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Management Training and Development: A New Zealand Study

Published online by Cambridge University Press:  18 September 2015

Christopher Selvarajah ,
Tammy Sung- Wai Lau  and
Robert J Taormina
Christopher Selvarajah*
Affiliation:
RMIT University, Floor 11, 239 Bourke Street, Melbourne VIC 3000, Australia Tel: +61 3 9925 5588 Fax: +61 3 9925 5580 Email: [email protected]
Tammy Sung- Wai Lau
Affiliation:
Hong Kong Bank House 290 Queen Street, Auckland, New Zealand Tel: +64 9 308 8786, Fax: +64 9 309 6681
Robert J Taormina
Affiliation:
Massey University, Private Bag 102 904, North Shore MSC, Auckland, New Zealand Tel: +64 9 441 8115, Fax: +64 9 441 8109, Email: [email protected]
*
RMIT University, Floor 11, 239 Bourke Street, Melbourne VIC 3000, Australia Tel: +613 9925 2588 Fax: +61 3 9925 5580, Email: [email protected]
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Abstract

Studies have shown that management training and development (MTD) can be a strategic weapon in improving performance and in building and sustaining competitive advantage. However, recent studies suggest that MTD is under-valued and under-used as a strategic tool by New Zealand firms as, despite a managerial skill shortage, New Zealand firms have not invested heavily in MTD. The present paper discusses a study of employer-based MTD in New Zealand that investigated managerial attitudes towards, and propensity to engage in, MTD. The study found several indicators that predict four MTD related variables (the MTD index, the percent of payroll spent on MTD, the increase in training expenditure and expected future increases in the MTD budget). The results suggest organisations that engage in MTD improve organisational effectiveness and implement their business strategy better and that MTD was seen as an important tool in gaining a competitive advantage.

Type
Research Article
Information
Journal of Management & Organization , Volume 6 , Issue 1 , January 2000 , pp. 28 - 41
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2000

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