Individual Development in the Workplace

By Cynthia D. Mccauley, Sarah A. Hezlett. 2001

93 citations recorded by the source corpus.

Subfields: Applied Psychology, Human Factors and Ergonomics, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/dded58457aed33acf5320d0851ffa345d0aef5c7

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Citations in the corpus

Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring. (2012, methodology): “…with higher performance ratings, more recognition, greater compensation, more career opportunities, and more promotions (Burke & McKeen, 1997; Chao, 1997; Dreher & Ash, 1990; Fagenson, 1989; McCauley & Hezlett, 2001; Scandura, 1992; Turban & Dougherty, 1994; Whitely, Dougherty, & Dreher, 1991).”
The emergent ‘coaching industry’: a wake-up call for HRD professionals (2008, background): “Various other writers, such as McLagan (1999) and Cummings and Worley (2005), as well as many professional bodies such as the ASTD and CIPD, also perceive coaching in general to be a core role within HRD.”
Executive Coaching: A Conceptual Framework From an Integrative Review of Practice and Research (2005, background): “The other group of individuals who may participate in coaching are high potential executives and managers who need additional development for advancing up the corporate ladder (McCauley & Hezlett, 2001).”
Relations between characteristics of workplace practices and types of informal work‐related learning: A survey study among Dutch Police (2008, unknown): “…are expected to positively relate to work-related learning because previous research points at beneficial effects of positive beliefs about personal capabilities to achieve and having a commitment to lifelong learning (Kwakman, 1999; Lohman, 2005; McCauley & Hezlett, 2001; Van Woerkom, 2003).”
Understanding the factors that determine workplace coaching effectiveness: a systematic literature review (2018, background): “…enhances coachee’s personal growth by providing the tools, skills and opportunities he or she needs to develop themselves and become more effective (Bono, Purvanova, Towler, & Peterson, 2009; Kilburg, 1996; McCauley & Hezlett, 2002; Peterson & Hicks, 1996; Smither, 2011; Witherspoon & White, 1996).”
The future of employee development (2019, background): “Employee development involves “ the expansion of an individual's capacity to function e ﬀ ectively in his or her present or future job and work organization ” (McCauley & Hezlett, 2001, p. 314).”
Antecedents and Outcomes of Informal Learning Behaviors: a Meta-Analysis (2018, background): “Perhaps, as others have suggested, more educated employees may be more inclined to seek out opportunities to learn and view learning more favorably (Birdi et al., 1997; McCauley & Hezlett, 2001).”