Management development programs can pay off

Kearney, William J.

doi:10.1016/0007-6813(75)90073-7

Cited by 3 publications

(2 citation statements)

References 2 publications

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“…The first approach has its central focus on the person and deals with the evaluation of the competences and the individual characteristics of the manager. The second approach focuses on the impact that the manager makes throughout the performance of their duties (Kearney, 1980; McCormick & Ilgen, 1985; Robbins, 1982; Whitely, 1985). Those stages or components of the process of evaluation of the training that are possible to estimate the training attempt as a whole, together with its effects by the use of proper criteria, are identified as stages of evaluation.…”

Section: Discussionmentioning

confidence: 99%

“…Within the evaluation theory about managers' effectiveness, there are two basic tendencies. The first approach has the individual as a central orientation and deals with the estimation of the skills and of the manager's personal features, whereas the second one, has as a central orientation the results that the manager achieves when he does his task in a defined period of time (Kearney, 1980; McCormick & Ilgen, 1985; Robbins, 1982; Whitely, 1985).…”

Section: Literature Reviewmentioning

confidence: 99%

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A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece

Galanou¹,

Priporas

2009

Int J Training Development

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Contemporary management thinking embraces the organizational training theory that sustainable success rests, to a great extent, upon a systematic evaluation of training interventions. However, the evidence indicates that few organizations take adequate steps to assess and analyse the quality and outcomes of their training. The authors seek to develop the existing literature on training evaluation by proposing a new model, specific to management training, which might encourage more and better evaluation by practitioners. Their thesis is that training evaluation is best if it can be based on criteria derived from the objectives of the training and they draw on the management effectiveness literature to inform their proposed model. The study seeks to examine the effect of six evaluation levelsreactions, learning, job behaviour, job performance, organizational team performance and some wider, societal effects -in measuring training interventions with regard to the alterations to learning, transfer and organizational impact. The model was tested with data obtained from 190 middle managers employed by a large banking organization in Greece and the results Evaluating middle managers' effectiveness 221suggest that there is considerable consistency in the evaluation framework specified. The paper discusses these results and draws conclusions about their practical implications. The study's limitations are considered and some future research needs identified.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece

Galanou¹,

Priporas

2009

Int J Training Development

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Book Reviews

1983

Personnel Psychology

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Book Reviewed in this article: Juch, Bert. Personal Development: Theory and Practice in Management Training. Rychlak, Joseph F. Personality and Life‐Style of Young Male Managers: A Logical Learning Theory Analysis. Osipow, Samuel H. Theories of Career Development. Toch, Hans and Grant, J. Douglas. Reforming Human Services: Change Through Participation. Goodman, Paul S. and Associates. Change in Organizations: New Perspectives on Theory, Research and Practice. Schön, Donald A. The Reflective Practitioner: How Professionals Think in Action. Gallessich, June. The Profession and Practice of Consultation. Fineman, Stephen. White Collar Unemployment: Impact and Stress. Sudman, Seymour and Bradburn, Norman M. Asking Questions: A Practical Guide to Questionnaire Design. Bailey, Robert W. Human Performance Engineering: A Guide for System Designers. Guzzo, Richard A. and Bondy, Jeffrey S. A Guide to Worker Productivity Experiments in the United States 1976‐81. Hollinger, Richard C. and Clark, John P. Theft by Employees. Steers, Richard M. and Porter, Lyman W. Motivation and Work Behavior. Manuso, James S. J. (Editor) Occupational Clinical Psychology. Cooper, Cary L. (Editor) Stress Research: Issues for the Eighties. Paine, Whiton Stewart. (Editor) Job Stress and Burnout: Research, Theory, and Intervention Perspectives. French, John R. P., Jr., Caplan, Robert D. and Harrison, R. Van. The Mechanisms of Job Stress and Strain. Allen, Robert W. and Porter, Lyman W. (Editors) Organizational Influence Processes. Schlesinger, Leonard A., Eccles, Robert G. and Garbarro, John J. Managing Behavior in Organizations: Text, Cases, and Readings. Szilagyi, Andrew D., Jr. and Wallace, Marc J., Jr. Organizational Behavior and Performance. Hackman J. Richard, Lawler, Edward E., III, and Porter, Lyman W. (Editors) Perspectives on Behavior in Organizations. Lewis, Phillip V. Managing Human Relations. Johns, Gary. Organizational Behavior: Understanding Life at Work. Feldman, Daniel C. and Arnold, Hugh J. Managing Individual and Group Behavior in Organizations. Scanlan, Burt and Keys, Bernard. Management and Organizational Behavior. Halloran, Jack. Applied Human Relations: An Organizational Approach. Pearlman, Kenneth, Schmidt, Frank L. and Hamner, W. Clay. (Editors) Contemporary Problems in Personnel. Heneman, Herbert G., III, Schwab, Donald P., Fossum, John A. and Dyer, Lee D. Personnel/Human Resource Management. Holley, William H. and Jennings, Kenneth M. Personnel Management: Functions and Issues. Schlesinger, Leonard A. Quality of Work Life and the Supervisor. Eckles, Robert W., Carmichael, Ronald and Sarchet, Bernard R. Supervisory Management: A Short Course in Supervision. Phillips, Keri and Fraser, Tony. The Management of Inierpersonal Skills Training. Sherwood, John J., Faux, Susan N. and King, Donald C. Management Development Strategies: Highlights of the Literature. Ewing, David W. Do It My Way or You're Fired: Employee Rights and the Changing Role of Management Prerogatives. Wallace, Marc J., Jr. and Fay, Charles H. Compensation Theo...

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Management Training and Post-Industrial Apologetics

Guyot¹

1978

California Management Review

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Management development programs can pay off

Cited by 3 publications

References 2 publications

A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece

A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece

Book Reviews

Management Training and Post-Industrial Apologetics

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