A longitudinal study of the effects of a human relations training program on managerial effectiveness

Investigated whether a managerial human relations training program could change attitudes and whether these attitudinal changes were reflected in organizational effectiveness. A control and experimental group (n = 21 Ss each) were established and criterion variables-self-awareness sensitivity to the needs of others, and leadership styles-were measured both before the experimental Ss were subjected to the training experience and 18 mo. after training was completed. The Leadership Opinion Questionnaire and the Supervisory Behavior Description questionnaire were used as measures. Significant attitudinal and performance changes were noted for the experimental group, while almost mirror-image changes were obtained for the controls. Experimental Ss developed a more positive attitude toward the human relations aspect of their jobs, and this attitude was reflected in positive changes in job performance. (32 ref.)