Realizing the ″Potential″ of ″High‐Potential″ Management Development Programmes
- 1 January 1992
- journal article
- Published by Emerald Publishing in Journal of Management Development
- Vol. 11 (1) , 61-70
- https://doi.org/10.1108/eum0000000001391
Abstract
Despite their fairly widespread use among large companies, little information is available to those interested in designing, managing, or evaluating high‐potential (fast‐track) management development programmes. In an attempt to fill this void, three sources of programme ineffectiveness are examined: participants′ dissatisfaction, the negative attitudes of non‐participants, and cultural misfit. Also examines ten ineffectiveness‐avoiding lessons for programme design and implementation learned during an in‐depth assessment of one company′s formalized, entry‐level high‐potential management development programmeKeywords
This publication has 4 references indexed in Scilit:
- Participants′ Frustrations in Fast‐track Development ProgrammesLeadership & Organization Development Journal, 1991
- How Selecting and Socializing Newcomers Influences InsidersHuman Resource Management, 1987
- The derailment of fast-track managersOrganizational Dynamics, 1986
- Warning: The fast track may be hazardous to organizational healthOrganizational Dynamics, 1985