Responsible Management Education (RME) seeks to prepare students to address social and ecological crises via going beyond a traditional narrow understanding of shareholder wealth maximization. Past research has shown mixed results regarding the effectiveness of RME courses to change students' subsequent behavior. We examine whether taking an RME…

The main aim of this study was to understand the relationship between self-reported "intention" to transfer and self-reported "actual" transfer within a population of middle and senior executives on an executive education programme. A secondary objective was to consider the relationship between these qualitative self-reports of…

In this case study, a mixed-method approach is used to examine the extent and type of changes in workplace attitudes and behavior, as self-reported by soldiers who had participated in 6- to 10-day "Experiential Leadership Development Activities" (ELDAs) delivered by the New Zealand Army Leadership Centre. Observations made by workplace…

Purpose: This study aims to examine the question of how long a behavioral skills training program should be in order to result in measurable behavioral change. Design/methodology/approach: An empirical field study was conducted to compare two different lengths of time for a managerial skills training program aimed at achieving behavioral change.…

An action learning approach to help managers enhance learning capacity involved a performance management seminar, work by action learning sets, implementation of a new performance management instrument with mentoring by action learning facilitators, and evaluation. Survey responses from 392 participants revealed satisfaction with managerial…

Evaluation of 80 outdoor-based training programs showed (1) improvement in overall work group functioning; (2) no significant changes in individual behavior; (3) different effects for intact versus nonintact work groups, voluntary participation, gender composition, and supervisor presence; and (4) impact of facilitator training on group…

The process of organizational transformation in a bank included a training program for managers to prepare them for changing role behaviors. Training emphasized role clarity, coping with role pressures, team building, raising expectations, and interpersonal dynamics. (Contains 20 references.) (SK)

Investigated the impact of behavior modeling training in an industrial plant on male supervisors (N=44) using Kirkpatrick's (1976) four levels of evaluation. Results indicated no behavior or performance change with behavior modeling and re-emphasized the need to use Kirkpatrick's evaluation method to measure training program effectiveness. (LLL)

Evaluated the effectiveness of performance appraisal training with middle level managers (N=402) having computer assisted instruction with and without a behavior modeling workshop. Results indicated that training improved knowledge of performance appraisal, however, addition of the behavior modeling workshop showed no improvements. (LLL)

Describes two experiments: the first was conducted to measure the effects of written instructions given overtly in role-playing test sessions and covertly in an on-the-job performance review; the second successfully replicated the effects obtained during role-playing in the first and rated effectiveness of the performances. References are listed.…

A methodology to describe current-value human resources accounting (HRA) was developed to aid management in decision making and provide information about the effects of organizational policies and practices on the value of the organizations' human resources. A two-phase activity was designed to investigate the nature of the relationship between…

Self-reports and personal interviews were used to measure the effects of a management training course on the work behavior of scientists who supervise research teams. A longitudinal design evaluated effects on performance at three, six, and 12 months following training, with some gradual decline in behavior occurring. (SK)

Researchers used a cognitive-reflective-interactive model for administrator development to help school administrators recognize their own personal constructs (implicit assumptions that affect decision-making). This recognition brings a clarification of self-understanding which, in conjunction with reflection and interaction with colleagues,…

A company division of 72 people that had participated in an adventure training program one year earlier was surveyed to identify the longitudinal impacts of adventure training on corporate managers, attitudes toward adventure training, and changes in work behavior. Results showed positive changes that were short-lived without follow-up programs.…

Six months after a public speaking workshop was conducted for 15 business executives, the participants were interviewed to determine the longitudinal effects of the training. The interviews were designed to find out which participants reported the greatest behavioral change, whether the training produced any carry-over effects, and what aspects of…