Date of Award/Publication
MS in Human Resource Development
The following report entails qualitative data collected from an assessment about the effectiveness of a leadership and development training program evaluation study that was conducted for IRMC-Cambridge. The primary paradigm utilized to collect and analyze data was the Kirkpatrick Model (1975). The Kirkpatrick Model consists of four levels developed to evaluate classroom training programs led by the instructor. The four levels include: reactions, learning, behavior, and results. The project surveyed and interviewed managers who received leadership training as well as some of their direct reports to determine key results at the first three levels including: (a) overall satisfaction with the training, (b) learning, transfer of leadership behaviors to the job, and (c) the impact of the training to the organization. Overall, key findings illustrate that the majority of participants found the workshop content to be relevant and to meet their expectations and that the material learned is applicable at work in their current roles. Additionally, participants generally found the workshops to be beneficial with the majority of the participants rating overall satisfaction with the workshops " high." Though the workshops were effective, I conclude with recommendations for improvement and future workshops.
Martinez-Vogt, Emily, "The Effectiveness of a Training and Developmental Program: The Ins and Outs of What Makes Effective Training Happen" (2007). Education Masters. Paper 143.
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