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Constructing a measure of executive learning and development

Constructing a measure of executive learning and development
Constructing a measure of executive learning and development
Evaluating the returns on intangible assets in general and executive human capital in particular is still a challenging endeavour. One possible means of addressing this challenge involves developing a broad measure of executive learning and development (L&D), encapsulating both the formal and informal activities that closely reflect the dynamic job profile of modern business executives. Yet an extensive review of the literature fails to confirm the existence of such a broad measure. The present study seeks to fill this gap. It puts forward an executive L&D measure defined by four main dimensions: strategy, self-direction, experience and participation. This measure has been validated through exploratory and confirmatory factor analysis. All four factors within the construct exhibited good unidimensionality, validity and reliability characteristics and are underpinned by high Cronbach's alphas. We conclude that organizations can increase executive human capital capacity by focusing on strategically-aligned informal learning interventions supported by carefully selected structured activities. In terms of originality, this research offers a broad and internationally validated executive L&D measure which we believe is suitable for evaluating and monitoring executive L&D interventions within organizations.
1360-3736
184-209
Akrofi, Solomon
9483c5c0-0533-4597-8262-c97a05e4c9df
Clarke, Nicholas
65a3df67-32ff-4e0a-8dd6-a65b5460dca1
Vernon, Guy
07d124b8-c898-476e-b342-bd2bacc4107d
Akrofi, Solomon
9483c5c0-0533-4597-8262-c97a05e4c9df
Clarke, Nicholas
65a3df67-32ff-4e0a-8dd6-a65b5460dca1
Vernon, Guy
07d124b8-c898-476e-b342-bd2bacc4107d

Akrofi, Solomon, Clarke, Nicholas and Vernon, Guy (2011) Constructing a measure of executive learning and development. [in special issue: Management Training and Development] International Journal of Training and Development, 15 (3), 184-209. (doi:10.1111/j.1468-2419.2011.00378.x).

Record type: Article

Abstract

Evaluating the returns on intangible assets in general and executive human capital in particular is still a challenging endeavour. One possible means of addressing this challenge involves developing a broad measure of executive learning and development (L&D), encapsulating both the formal and informal activities that closely reflect the dynamic job profile of modern business executives. Yet an extensive review of the literature fails to confirm the existence of such a broad measure. The present study seeks to fill this gap. It puts forward an executive L&D measure defined by four main dimensions: strategy, self-direction, experience and participation. This measure has been validated through exploratory and confirmatory factor analysis. All four factors within the construct exhibited good unidimensionality, validity and reliability characteristics and are underpinned by high Cronbach's alphas. We conclude that organizations can increase executive human capital capacity by focusing on strategically-aligned informal learning interventions supported by carefully selected structured activities. In terms of originality, this research offers a broad and internationally validated executive L&D measure which we believe is suitable for evaluating and monitoring executive L&D interventions within organizations.

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More information

Accepted/In Press date: 30 May 2011
e-pub ahead of print date: 15 August 2011
Published date: September 2011
Organisations: HRM and Organisational Behaviour

Identifiers

Local EPrints ID: 204765
URI: http://eprints.soton.ac.uk/id/eprint/204765
ISSN: 1360-3736
PURE UUID: 864538d7-0478-4082-922c-5e4d1c08fa56

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Date deposited: 01 Dec 2011 14:13
Last modified: 14 Mar 2024 04:32

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Contributors

Author: Solomon Akrofi
Author: Nicholas Clarke
Author: Guy Vernon

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