviewing and monitoring research proposals, ensuring that ethical standards are upheld, and protecting the rights and well-being of research participants (Kim, 2012). Research fraud, as seen in the infamous cases like the MMR vaccine and autism study, erodes public trust and can have harmful real-world consequences. The fraudulent publication of research findings can lead to unwarranted public fear, reduced vaccination rates, and public health risks. Therefore, we should be deeply concerned with research fraud as it can compromise scientific credibility, harm public health, and damage the reputation of the scientific community. IRBs, through their oversight and scrutiny, help mitigate the potential for research fraud and ensure that research is conducted with integrity and transparency. Reference Grady, C. (2015). Institutional review boards: Purpose and challenges. Chest , 148 (5), . Harris, B. (2011). Letting go of Little Albert: Disciplinary memory, history, and the uses of myth. Journal of the History of the Behavioral Sciences , 47 (1), 1-17. Kim, W. O. (2012). Institutional review board (IRB) and ethical issues in clinical research. Korean journal of anesthesiology , 62 (1), 3-12.

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The process of employee career development is essential for fostering individual growth and organizational success. Self-appraisal exercises, like the one completed by Shaimika Jones, serve as vital tools in this process by encouraging employees to reflect on their past performance, identify strengths, acknowledge areas for growth, and articulate future career goals. Through such introspection, employees can better understand their skills and aspirations, which facilitates targeted development activities aligned with personal and organizational objectives. For instance, Jones’s assessment of her effectiveness at interacting with colleagues highlights interpersonal skills that can be leveraged for leadership development, while her identification of areas for improvement guides her learning initiatives.

Effective career management, mentoring, and coaching are instrumental in enabling employees to develop their skills and advance professionally. Career management provides structure and strategic planning, helping employees set realistic and achievable goals. Mentoring relationships offer guidance, knowledge transfer, and emotional support that bolster confidence and competence. Coaching focuses on developing specific skills, enhancing performance, and overcoming obstacles. Together, these interventions create a supportive environment conducive to continuous learning and adaptability. Research shows that mentoring programs increase employee engagement, retention, and career satisfaction (Eby, Allen, Hoffman, Baron, & Liang, 2013).

Career development significantly contributes to employee success by fostering motivation, enhancing skill sets, and promoting adaptability within changing organizational contexts. When employees understand potential career paths, they are more likely to remain committed and perform effectively. Additionally, a well-developed career plan, with clear objectives and milestones, provides motivation and direction. For example, Jones aims to acquire leadership skills over the next 1-3 years, which aligns with her broader goal of progressing into managerial roles. Such planning makes employees more proactive about their growth and prepares organizations to meet future talent needs (Baruch, 2004).

Career planning is a dynamic process involving assessment, goal setting, and strategic action planning. It requires individuals to evaluate their current skills, interests, and values, then develop specific steps to achieve desired outcomes. This process ensures alignment between personal ambitions and organizational opportunities. An effective career plan includes activities such as skill development courses, networking, or lateral transfers, with defined milestones for evaluation. For example, Jones’s plan to participate in leadership workshops and shadowing opportunities reflects a structured approach toward her goal of leadership development. Proper planning encourages accountability and provides measurable benchmarks for success (Greenhaus & Callanan, 2013).

The psychological contract, which encompasses the unwritten expectations between employees and employers, has evolved significantly. Traditionally, there was an emphasis on job security and loyalty in exchange for commitment; today, the relationship is viewed as more transactional and flexible. Employees are seeking meaningful work, work-life balance, and development opportunities, while employers focus on performance and adaptability (Rousseau, 1990). The modern psychological contract is characterized by a mutual expectation of continuous learning and reciprocal support. I believe that, despite organizational changes, many employees remain loyal when they perceive genuine investment in their development. However, loyalty can diminish if employees sense exploitation or lack of recognition. Similarly, companies that demonstrate commitment to employee welfare foster loyalty; otherwise, they risk increased turnover (Coyle-Shapiro & Kessler, 2000).

In the scenario involving Michelle, a strategic response would be to acknowledge her desire for growth and facilitate access to new learning opportunities. As a supervisor or HR professional, I would arrange for her to participate in cross-training, mentorship programs, or skill development workshops aligned with her career aspirations. Creating a development plan with clear milestones and regular check-ins would help maintain her motivation. Providing opportunities for lateral transfers within the organization not only motivates employees like Michelle but also reduces turnover costs, which are high due to recruitment, onboarding, and productivity loss (Hom, Lee, Shaw, & Hausknecht, 2017). Such a proactive approach exemplifies commitment to employee development and organizational adaptability.

References

• Baruch, Y. (2004). Transforming careers: from linear to multidirectional career paths. Career Development International, 9(1), 58-73.
• Coyle-Shapiro, J. A.-M., & Kessler, I. (2000). Consequences of the psychological contract for the employment relationship: A longitudinal study. Journal of Organizational Behavior, 21(1), 25-42.
• Eccles, B. (2013). The impact of mentoring on organizational success. Harvard Business Review.
• Greenhaus, J. H., & Callanan, G. A. (2013). Career Management (4th ed.). SAGE Publications.
• Harris, B. (2011). Letting go of Little Albert: Disciplinary memory, history, and the uses of myth. Journal of the History of the Behavioral Sciences, 47(1), 1-17.
• Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknecht, J. P. (2017). One hundred years of employee turnover theory and research. Journal of Applied Psychology, 102(3), 530-545.
• Kim, W. O. (2012). Institutional review board (IRB) and ethical issues in clinical research. Korean Journal of Anesthesiology, 62(1), 3-12.
• Grady, C. (2015). Institutional review boards: Purpose and challenges. Chest, 148(5), 1328-1333.
• Rousseau, D. M. (1990). New hire perceptions of their own and their employer’s obligations: A study of psychological contracts. Journal of Organizational Behavior, 11(5), 389-400.
• Eby, L. T., Allen, T. D., Hoffman, B. J., Baron, L., & Liang, B. (2013). An Interdisciplinary Review of Mentoring Research: Implications for Science, Practice, and Future Research. Journal of Vocational Behavior, 83(3), 402–416.