Effectiveness of management development in Pakistani corporate sector

Abstract

Purpose The purpose of this paper is to assess effectiveness of management development (MD) programs in the Pakistani corporate sector and investigate relationship among various factors that affect MD practices in Pakistan. Design/methodology/approach The research employed a blend of qualitative and quantitative methodologies. D'Netto's model of “MD effectiveness” provided a framework for measuring MD effectiveness. The sample consisted of managers from 55 corporate branches of 20 banks and three telecom organizations using a “self‐reported rating” survey questionnaire and interviews, which resulted in 102 completed responses and ten in‐depth interviews. Findings Although Pakistani managers have a positive attitude towards MD, yet little attention has been paid to create a strong link between corporate strategy and MD. Properly planned MD programs and relevant course contents are necessary for the effectiveness of MD. D'Netto's model of “management development effectiveness” has a good fit and is applicable to the corporate sector in Pakistan. Research limitations/implications As a qualitative study, there are limitations on account of generalization of findings. Further research is recommended. Practical implications Top management should assign higher priority to MD. MD programs should be properly planned, executed, monitored and evaluated. Utilization of newly learned skills, risk taking and new ideas should be encouraged. The reward system needs revising and a continuous learning environment ought to be established for effective MD in Pakistan. Originality/value This study, for the first time, assessed the current state of MD in Pakistan and contributes to the present stock of knowledge and understanding of the subject by contextualising the concept of “management development effectiveness” in the Pakistani corporate sector.

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