EVALUATING CHANGES IN TRAINING MANAGER’S ROLE PERCEPTIONS: A CASE STUDY OF TRHE NUCLEAR POWER INDUSTRY

Abstract

Organizations are increasingly recognizing the importance of moving from training to performance improvement in Human Resource Development (HRD). Business organizations need to dramatically alter the roles of training managers to ensure that they move towards a performance improvement process, and to ensure that potential solutions are linked to organizational and individual performance problems. As part of a program for nuclear power managers at a major university, we evaluated the changes in the perceptions of twenty-one training managers from around the United States. The evaluation data lead us to conclusions regarding the changing role of training managers from strictly training to that of performance consultant and the challenges manger’s face as they try to build partnering relationships.