Effect of individual, group, and intergroup relations on attitudes toward a management development program

Abstract

Studied the impact of a management development program in a medium-sized bank that was designed to increase the number of competent and aggressive young managers available to the organization. In this situation after a period of 10 yr., the training program had developed into a subsystem of the organization. 263 employees completed an attitude and job satisfaction questionnaire. Attitudes toward the program were a function of seniority, organizational rank, pay satisfaction, and perception of own career prospects. The kinds of attitudes also depended heavily on status as an employee, trainee, or officer, and on sex. Behavioral explanations of the attitude effects are presented. (PsycInfo Database Record (c) 2025 APA, all rights reserved)