Evaluating the return from management development programmes: individual returns versus organizational benefits

Abstract

Reviews the work published over the last ten years on the subject of the evaluation of individual and organizational learning. The emerging arguments are based on the proposition that the decision to provide training and management development is a strategic investment decision and as such is subject to an assessment of the benefits arising. These benefits are considered in terms of both “hard” benefits, such as impact on bottom‐line performance, as well as “soft” factors such as the measurement of the value of the individual learning experience. The practical application of the problem is based on the experiences of a major hotel group which has undertaken, over a period of the last two years, the development and implementation of a “virtual university” utilising a blend of delivery styles for management development courses. This project is ongoing in partnership with the International Management Centres Association.

Citation

Adams, D. and Waddle, C. (2002), "Evaluating the return from management development programmes: individual returns versus organizational benefits", International Journal of Contemporary Hospitality Management, Vol. 14 No. 1, pp. 14-20. https://doi.org/10.1108/09596110210415079