PurposeThe purpose of this paper is to examine the perceived progress of graduates who have been recruited by organisations and to assess their expectations and corresponding satisfaction levels. Drawing on the psychological contract and graduate development literature, the objective of the study was to compare the opinions of graduates from an organisation that offers a graduate development programme (GDP) to graduates from an organisation that does not offer such a programme.Design/methodology/approachIn this paper there are interviews with HR managers, coupled with the design and distribution of a questionnaire to 126 graduates in two organisations with a response rate of 71 per cent (89 completed questionnaires).FindingsInteresting findings emerged from the research that suggest that while GDPs do have merit, they do not appear to result in graduates who are more satisfied. In fact the opposite appeared to be true. From the sample, it emerged that organisations that employ these programmes have graduates who are less satisfied than their counterparts in organisations with no such programmes.Practical implicationsA number of practical implications and recommendations were identified from the study, including the importance of monitoring graduate expectations and satisfaction levels, introducing short‐term development plans, re‐evaluating the terms of reference of the GDP and providing specific training for supervisors/managers of graduates. To ensure that GDPs play a positive part in ensuring the organisational commitment of the graduate, they must be carefully developed and managed.Originality/valueThe paper offers insights into satisfaction levels regarding GDPs.
Purpose-Drawing upon survey and interview data, this research paper aims to explore the usage and impact of management development processes and practices in Ireland from an organisational perspective. Design/methodology/approach-The paper examines numerous related issues including: the issue of aligning management development needs to business strategy; the usage of management development methods; the development of high potential managers; and the assignment of responsibility for management development. Tbe paper is the result of a study which included a combination of 13 semi-structured interviews with HR/training managers and the completion of postal questionnaires by 53 respondents from the HR/training management population in Ireland from a cross section of organisations. Findings-The study suggests that organisations are both concerned for their management population, see their development as a key priority and are willing to invest in them. Organisations are experimenting with the usage of numerous developmental methods and are particularly aware of the benefits achieved from informal methods. Both reactive and ad-hoc approaches to management development were observed. Originality/value-This paper adds value to management learning and education theory and concludes by highlighting the fact that before initiating management development activities, organisations must question their rationale for investing resources in development. Failing to devote time at the initiation stage of a management development activity will result in organisations trying to "reverse engineer" and justify developmental initiatives upon completion. Organisations must become more acutely aware of the indirect benefits that accrue from management development instead of focusing all attention to the visible direct outcomes.
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