Predictors of management development effectiveness: an Australian perspective

D’Netto, Brian; Bakas, Fotini; Bordia, Prashant

doi:10.1111/j.1468-2419.2007.00292.x

Cited by 23 publications

(36 citation statements)

References 55 publications

(82 reference statements)

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“…Heraty and Morley 2003 (Ireland); Akuratiyagamage 2006 (Sri Lanka); Ruth 2007 (New Zealand);McDonnell 2008 (Ireland)). D'Netto, Bakas and Bordia (2008) extend this analysis to examine how these factors influence the effectiveness of MD in the Australian context. MD is analysed as a dependent, or outcome, variable in this research.…”

Section: Introductionmentioning

confidence: 99%

Investing in management development in turbulent times and perceived organisational performance: a study of UK MNCs and their subsidiaries

Sheehan

2012

The International Journal of Human Resource Management

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The recent global economic crisis has contributed to organisations carefully scrutinising all budgets. Resources allocated to investment in human capital, especially training and development, have been one of the first cuts in previous downturns. This reflects, at least in part, that training and development is often regarded as expenditure. Such cutbacks are likely to be detrimental to future competitive advantage, especially if there is a link between training and development and organisational performance. This study focuses on one aspect of training and development, management development (MD). A multifaceted process model of MD -comprising eight inputs; two constructs of process and two constructs of output -is used to examine whether there is a link between MD and perceived subsidiary performance. The mediating effect of national context on any relationship between MD and perceived subsidiary performance is also explored. The potential implications of the global economic crisis for expenditure on MD and how such changes may affect future competitiveness are also considered.

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Section: Introductionmentioning

confidence: 99%

Investing in management development in turbulent times and perceived organisational performance: a study of UK MNCs and their subsidiaries

Sheehan

2012

The International Journal of Human Resource Management

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“…Galanou and Priporas (2009) also identified that training contributed to increased productivity and that the satisfaction level of the team was increased by the training evaluated by the authors. The impact of training on the job generates, in fact, effective contributions to the acquisition and mastery of professional skills of managers (D'Netto, Bakas, & Bordia, 2008).…”

Section: Discussionmentioning

confidence: 99%

Auto Evaluations of Distance Management Training in a Federal Autarchy

Richter¹

2018

RAM, Rev. Adm. Mackenzie

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It is not allowed the use for commercial purposes. Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. ABSTRACT Purpose: The self-evaluation of management training had the objective of verifying the influence of the learning support and of the management training offered to managers of a Brazilian federal autarchy on the expression of competences required for the performance of their duties. originality/value: To reach this objective, the hypothesized theoretical model of research was elaborated having as variables the criteria of training impacts in the labor, measured both in depth and in amplitude, measured on what was the importance and contribution of two evaluated courses for the acquisition and expression of management-labor skills. Design/methodology/approach: Regarding the methodology, two courses were offered in the distance modality, in this autarchy, which dealt with strategic management and teams. Data collection was performed at a distance. The final sample (N = 291) was predominantly male, between 31 and 50 years old, and with complete graduate education. Findings:The results showed a valid and construct evidence for the used measures, as well as pointed out that learning support was an important predictor in the final empirical models. Having a constant investment in actions to improve learning support in the organizational environment, such managers can apply in their routines the skills acquired in a training situation, in a more persistent, impactful and aligned with the strategic objectives of the autarchy. KEYWORDSImpact of training at work. Support to learning. Organizational competences. Training results. People management.Auto evaluations of distance management training in a federal autarchy 3

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“…There are many instances in which organizations are not effective in allocating resources to their MD activities [16]. For instance, allocating money as a scarce resource in almost all companies to be devoted to MD might be perceived as a perk rather than a priority [17]. In a study conducted among companies in Ireland, buy-in from senior management and corporate support were found as two strong rationales in companies which invest in MD activities [4].…”

Section: Literature Reviewmentioning

confidence: 99%

“…One way to evaluate the effectiveness of MD activities is to rely on perceived effectiveness expressed by managers [20]. Supposedly, effective MD results in improved managerial knowledge and skills [17]. MD can be viewed as a means of improving managerial skills including financial, marketing, human resources, strategy, strategic management, change management and generic management skills [21].…”

Section: Literature Reviewmentioning

confidence: 99%

The current state of management development in Iran: Case of Insurance industry

Asl¹,

Attafar²,

Shahin³

2012

International Journal of Basic and Applied Sciences

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The aim of this paper is to assess the current state of management development (MD) in insurance industry of Iran in terms of managerial and organizational characteristics, human resource management strategies, training system and management skills. Drawing upon survey data, findings show that insurance companies in Iran score lower than average in all the above-mentioned factors. Also no significant difference is found in terms of insurance managers' views regarding the current status of managerial and organizational characteristics, human resource management strategies, training system and management skills among managers of different organizational levels. Also, managers' motivation to learn and HRM strategies accounted for the most variance in managerial skills.

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Predictors of management development effectiveness: an Australian perspective

Cited by 23 publications

References 55 publications

Investing in management development in turbulent times and perceived organisational performance: a study of UK MNCs and their subsidiaries

Investing in management development in turbulent times and perceived organisational performance: a study of UK MNCs and their subsidiaries

Auto Evaluations of Distance Management Training in a Federal Autarchy

The current state of management development in Iran: Case of Insurance industry

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