Page 81 - Demo

%u062c%u0645%u064a%u0639 %u0627%u0644%u062d%u0642%u0648%u0642 %u0645%u062d%u0641%u0648%u0638%u0629 %u0640 %u0627%u0625%u0644%u0639%u062a%u062f%u0627%u0621 %u0639%u0649%u0644 %u062d%u0642 %u0627%u0645%u0644%u0624%u0644%u0641 %u0628%u0627%u0644%u0646%u0633%u062e %u0623%u0648 %u0627%u0644%u0637%u0628%u0627%u0639%u0629 %u064a%u0639%u0631%u0636 %u0641%u0627%u0639%u0644%u0647 %u0644%u0644%u0645%u0633%u0627%u0626%u0644%u0629 %u0627%u0644%u0642%u0627%u0646%u0648%u0646%u064a%u062981Electronic Resources %u2013 Human Resources Development Year Four - 2021 | |79%u2022 Table 7-1 lists six frameworks for evaluation, the most popular is that of D. Kirkpatrick.%u2022 Figure 7-3 shows Kirkpatrick%u2019s 4- levels model of evaluation.%u2022 Kirkpatrick argues that training efforts can be evaluated according to four criteria: %u2713 Reaction: Focus on trainees%u2019 perceptions about a program and its effectiveness. Positive reactions to a training program may make it easier to encourage employees to attend future programs. But if trainees did not like the program or think they didn%u2019t learn anything (even if they did), they may discourage others from attending and be reluctant to use the skills or knowledge obtained in the program. The main limitation of evaluating HRD programs at the reaction level is that this information cannot indicate whether the program met its objectives beyond ensuring participant satisfaction.%u2713 Learning: Did they learn what they were supposed to? Measuring whether someone has learned something in training may involve a quiz or test%u2014clearly a different method from assessing the participants%u2019 reaction to the program.%u2713 Job Behavior: Was it used on job? If learning does not transfer to the job, the training effort cannot have an impact on employee or organizational effectiveness. Measuring whether training has transferred to the job requires observation of the trainee%u2019s on-the-job behavior or viewing