Development and validation of the critical outcome technique

Mattson, Brent W.

doi:10.1080/713767868

Cited by 7 publications

(7 citation statements)

References 2 publications

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“…Further information related to this skill can be found in Comps (2002), Alampay and Morgan (2000), Hollingshead (1998), Krauss and Fussell (1990), Mattson (2000), Nafukho, Hairston, and Brooks (2004), Orr (1990), and Ulrich et al (1999).…”

Section: Knowledge Management (77%)mentioning

confidence: 93%

“…Teamwork occurs when two or more individuals interact with one another and share some interrelated task goals. Group interaction can take place at the departmental level as well, involving collections, or subgroups, of individuals who interact with other individuals or groups of individuals (Mattson, 2000). Although a company's overall activity can be viewed as teamwork, this particular criterion focuses on teamwork among a limited number of employees.…”

Section: Management Of Teamwork (121%)mentioning

confidence: 99%

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Experimental evaluation of executive skills in an EU country

Litos

Moustakis

2007

J of Leadership Studies

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Corporate executives constitute the highest echelon of the managerial hierarchy, responsible for implementing the strategic plans and policies established by the board of directors on an operational basis. Often the inquiry about executive skills evolves around the search for managerial skills. Executive skills form a distinct category of skills; however, they are often conceived as a set of managerial skills. This article presents the results of an extended survey concerning executive skills based in empirical measurements among executives in Greece. International literature suggests a wide range of executive skills. Based on this, a list of 42 skills, divided into six categories, was created. This list was evaluated by 110 executives of the larger corporations in Greece. Using a structured assessment methodology, skills and categories were assessed and validated. Then, factor analysis was applied to these results and a set of 11 executive skills synthesized from this work. Findings are discussed and compared with those of other surveys, and topics for further research are set out.

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Section: Knowledge Management (77%)mentioning

confidence: 93%

Section: Management Of Teamwork (121%)mentioning

confidence: 99%

Experimental evaluation of executive skills in an EU country

Litos

Moustakis

2007

J of Leadership Studies

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“…The critical outcome technique (COT) is an evaluation method that can be applied to any performance-improvement or HRD intervention Swanson, 1998a, 1998b;Mattson, 2000;Swanson and Mattson, 1997). Although most scholars and practitioners agree that evaluation should be an integral part of the intervention analysis, design, development, and delivery, in practice this is often not the case (Swanson, 1996).…”

Section: Effects On Research Methodologymentioning

confidence: 99%

“…Each of these outcomes was summarized in a table and in a brief paragraph describing the calculations. This report format is based on the prescribed format for presenting results of a COT analysis to program stakeholders (Mattson, 2000;Swanson and Mattson, 1997).…”

Section: Instrument Designmentioning

confidence: 99%

The effects of alternative reports of human resource development results on managerial support

Mattson

2003

Human Resource Dev Quarterly

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Managerial responses to human resource development (HRD) results evaluation reports were experimentally investigated as a function of (1) how evaluation information was presented and (2) Scholars and practitioners of HRD have focused attention on the evaluation of HRD interventions for several decades. This issue has recently been the focus of considerable discussion and debate, fueled by an increasingly competitive,

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“…The Critical Outcome Technique (COT) is a practical evaluation system that can be applied to many performance improvement or human resource development (HRD) programs (Mattson, 2000(Mattson, , 2003Mattson, Quartana, & Swanson, 1998;Swanson & Mattson, 1997). Although the concept of evaluating HRD programs is encountered repeatedly in the literature, widespread disagreement exists with respect to the efficacy of practical, resultsoriented program evaluation.…”

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confidence: 99%

Using the Critical Outcome Technique to Demonstrate Financial and Organizational Performance Results

Mattson

2005

Advances in Developing Human Resources

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The problem and the solution. It has been shown that managers prefer results-type evaluation when making decisions about how to invest in human resource development (HRD) activities. Unfortunately, in the absence of using rigorous, front-end performance analysis to identify outcomes for evaluation, most practitioners are faced with a complex array of tools and techniques to perform post-hoc analyses of their HRD efforts. This article demonstrates how Critical Outcome Technique can be used as a simple and effective way to demonstrate the effectiveness of HRD programs. Of importance in program evaluation are the constructs of the evaluation process, organizational culture, evaluation context, and decision-maker perceptions of the perceived ease of use and perceived usefulness of evaluation reports.

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Development and validation of the critical outcome technique

Cited by 7 publications

References 2 publications

Experimental evaluation of executive skills in an EU country

Experimental evaluation of executive skills in an EU country

The effects of alternative reports of human resource development results on managerial support

Using the Critical Outcome Technique to Demonstrate Financial and Organizational Performance Results

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