EVALUATING THE EFFECTIVENESS OF MANAGEMENT DEVELOPMENT PROGRAMS

• NCJ Number: 67601
• Journal: Public Personnel Management Volume: 7 Issue: 4 Dated: (JULY-AUGUST 1978) Pages: 249-257
• Author(s): H K BAKER; R H GORMAN
• Date Published: 1978
• Length: 9 pages
• Corporate Author: International Personnel Management Assoc
• Publication Format: Article
• Publication Type: Program/Project Evaluation
• Language: English
• Country: United States of America

Annotation

WAYS TO IMPROVE EVALUATION PROCEDURES FOR DETERMINING THE EFFECTIVENESS OF MANAGEMENT DEVELOPMENT PROGRAMS ARE EXAMINED AND APPLIED TO A PROGRAM FOR STAFF OF A FEDERAL GOVERNMENT AGENCY.

Abstract

ALTHOUGH TESTIMONIAL EVALUATIONS ARE OFTEN USED IN TRAINING PROGRAMS, THEY DO NOT MEASURE CHANGE IN PERFORMANCE. MOREOVER, THEY OFTEN SUFFER FROM A HALO EFFECT AND ARE ONLY SHORT-RUN EVALUATIONS. OTHER KINDS OF EVALUATION ARE NEEDED THEREFORE. EVALUATION IS ONLY PART OF THE PROCESS OF FORMING A TRAINING PROGRAM, HOWEVER; DESIGN AND PRESENTATION MUST ALSO BE CONSIDERED. A PROGRAM'S SUCCESS SHOULD BE MEASURED AGAINST PREDETERMINED LEARNING AND/OR BEHAVIORAL OBJECTIVES. THE GENERAL EVALUATION MODEL PROPOSED HERE HAS SIX MAJOR PHASES: (1) DESIGN OF THE REACTIONNAIRE, (2) PROGRAM DATA COLLECTION, (3) PROGRAM DATA INPUTS, (4) POST-PROGRAM DATA COLLECTION, (5) DATA ANALYSIS, AND (6) FUTURE PROGRAM PROPOSAL. THESE SIX PHASES WERE USED TO EVALUATE A MANAGEMENT DEVELOPMENT PROGRAM CALLED THE PERSONAL MANAGEMENT AND HUMAN RELATIONS PROGRAM (PMHRP). PMHRP WAS DESIGNED AND CONDUCTED FOR 155 MANAGERS AND SUPERVISERS IN A GOVERNMENT AGENCY IN WASHINGTON, D.C. PARTICIPANTS WERE TRAINED OVER A 10-WEEK PERIOD. THE EVALUATION WAS CONDUCTED OVER A 16-WEEK PERIOD. RESULTS INDICATED THAT THE PROGRAM HAD DIFFERENT EFFECTS ON MANAGERS AND SUPERVISORS. IN ADDITION, THE EVALUATION IDENTIFIED SPECIFIC FUTURE TRAINING NEEDS. IT IS CONCLUDED THAT SPIRALING COSTS MAKE ATTEMPTS TO EVALUATE THE EFFECTIVENESS OF MANAGEMENT DEVELOPMENT SESSIONS MORE NECESSARY THAN EVER BEFORE. A TECHNIQUE SUCH AS THE REACTIONNAIRE SERVE AS A DIAGNOSTIC MEASURE, GIVES INFORMATION TO TRAINERS, PROMOTES A SENSE OF COMMITMENT AMONG PROGRAM PARTICIPANTS, MONITORS CHANGE IN PERFORMANCE AND ATTITUDES, PROVIDES A CONVENIENT FORMAT FOR STATISTICAL TESTING, AND PERMITS IDENTIFICATION OF TRAINING NEEDS. THESE POTENTIAL BENEFITS APPEAR TO JUSTIFY THE COST OF EVALUATION AND MAY PRODUCE COST SAVINGS OVER THE LONG RUN. FIVE EXHIBITS, FOOTNOTES WHICH INCLUDE REFERENCES, AND AUTHORS' BIOGRAPHIES ARE INCLUDED. (CFW)