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Proffessional Development

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INTRODUCTION

Career development has become of more importance in recent years as organisations utilise the investment of human resource development to an advantage (McCarthy & Garavan, 1999). Career or professional development for the purposes of this report can be defined as an attempt to help the individual analyse their abilities and interests to guide their placement, progression, and development through various assessment activities (Gunnigle & Flood, 1990, p. 172). Literature suggests that the effectiveness of several management and professional development activities can be enhanced by paying attention to managerial self-awareness and variables related to self-awareness like self-efficacy (McCarthy & Garavan, 1999). Admundson (1995), argues that the two key variables that moderate career decisions are the individual’s self-awareness and self-efficacy which are essential because high levels of self-awareness and self-efficacy enables the individual to exert more control over long term effects and are in a better posistion to respond proactively to situations. Therefore, analysing managerial and professional development in regard to self-awareness creates a positive effect to both personal and professional enhancements.
This report posits the importance of managerial self-awareness to the effectiveness of personal and professional development. It aims to develop understanding of self awareness for career development gauged from feedback tools, specifically the Personal Assessment of Management Skills (PAMS) instrument. To identify strengths and skill areas for development and to identify long term career goals. Firstly, the report reviews the PAMS instrument against popular feedback systems like 360 degree feedback and then delves into the analysis of the results from the completed PAMS questionnaires so that to identify the discrepancies in the data that

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