A study of the impact of training in a management development program based on 360 feedback

Training programs are infrequently evaluated and when they are evaluated they often rely on pre‐experimental designs and feedback of the participants. This statement is also true of management development programs based on 360 feedback. In this study the effects of a training program administered with 360 feedback are evaluated using pre‐ and post‐observations of the participants’ managerial skills in control and experimental groups. The results indicate that changes in individual skills could not be contributed to the training program, but that changes in the overall profiles of skills could. Why this could occur is discussed as well as suggestions for improving training evaluation.