You can copy and paste this URL.
This URL will permanently link back to this page.
No one training-program evaluation design is all inclusive or overarching; several factors need to be examined very seriously in determining which design is the most suitable (Hollenbeck & Noe et al, 2010):
Additionally, several questions need to be asked to determine which evaluation design is the most appropriate (Noe, 2010):
In the case of the English conversation school chain that I worked for in Japan (1989-2005), a pre-test/ post-test comparison design would have been necessary to measure the efficacy of teacher training. Teachers prior to training should have been observed and then trained, observed, and evaluated at the one month, three month, six month, and one-year mark. Such a construct would have been the most even-handed manner to train the instructors and to measure their performance and the efficacy of the training on a consistent basis.
The training actually given from 1992 onward was merely feedback given to instructors by trainers and head teachers in the aftermath of evaluation at the halfway and ending points of each one-year contract. No consideration or effort was made by the company to design and implement practical hands-on training for the teachers or for the trainers and head teachers, which, over time, led to a significant decline in teaching morale and performance and an attendant slide in student satisfaction with the company’s schools.
Sources: Hollenbeck, John R. & Noe, Raymond E et al. (2010). Human Resource Management: Gaining a Competitive Advantage, pg. 318, 7th Edition, McGraw-Hill Irving, New York, NY.
Noe, Raymond E. (2010). Employee Training and Development, p 239, 5th Edition. McGraw-Hill Irving, New York, NY.
This new Article is not yet ready for syndication. Please check back in a few minutes.
This Article is not available for syndication. Contact BestThinking for details.
Enjoy high quality content through BestThinking's syndication program. Learn more and register as a publisher today!
Enhance your publication, blog or journal with high quality content from BestThinking. Whether you are looking for a single feature article, a stream of dynamic content or just a few pieces each month, BestThinking's unique, customizable syndication feeds provide rights-verified material from identity verified Thinkers.
To syndicate a Blog or Article, you’ll need to start by setting up a feed. Creating a feed is a 3-step process:
New Book Exposes Darwin's Greatest Secret
In his new book Nullius in Verba: Darwin’s Greatest Secret, Thinker Mike Sutton reveals in compelling and convincing detail that the theory of natural selection was not independently discovered by Charles Darwin.
Sutton’s sharp objective eye of the criminal investigator and academic creates a vivid and authentic depiction of the times, the characters, and the cover-up that endured for over 130 years – until now.
About the Author
Dave S Morse
I've completed a Masters of Management in Public Administration at the University of Phoenix and am seeking to enter the field of social and
Immigration Reform is a Complex Public-Policy Issue Immigration reform constitutes a complex and nuanced public-policy issue that contains many twists and turns. Illegal migrant farm-workers, for example, do much of the backbreaking stoop labor, at $3.00-$7.25 per hour, which brings fruits,...
Though advances have been made in the reduction of chronic homelessness, transitory, or cyclical, homelessness remains a scourge nationwide. Because of severe underemployment, many hardworking people have to stay with friends or relatives on a regular basis. Creation of hundreds of thousands of...
Theory E vis-à-vis Theory O Theory E espouses organizational change based on economic value whereas Theory O commends entity change founded upon organizational value (Harvard Business Review, 2000). Though the tide is beginning to change, most companies in the U.S., particularly large ones,...
HRIS technology drives organizational success in that it enables the speeding up of human-resource administrative procedures which enable more accurate and rapid tracking of the best matched, and most well-qualified, candidates for a particular position and frees HR staff from the mundane.
This article examines gaps of perception that often exist between Boards of Trustees/Chancellors in Community College Districts and the constituents they serve. Such gaps are most acute between Boards/Chancellors and colleges which serve poor communities, especially in how budget cuts are applied.
This article highlights four staffing models which are essential for the recruitment and retention of the best qualified and most well-matched personnel to meet the staffing needs of organizations and to keep them competitive and growing over the long-term.