This study is concerned with investigating an executive training scheme currently being used by a large commercial bank in Australia. The impetus for undertaking the study arose through the increasing disquiet expressed by the participants in the programme. It was felt that before any changes could be suggested, the programme should be analysed in terms of its components to see whether it still met the needs of both the organization and the individuals; both of which have been undergoing continual change over time.
To achieve the foregoing objective it was first necessary to look at the present state of the art in relation to executive selection, training and development. This information was gathered on the premise that the central problem was one of matching an individual's needs and motives with a training and development programme. At the same time the development programme should meet organizational expectations. Having gathered this information, it was then necessary to look closely at the bank’s executive training scheme.
While the concept of the scheme was investigated at some length from the bank’s viewpoint, the main emphasis of the research was on how the participants viewed the scheme. Data for the study was obtained from questionnaires. The questionnaire employed required in excess of 100 responses and was administered to all executive trainees in Queensland, New South Wales and Victoria. A total of 80 questionnaires were returned within the set time limit and this represented a response rate of 79%. Basic statistical analysis was used to determine the primary problem areas inherent in the present scheme.
Recommendations for changes to the existing scheme were then made through the amalgamation of the theory with the responses.