An Experiment to Test Methods of Increasing Self-Development Activities among Research and Development Personnel.
ROCHESTER UNIV N Y MANAGEMENT RESEARCH CENTER
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Four hundred fifty subjects from two major U. S. Navy research and development laboratories participated in a field experiment designed to test methods for increasing individual self-development activities. Highly significant differences p .001 were found in the increased number of self-development activities undertaken by personnel at different hierarchical levels. Organizationally sponsored training and development activities are heavily oriented toward personnel at lower hierarchical levels middle-level and higher level personnel do not participate actively in development activities. Higher management level personnel tend to pursue development opportunities offered outside the organization. Career planning was found useful p .05 in enhancing the likelihood of certain self-archical levels. Self-analysis and action planning appeared to be useful at higher managerial levels no effects were found for middle level personnel. Implications for individual and organizational training and development efforts are drawn. Author Modified Abstract
- Personnel Management and Labor Relations