Helping Managers Help Themselves: The Use and Utility of On-the-Job Interventions to Improve the Impact of Interpersonal Skills Training

Abstract

The purpose of this study was to examine the utility of using two posttraining interventions—self-coaching and upward feedback—to enhance the effectiveness of formal training on interpersonal skills for managers. Data from eighty-seven restaurant manager trainees demonstrated that both interventions were useful extensions to formal classroom training and appear to have substantial utility for helping managers develop and improve their interpersonal skills