Management development in Ireland: justifying the investment

• Published in: The Journal of management development Vol. 25; no. 4; pp. 325 - 349
• Main Authors: O'Connor, Marion, Mangan, John, Cullen, John
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Group Publishing Limited 01.04.2006
• Subjects: Career Development; Career development planning; Careers; Coaching; Competitive advantage; Education; Educational theory; Employment; Foreign investment; Impact analysis; Informal Education; Ireland; Management development; Manufacturing; Mentoring; Methods; Multinational corporations; Population; Questionnaires; Studies; Succession planning; Ireland; Careers; Career development; Management development; Coaching; Mentoring; Ireland
• ISSN: 0262-1711; 1758-7492
• DOI: 10.1108/02621710610655819

Purpose - Drawing upon survey and interview data, this research paper aims to explore the usage and impact of management development processes and practices in Ireland from an organisational perspective.Design methodology approach - The paper examines numerous related issues including: the issue of aligning management development needs to business strategy; the usage of management development methods; the development of high potential managers; and the assignment of responsibility for management development. Tbe paper is the result of a study which included a combination of 13 semi-structured interviews with HR training managers and the completion of postal questionnaires by 53 respondents from the HR training management population in Ireland from a cross section of organisations.Findings - The study suggests that organisations are both concerned for their management population, see their development as a key priority and are willing to invest in them. Organisations are experimenting with the usage of numerous developmental methods and are particularly aware of the benefits achieved from informal methods. Both reactive and ad-hoc approaches to management development were observed.Originality value - This paper adds value to management learning and education theory and concludes by highlighting the fact that before initiating management development activities, organisations must question their rationale for investing resources in development. Failing to devote time at the initiation stage of a management development activity will result in organisations trying to "reverse engineer" and justify developmental initiatives upon completion. Organisations must become more acutely aware of the indirect benefits that accrue from management development instead of focusing all attention to the visible direct outcomes.