| Abstract: | The purpose of this study was to determine which affective training-related variables are considered by corporate managers and training managers to have the greatest impact on corporate profitability. Relationships between and among the views of participating subjects were investigated. Cross-sectional survey research was the methodology used. A self-developed Likert-type response format questionnaire, delivered in person to each participant, served as the data collection instrument. Data collected focused on the perceptions of four groups of corporate managers: higher-level, middle-level, first-line, and training managers. Four managers from each of thirty-nine corporations (156 managers) participated. Data analysis revealed human relations-orientated manager attitude and behavior changes, based on the affective training-related variables, were perceived to have positive impacts on corporate profitability. Therefore, manager training and development departments, using instruction centering on the affective training-related variables, should play a positive role in corporate profitability. Culture Building was the category perceived by the Combined group to have the greatest impact on corporate profitability; whereas, Manager Introspection was perceived to have the least. Although between group significant differences were not found, within group and within category significant differences revealed: 1. Manager responsibility for corporate profitability was perceived to have a greater impact than employee responsibility. 2. It appears that the higher the level of manager, the less likely the manager is to perceive that manager attitudes and behaviors could be detrimental to profitability. 3. Managers appear to be reluctant to perceive employees as successful without managerial guidance. 4. Employee accountability was perceived to have more impact on profitability than manager accountability. 5. Variables which indicate a need for the employee to change were perceived to have greater impacts than those which implied managers should change. Various manager attitudes, which have become evident as a result of this study, may hamper the implementation and continued progress of quality management programs and principles. |
|---|