Evaluating the impact of management development on performance

Jonathan Winterton, Ruth Winterton

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

This chapter describes a research project, undertaken for the UK Department for Education and Employment, which investigated the impact of management development upon performance in sixteen organizations. The aim is to contribute to debates both on the role of HRD in improving performance and on ways of evaluating HRD impacts. While much of the literature on measuring the impact of HRD on performance is from the USA, the debates take on a particular significance in the UK context because it has long been recognized that UK managers are inadequately trained and qualified in comparison with those of competing nations.

Original languageEnglish
Title of host publicationUnderstanding Human Resource Development
Subtitle of host publicationA Research-Based Approach
EditorsJim McGoldrick, Jim Stewart, Sandra Watson
Place of PublicationLondon
PublisherRoutledge
Chapter7
Pages146-165
Number of pages20
Edition1st
ISBN (Electronic)0203361199, 9781134589449, 9780203361191
ISBN (Print)0415226104, 9780415226097, 9780415226103, 0415226090
Publication statusPublished - 20 Sep 2001
Externally publishedYes

Publication series

NameRoutledge Studies in Human Resource Development
PublisherRoutledge

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  • Cite this

    Winterton, J., & Winterton, R. (2001). Evaluating the impact of management development on performance. In J. McGoldrick, J. Stewart, & S. Watson (Eds.), Understanding Human Resource Development: A Research-Based Approach (1st ed., pp. 146-165). (Routledge Studies in Human Resource Development). Routledge. https://www.taylorfrancis.com/books/e/9780203361191/chapters/10.4324/9780203361191-14