Managerial training effectiveness. A meta‐analysis 1952‐2002
| Published date | 09 February 2010 |
| DOI | https://doi.org/10.1108/00483481011017435 |
| Date | 09 February 2010 |
| Pages | 227-241 |
| Author | K. Skylar Powell,Serkan Yalcin |
| Subject Matter | HR & organizational behaviour |
Managerial training effectiveness
A meta-analysis 1952-2002
K. Skylar Powell
Shidler College of Business, University of Hawaii at Manoa, Honolulu,
Hawaii, USA, and
Serkan Yalcin
John Cook School of Business, Saint Louis University, Saint Louis,
Missouri, USA
Abstract
Purpose – The purpose of this paper is to add to the significant contributions of past research by
assessing what the overall effectiveness of managerial training has been over a period of 50 years and
by identifying changes in overall effectiveness during this time period. Additionally, this study aims to
evaluate what the overall findings on the effectiveness of training has been based on study design and
subgroups focusing on the equivalent of Kirkpatrick’s famous learning, behavior, and results
outcomes.
Design/methodology/approach – This study quantitatively integrates and extends the literature
on management training through a meta-analytic procedure. The resulting sample of past research
includes studies from the time period between 1952 and 2002, representing 85 interventions and 4,779
subjects.
Findings – The results do not suggest a great deal of improvement in the effectiveness of managerial
training from 1952 through 2002 and effect sizes have remained moderate. Additionally, outcome
subgroup appears to moderate results. Specifically, programs implemented to achieve learning
outcomes tended to have the largest effect sizes and were consistently significant relative to programs
targeted at behavior and results outcomes.
Research limitations/implications – The implications are directly related to the selection of
evaluation methods for future studies assessing the effectiveness of managerial training programs.
This implication is important to both the academic community and practitioners. The limitations of
this study include the possible exclusion of past research and the heterogeneity of assessment methods
used in past research, beyond the broad categories of objective and subjective assessment.
Originality/value – In addition to identifying the moderating effect of outcomes being measured,
the main contribution of this study is that it covers a large time period. As a result, the analysis offers a
more expanded view of managerial training over time.
Keywords Training, Managemen t effectiveness, Managers
Paper type Research paper
1. Introduction
Managers at alllevels of an organization have a crucial effecton organizational outcomes
and performance(Burns, 1978; Bass, 1985; Fulleret al., 1 996; Bono and Judge, 2003). This
reality illustrates the importance of managers in organizations. Managers with effective
skills can be hired; however, when an organization seeks to increase its level of internal
managerial capabilities, the selection and hiring process may not be the most effective
approach. In particular, there are significant costs associated with the recruitment
process. Another option would be to implement management training and development
The current issue and full text archive of this journal is available at
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Managerial
training
effectiveness
227
Received 17 April 2008
Revised June 2008
Accepted 24 March 2009
Personnel Review
Vol. 39 No. 2, 2010
pp. 227-241
qEmerald Group Publishing Limited
0048-3486
DOI 10.1108/00483481011017435
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