Section Fourimportant aspects of training also were found related to
company size. Larger companies were more likely to involve
their managerial employees in formal training programs, more
likely to use job rotation as a training or development
approach, and more likely to conduct career planning. There
also were some significant industry differences as service
industry companies were least likely to use job rotation as a
management training approach and also were least likely to
send their managers through university management
development programs.^84
One of the major results of the study was that the
respondents expected to do more managerial training in the
future in order to keep managers informed on current concepts
and update their skills. The respondents also expected more
managerial training in the future because of more corporate-
level emphasis. Furthermore, managerial participation in such
training was required by written policies in 22 percent of the
companies.^85 Another study provides empirical evidence of
performance-related differences in approaches toward training
and development in the retailing industry. In this study, one of
the good performers implemented a major change in strategy
during a period of decline. As part of the change, the company
increased its emphasis on training, particularly of a strategic
nature, such as competitor analysis. In contrast, the poor
performers either stopped or scaled back their programs.^86