A cumulative study of the effectiveness of managerial training

Article Abstract:

Studies of the effectiveness of managerial training have been unsatisfactory, often asking as many questions as they answer. In an attempt to codify what is known about management training, meta-analysis procedures were applied to the results of 70 studies, across 34 distributions, six training center areas, seven methods and four types of criteria. The results indicate that management training, overall, is moderately effective. More research on management training needs to be done. Also discussed are ways to improve research methodologies in the area of managerial training analysis. The content of the managerial training program is not as important to the effectiveness of the training as is the method of training employed. Other factors affecting training programs' effectiveness are the experience of the trainer and the program's relevance to the financial performance of the organization.

Research, Evaluation, Employee training, Management training, Psychological research

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Reconceptualizing psychological climate in a retail service environment: a multiple-stakeholder perspective

Article Abstract:

Confirmatory factor analyses of a priori models of psychological climate were conducted with data collected from 18,457 sales personnel in 567 stores in five regions of a national retail organization. The results provide good support for viewing employee work-climate perceptions as composed of two higher order factors - concern for employees and concern for customers. These higher order factors are posited to reflect employees' cognitive appraisals of the behavior of agents toward (a) employees' well-being in the organization's internal environment and (b) the well-being of other organizational constituencies or stakeholders (e.g., customers) in the task environment, respectively. The implications of a multiple-stakeholder perspective for extending notions of psychological climate are discussed. (Reprinted by permission of the publisher.)

Retail industry, Retail trade, Corporate culture, Services industry, Service industries

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Efficacy of modified CREPID SD(y)S on the basis of archival organizational data

Article Abstract:

This study examined the effect of estimating CREPID (Cascio & Ramos, 1986) SD(y) using the original procedure or using modified versions that replaced data obtained specifically for CREPID SD(y) estimation with the following organizational archival data: performance evaluations, job analysis ratings, or both evaluations and ratings. Those four SD(y) estimates and the estimate obtained using Hunter and Schmidt's (1982) 40% rule converged at a level nearly one-fifth of that for the Procedure-B (Burke & Frederick, 1984) SD(y). Moreover, judges preferred supplying Procedure-B percentile estimates, but perceived that their CREPID ratings were more accurate. (Reprinted by permission of the publisher.)

Methods, Employee performance appraisals, Organizational behavior, Performance appraisals

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