Literaturnachweis - Detailanzeige
| Autor/in | Giroux, Roy F. |
|---|---|
| Institution | Association of Colleges of Applied Arts and Technology of Ontario, North York. |
| Titel | A Blueprint for Human Resource Development in the Third Decade of the Ontario Colleges of Applied Arts and Technology: Executive Summary. |
| Quelle | (1989), (21 Seiten)
PDF als Volltext kostenfreie Datei |
| Sprache | englisch |
| Dokumenttyp | gedruckt; online; Monographie |
| Schlagwörter | College Faculty; College Role; Community Colleges; Educational Assessment; Employment Practices; Excellence in Education; Faculty Development; Organizational Development; Participant Satisfaction; Professional Continuing Education; Professional Development; Staff Development; State Surveys; Teacher Improvement; Two Year Colleges |
| Abstract | In 1987, a review of Ontario's community college system was initiated to assess the system's present human resource development practices and plan future directions. A field-based study was conducted to identify and assess current human resource development efforts, identify areas for improvement, and suggest possible future directions. Through consultations with a systemwide sample of 376 staff, faculty, administrators, and members of boards of governors, perceptions relating to human resource development programs and practices in the Colleges of Applied Arts and Technology were collected. Most participants felt that they were valuable assets to their institutions; that there was a commitment to employment equity approaches in recruitment, development, and employment of staff in most colleges; and that staff appreciated encouragement from managers to keep their skills up to date. Respondents felt that dramatic improvement was needed in institutional planning for change, recognition for staff development and reward for innovation, cooperation between staff and managers for setting of performance objectives, managerial support of employee achievement, training of staff for job functions, and development staff for future promotions and succession planning. Overall, respondents felt that each college should: (1) highlight employee development in a clear statement of mission; (2) have new staff orientation and opportunities for career development; (3) plan effectively for change; (4) reward innovation; (5) hold managers accountable for providing development opportunities for staff; and (6) cultivate an environment which provides constructive challenges and opportunities for staff creativity. A list of recommendations and suggested human resource development practices are included. (MAB) |
| Erfasst von | ERIC (Education Resources Information Center), Washington, DC |
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