The Learning Assessment Centre and Organisational Transformation

Abstract

The learning assessment centre helps managers define learning objectives based on feedback in a group of peers. This study tested the hypothesis that the centre empowers managers to cope with change. Statistical methodology for a pre-test, post-test design using ordinal (Likert) data is also reviewed. Middle managers from a bank undergoing major reorganisation were divided into two matched groups. The experimental group spent three days in a learning assessment centre designed to give them self-insight and an understanding of the bank's requirements during the transformation. The control group received no treatment. Both groups were measured before and after the centre on a self-report measure and completed a peer assessment questionnaire completed by subordinates. Fifty-eight managers completed both pre-test and post-test measures. Whilst the subordinates of the control group reported a drop in their managers' empowerment, the subordinates of the experimental group reported a substantial improvement in their managers' empowerment. The difference between the groups was significant for five of the six areas measured. The difference between the self-reported performance of the two groups of managers was significant for only one area. These findings suggest that the learning centre could provide a solution to companies faced with the potentially destructive impact of major transition on management effectiveness.