Training Evaluation and the Transfer of Training
Training Evaluation and the Transfer of Training
Genoveva Gonzalez-Jaquez
MAN4350 370187
September 22, 2012
Professor Willie R. Williams
ABSTRACT After companies determine through their HR departments that their employees need training to strengthen or acquire certain knowledge, attitudes and skills inherent in the successful development of a particular job, the next step would be to determine what type of training is better suited to the needs of the company. In addition, they should determine where, when and under what conditions they should be conducted. However, more frequently managers and supervisors are the first hurdles that a company must overcome for healthy training implementation. Many managers and supervisors consider training as something that should be implemented within the organization because of superiors ' mandate, but in which they do not have any expectations about possible outcomes or achievements, or simply because they perceive it as a threat. From this explanation, can deduce that if training process is unnecessary, much more the evaluation process. If there is no added value in training, there will be not reason of evaluation. This research analyzes some important journal articles showing the results of the investigations carried out in certain colleges, whose objective was to determine the possible relationship between employee attitudes and levels of effectiveness of training. The research results suggest that training effectiveness can be determined by evaluating the formation and implementation of a system to consistently evaluate the results of the training and how that transfer of training is implemented in workplaces. Both the evaluation of training and how that training is transferred to the workplace are strategic because they allow determining the benefits that organization which covers the costs, gets from the training.
Keywords: training, evaluation of training, transfer of training, training effectiveness
Training
Genoveva Gonzalez-Jaquez
MAN4350 370187
September 22, 2012
Professor Willie R. Williams
ABSTRACT After companies determine through their HR departments that their employees need training to strengthen or acquire certain knowledge, attitudes and skills inherent in the successful development of a particular job, the next step would be to determine what type of training is better suited to the needs of the company. In addition, they should determine where, when and under what conditions they should be conducted. However, more frequently managers and supervisors are the first hurdles that a company must overcome for healthy training implementation. Many managers and supervisors consider training as something that should be implemented within the organization because of superiors ' mandate, but in which they do not have any expectations about possible outcomes or achievements, or simply because they perceive it as a threat. From this explanation, can deduce that if training process is unnecessary, much more the evaluation process. If there is no added value in training, there will be not reason of evaluation. This research analyzes some important journal articles showing the results of the investigations carried out in certain colleges, whose objective was to determine the possible relationship between employee attitudes and levels of effectiveness of training. The research results suggest that training effectiveness can be determined by evaluating the formation and implementation of a system to consistently evaluate the results of the training and how that transfer of training is implemented in workplaces. Both the evaluation of training and how that training is transferred to the workplace are strategic because they allow determining the benefits that organization which covers the costs, gets from the training.
Keywords: training, evaluation of training, transfer of training, training effectiveness
Training
References: Arthur, W. Jr. (2003) Effectiveness of Training in Organizations: A Meta-Analysis of Design and Evaluation Features. Journal of Applied Psychology. Retrieved from http://psycnet.apa.org/journals/apl/88/2/234/ Blanchard, N. & Thacker, J.W. (2010). Effective training systems, strategies, and practices. 4th Edition. Prentice Hall Cambridge Advanced Learners ' Dictionary. 2008. Cambridge University Press. Cascio, W. (1992) Applied psychology in personnel management, (Englewood-Cliffs, N): Prentice-Hall Kirkpatrick, D. (1967). 'Evaluation of training ' in Training Evaluation Handbook. R. Craig and L. Bittel (eds). New York: McGraw-Hill. Noe, R. A. (1986). 'Trainees ' attributes and attitudes: neglected influences on training effectiveness '. Academy of Management Review, 11: 4, 736-749. Noe, R.A., Holenbeck, J.R., Gerhart, B. & Wright, P.M. (2011). Fundamentals of Human Resource Management. 4th Edition, McGraw Hill, Publisher. Tannenbaum, S. I., Mathieu, J. E., Salas, E., & Cannon-Bowers, J. A. (1991). Meeting trainees’ expectations: The influence of training fulfillment on the development of commitment, self-efficacy, and motivation. Journal of Applied Psychology, 76, 759–769.