Management Development: A Conceptual Framework Based on Literature Review: A Research Agenda

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dc.contributor.authorLagat, Catherine
dc.contributor.authorMuathe, Stephen M. A.
dc.date.accessioned2018-05-21T09:06:20Z
dc.date.available2018-05-21T09:06:20Z
dc.date.issued2018
dc.descriptionResearch Articleen_US
dc.description.abstractThe contribution of Human resources to the overall organizational well-being cannot be overlooked as these resources have time and againbeen regarded as important assets to the organization. Organizations develop their managers with the hope that they will transfer the attained knowledge towards organizational performance. This study undertook a comprehensive review of literature on management development to establish what other researchers have established in the link between management development and organizational performance. Studies conducted on management development and organizational performance have linked outcomes such as attraction and retention of key employees, improved employee relations to improved efficiency in terms of quality of products and more contented employees and customers. Location of the firms in terms of country has also been seen to have an influence on the strategic fit and the position of management development in the overall organization’s strategy. Three theories Social exchange theory, Resource Based Theory (RBV) and Path goal theory were reviewed in demonstrating the contribution of developmental programs to the overall organizational performance. Most of the studies reviewed used descriptive research design and descriptive and inferential statistics in the analysis of data with the collection of data mainly being through the use of questionnaires and interviews. The studies were cross sectional in nature. The studies reviewed pointed out the existence of a link between Management development and organizational performance through other human resource outcomes although it’s not clear whether the enhanced performance can be attributed to management development programs alone. However some questions as to whether there is any return on the investment in the management development programs still linger and some studies saw the programs as a waste of resources. Gaps in the development programs have led to organizations seeking to get managers from outside the organization enhancing competition for highly developed managers. This study assessed literature from various studies on management development to see how it affects organizational performance. It also sought to identify any arguments and gaps that exist in the literature on the subject.en_US
dc.identifier.issn1450-2267
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/18412
dc.language.isoenen_US
dc.publisherEuroJournalsen_US
dc.subjectManagement Developmenten_US
dc.subjectOrganizational performanceen_US
dc.subjectCoachingen_US
dc.subjectFormal training programsen_US
dc.titleManagement Development: A Conceptual Framework Based on Literature Review: A Research Agendaen_US
dc.typeArticleen_US
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