A study of the impact of training in a management development program based on 360 feedback

Robert T. Rosti · Frank Martin Shipper

47 citations0/0 files storedJournal of Managerial Psychology

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Human Resource Development and Performance Evaluation Competency Development and Evaluation Coaching Methods and Impact

Abstract

Training programs are infrequently evaluated and when they are evaluated they often rely on pre‐experimental designs and feedback of the participants. This statement is also true of management development programs based on 360 feedback. In this study the effects of a training program administered with 360 feedback are evaluated using pre‐ and post‐observations of the participants’ managerial skills in control and experimental groups. The results indicate that changes in individual skills could not be contributed to the training program, but that changes in the overall profiles of skills could. Why this could occur is discussed as well as suggestions for improving training evaluation.

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References

1963Experimental and Quasi-Experimental Designs for Research 1974The Nature of Managerial Work 1981Leadership in Organizations 1984Estimating within-group interrater reliability with and without response bias.2015Strategic human resource management 1990Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications, 3rd ed.1986General and Industrial Management 1994The Managerial Grid

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