Performance-Level Evaluation Methods Used in Management Development Studies from 1986 to 2000

Abstract

A review of the evaluation literature shows that there has been a resurgence of interest in the evaluation of management development programs by human resource development (HRD) professionals. However, there remains a question of how well evaluation models measure the achievement of intended outcomes, especially where the program goal is the enhancement of organizational performance. This article analyzes management development interventions from 1986 to 2000 through a results assessment lens to determine common evaluation characteristics in organizational performance improvement efforts. The implication of factors such as timing of evaluation, evaluation methods, management development intervention categories, instrumentation, and measurement of organizational performance are discussed in this manuscript. Findings reveal that HRD professionals must take the leadership in the development of evaluation activities, especially those that test the long-term impact of the intervention on the organization.