Understanding the Impact of Organizational Power on Evaluation Outcomes

Autor/inn/en	Kim, Hanbyul; Cervero, Ronald M.
Titel	Understanding the Impact of Organizational Power on Evaluation Outcomes
Quelle	In: International Journal of Lifelong Education, 26 (2007) 1, S.45-58 (14 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0260-1370
Schlagwörter	Foreign Countries; Program Effectiveness; Leadership; Evaluation; Organizational Culture; Human Resources; Qualitative Research; Case Studies; Outcomes of Education; Leadership Training; Leadership Qualities; Power Structure; Experiential Learning; Individual Power; Organizational Objectives; Summative Evaluation; Politics of Education; Responses; South Korea + Suchen Sie Ihr Suchwort? Ausland; Führung; Führungsposition; Evaluierung; Unternehmenskultur; Humankapital; Qualitative Forschung; Case study; Fallstudie; Case Study; Lernleistung; Schulerfolg; Führungslehre; Führungseigenschaft; Experiental learning; Erfahrungsorientiertes Lernen; Eigeninitiative; Business goal; Unternehmensziel; Educational policy; Bildungspolitik; Korea; Republik
Abstract	The purpose of this study is to examine how power relations among stakeholders, especially between the human resource development (HRD) practitioners and others, affect evaluation outcomes. Using a qualitative case study design, a managerial leadership development programme in a Korean company is analysed. This study shows that the HRD practitioners' interests in securing their status within the organization governed shaping the evaluation outcomes. The evaluation report was produced and reported portraying mostly the positive aspects of the programme. However, while going through the evaluation, the HRD practitioners felt constrained, and considered themselves as the powerless in terms of the organizational strategic needs and expectations, both of which pertain to the characteristics of the organizational culture. Instead of attempting to alter the organizational culture, which was unfavourable to HRD functions, they are acquiesced to the culture. (Contains 1 table.) (Author).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10