Management development within the construction industry: building on success?

Helen Shipton, Viv Shackleton

Research output: Contribution to journalArticlepeer-review


This article explores the notion that the workplace is a learning environment, and that the line manager is a key player determining its effectiveness. The work discusses how performance management systems may be used to clarify expectations made of line managers with regard to employee development. The work, in addition, suggests that line manager people management expertise may be a factor inhibiting workplace development for subordinates, and makes a number of suggestions about how to prepare the line manager for effective employee development. Key issues are illustrated by reference to a case study example. The case demonstrates that a high profile management development programme within a major international organisation failed to meet all objectives because of the unwillingness of the line management team to participate in the development of subordinates back in the workplace.
Original languageEnglish
Pages (from-to)276-287
Number of pages12
JournalInternational Journal of Training and Development
Issue number4
Publication statusPublished - Dec 1998


  • workplace
  • learning environment
  • line manager
  • performance management systems
  • employee development
  • people management expertise
  • workplace development
  • subordinates
  • effective employee development


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