CQI approaches for evaluating management development programs: A case study with health service managers from geographically remote settings

Leigh-ann Onnis, Marcia Hakendorf, Mark Diamond and Komla Tsey

Evaluation and Program Planning, 2019, vol. 74, issue C, 91-101

Abstract: Health systems are known for being complex. Yet, there is a paucity of evidence about programs that successfully develop competent frontline managers to navigate these complex systems. There is even less evidence about developing frontline managers in areas of contextual complexity such as geographically remote and isolated health services. This study used a customised management development program containing continuous quality improvement (CQI) approaches to determine whether additional levels of evaluation could provide evidence for program impact. Generalisability is limited by the small sample size; however, the findings suggest that continuous improvement approaches, such as action learning workplace-based CQI projects not only provide for real-world application of the manager’s learning; they can potentially produce the type of data needed to conduct evaluations for organisational impact and cost-benefits. The case study contributes to the literature in an area where there is a scarcity of empirical research. Further, this study proposes a pragmatic method for using CQI approaches with existing management development programs to generate the type of data needed for multi-level evaluation.

Keywords: Program evaluation; Continuous quality improvement; Action learning; Management development (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:eee:epplan:v:74:y:2019:i:c:p:91-101

DOI: 10.1016/j.evalprogplan.2019.03.003

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