Page 85 - 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%u062985Electronic Resources %u2013 Human Resources Development Year Four - 2021 | |83%u2022 Informed Consent: In many research settings, such as hospitals, evaluation studies are monitored by a review board to ensure that participants are aware they are participating in a study and know its purpose, what they will be expected to do, and the potential risks and benefits of participating. In addition, participantsare asked to sign a form stating that they have been informed of these facts and agree to participate in the study. %u2022 Withholding Training: Research designs involving control groups require that some employees receive training while others do not. This apparent partiality can be problematic if the training is believed to improve some employees%u2019 performance, which could lead to organizational benefits. There are at least three possible resolutions to this dilemma. First, an unbiased procedure, such as a lottery, can be used to assign employees to training groups. Second, employees who are assigned to a control group can be assured that if the training is found to be effective, they will have the option of receiving the training at a later time. Third, the research design can be modified so that both groups are trained, but at different times.%u2022 Use of Deception: In some cases, an investigator may feel it will yield better results if employees don%u2019t realize they are in an evaluation study, or if they are given false or misleading information during the study. Deceived employees may become angry with management, damaging a trust that is difficult to reestablish. Any benefits of an HRD program will likely be undermined by negative effects on employees who feel they have been betrayed. Alternatives to deception should be considered. If deception is used, it should be as minimal as possible, and employees in the study should be informed of the deception and the reasons for it as soon as their participation in the study ends.%u2022 Pressure to Produce Positive Results: HRD professionals and their managers may feel pressure to make certain that the results of an evaluation demonstrate that the program was effective. This may be one reason why rigorous evaluation of HRD programs is not done more often. If the evaluation shows the program was not effective, the HRD department may lose funding and support and have its activities curtailed.Type of Data Used/Needed%u2022 Individual performance%u2022 Systemwide performance%u2022 EconomicIndividual Performance Data%u2022 Individual knowledge%u2022 Individual behaviors