Congruence between theory and practice in management training needs analysis

Abstract

Interviews were conducted with the human resource directors of ninety–nine randomly selected medium–large enterprises in New Zealand, to explore the gap between the principal framework of training needs analysis found in the academic literature and the methods actually used by organizations to make management training decisions. Content analyses revealed a lack of congruence between techniques recommended by training theorists and procedures used by organizations to identify their training needs. Most organizations adopted informal, relatively ad hoc approaches to making training decisions. Exploration of the methods used to make training decisions sugested that it would be beneficial to expand the training heeds analysis framework to take into account previously ignored aspects of the decision–making process. Implications for the development and application of prescriptive formulations of training needs analysis are highlighted.