Effectiveness of a Management Training Institute

Authors

  • Bertha Cato

Keywords:

Training and staff development, Training Institute, parks and recreation managers.

Abstract

The published and unpublished literature on the effectiveness of managerial training has produced conflicting results and left more unanswered questions than definitive statements concerning the effectiveness of managerial training. This lack of knowledge concerning the results of managerial training is primarily due to limited evaluative research on various programs. The purposes of this study were: (1) to ascertain the impactofthe Managerial Employees Go for Advancement (MEGA) Institute on the attitudes toward training of parks and recreation mangers, and (2) to assess the significance of the degree of knowledge acquired during the training by the managers. The experimental group was composed of parks and recreation managers who attended the MEGA-Institute, while the control group was composed of parks and recreation managers with equivalent position titles, whether internal or external to the agency who did not attendte MEGA Institute. There was no significant effect in the attitudes between the groups (F=1.71, p=.195); consequently, the null hypothesis was held tenable. Knowledge gained, however, was significant (F=3.78, p<.05). The significance of the knowledge gained, interaction effect, and the time factor effect adds confidence to the value and importance of the training institute. The study's results would indicate that there is validity in the training provided by the MEGA Institute. As a result, departmental directors may expect improved performance in areas such as strategic planning, leadership effectiveness, and staff evaluation (topics addressed during the institute). This assertion is based on a conclusion from Burke and Day (1986), who noted that when training results do indicate gains in knowledge that improved performance can be expected. It is further supported by documentation from Hunter and Schmidt ( 1983 ), who postulated that even small effects of <0.5 SD have been shown through utility analysis to lead to substantial economic impact on the organization.

Published

1990-07-04

Issue

Section

Regular Papers