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MetadataShow full item record
CitationAssessment and Development Matters
DescriptionPractitioner based research report.
SponsorsUniversity of Worcester
Showing items related by title, author, creator and subject.
Development and validation of the career competencies indicator (CCI)Francis-Smyth, J., ;Hasse, S., E.,; Thomas,; Steele, C (Sage, 2017-09-19)This article describes the development and validation of the Career Competencies Indicator (CCI); a 43-item measure to assess career competencies (CCs). Following an extensive literature review, a comprehensive item generation process involving consultation with subject matter experts, a pilot study and a factor analytic study on a large sample yielded a seven-factor structure; goal setting and career planning, self-knowledge, job performance, career-related skills, knowledge of (office) politics, career guidance and networking, and feedback seeking and self-presentation. Coefficient α reliabilities of the seven dimensions ranged from .93 to .81. Convergent validity was established by showing that all 7-CCs loaded substantially onto a single second-order factor representing the general CC construct. Discriminant validity was established by showing less than chance similarity between the 7-CCI subscales and the Big Five personality scales. The results also suggested criterion-related validity of the CCI, since CCs were found to jointly predict objective and subjective career success.
Perceptions of the learning environment in higher specialist training of doctors: implications for recruitment and retention.Cross, Vinette; Hicks, Carolyn; Parle, James; Field, Stephen (Wiley InterScience, 2006)INTRODUCTION: Career choice, sense of professional identity and career behaviour are influenced, subject to change and capable of development through interaction with the learning environment. In this paper workplace learning discourses are used to frame ongoing concerns associated with higher specialist training. Data from the first stage of a multimethods investigation into recruitment into and retention in specialties in the West Midlands is used to consider some possible effects of the specialist learning environment on recruitment and retention. METHODS: The aim of the study was to identify issues, through interviews with 6 consultants and questionnaires completed by specialist registrars from specialties representing a range of recruitment levels. These would inform subsequent study of attributes and dispositions relevant to specialist practice and recruitment. The data were analysed using NVivo software for qualitative data management. RESULTS: Participants' perceptions are presented as bipolar dimensions, associated with: curriculum structure, learning relationships, assessment of learning, and learning climate. They demonstrate ongoing struggle between different models of workplace learning. CONCLUSION: Changes in the postgraduate education of doctors seem set to continue well into the future. How these are reflected in the balance between workplace learning models, and how they influence doctors' sense of identity as specialists suggests a useful basis for examination of career satisfaction and recruitment to specialties.
Mentoring: the knowledge transfer partnership experience in the University of Wolverhampton Business School.Scarff, William; Harris, Robert (University Forum for Human Resource Development (UFHRD), 2008)Knowledge transfer partnerships (ktps), numbering over 100 in the UK, form the background to this paper. Benefits of the partnerships are noted as follows: to the British economy, to the participating company, to the associate or trainee employee and to the University that manages the programmes. Mentoring theory and continuing professional development (cpd) are mentioned, though not extensively. The lead author has developed the unique role of the ktp mentor. The focus is on the mentor’s assistance made available to the associate. Two key strengths, checked with present associates, are identified. The first strength is the utterly confidential nature of the process of mentoring. The second strength is the absence of involvement in the day to day running of any partnership. The mentor is outside the formal management structure, not even taking part in selecting suitable associates. The mentor assists in cpd, in identifying skills, personal strengths and weaknesses, and towards the end of the contract in exploring career options with the associate. At all times the autonomy of the associate is respected. The authors conclude that the mentoring role is valuable well received and that it will continue, building on the key strengths noted above.