Increasingly, training professionals are being asked to justify whether training is a worthwhile investment. Following on from part one, describes four practical methods for determining the cost‐effectiveness of training. Presents details and examples on how to use each method. Also identifies...

A wide, organisational perspective on the area of developing people′s contributions is presented. The need to relate all people development activities to the company′s longer‐term corporate and human resource planning activities is stressed. The need to develop people as members of teams,...

Although research on multisource ratings indicates that different rater sources provide different information, little research has investigated how ratees attend to such information. Understanding how ratees attend to feedback information from different rater sources is important because such...

Purpose – The purpose of this paper is to study the consistency in the management of poor performance by a group of experienced managers working at the same level in a service organisation which had a formal performance management process. Design/methodology/approach – A case study is...

Within a large telecommunications company, this study applied the Theory of Planned Behavior to understand managers’ intentions to improve their skills following peer/subordinate feedback. Survey responses from 127 managers who had just received their feedback results showed that three types...

The improvement of performance appraisal systems is a matter of sharing a social definition of performance appraisal that is congruent with the original intent decided by the organisation. The management development professional can aid the process by being educated about appraisal systems,...

Museums are not only about exhibits, but also about the people who work with them and interpret them for the public. A 360‐degree feedback system has helped London’s Victoria and Albert to develop the skills of its people and cement its reputation as one of the world’s leading museums of...

Purpose – The paper presents an interview with consultant Dick Grote. Design/methodology/approach – An interview with Dick Grote, explaining the rationale for the process of forced ranking and the difference between this system and standard performance appraisal. Findings – Grote discusses...

Discusses the effective use of 360‐degree feedback for enhancing managers’ self‐awareness and challenging them to engage in developmental work. Such feedback is instrumental for an unfreezing process in which managers are motivated to rethink their behaviour and its impact on others. A...