HC 6

Question 1

Ultimate goal of HRD

Answer 1

Increasing organizational effectiveness

Question 2

Effective training can lead to better..

Answer 2

• productivity
• work quality
• motivation
• commitment
• moral & teamwork
• fewer errors

Question 3

A poorly trained workforce can lead to

Answer 3

Extremely costly errors, injuries and legal issues

E.g. In the US alone, $183.0 billion are spent on employee injuries and deaths linked to insufficient training every year

Question 4

Definition HRD evaluation

Answer 4

The systematic collection of descriptive and judgmental information necessary to make effective training decisions related to the selection, adoption, value, and modification of various instructional activities.

Question 5

Definition HRD evaluation

Answer 5

The systematic collection of descriptive and judgmental information necessary to make effective training decisions related to the selection, adoption, value, and modification of various instructional activities.

Question 6

7 goals of evaluation

Answer 6

1. Determine if the program’s objectives are accomplished
2. Identify the strengths and weaknesses of HRD programs
3. Determine the cost-benefit ratio of an HRD program
4. Decide who should participate in future HRD programs
5. Identify who benefited most or least from the program
6. Gather data to assist in marketing future programs
7. Establish a database to assist management in making decisions

Question 7

3 Types of evaluation data

Answer 7

1. Individual performance data
2. System wide performance data
3. Economic data

Question 8

Individual performance data

Answer 8

> Employee’s test scores
> Number of units produced
> Timeliness of performance
> Qualityofperformance
> Attendance
> Attitudes

Question 9

System wide performance data

Answer 9

Concerns business unit, team, division, etc.
For example:
> Productivity
> Rework
> Scrap
> Customer and client satisfaction
> Timeliness

Question 10

Economic data

Answer 10

Includes financial and economic performance of the organization or unit
For example:
> Profits
> Product liability
> Avoidance of penalties
> Market share

Question 11

Kirkpatrick’s framework (pyramid) (4)

Answer 11

From top to bottom:

Results
Behavior
Learning
Satisfaction

Question 12

Return On Investment (ROI) Philip’s

Answer 12

Most common business ratio for determining performance

Formule:
ROI = Results / Training Costs

If ROI < 1, training costs more than benefits accrue
If ROI > 1 benefits accrue
The greater the ratio, the higher the benefit for the organization

Question 13

Formule ROI

Answer 13

Return On Investment

Verschil Baten / Verschil Kosten

ROI = Results / Training Costs

Question 14

5 Thinks to consider when calculating training costs

Answer 14

1. Direct Costs
   > e.g., trainer, course material, food, room, …
2. Indirect Costs
   > e.g., costs for trainer preparation / development, administrative support, marketing program
3. Development Costs
   > e.g., development of videos, piloting the program, redesign costs
4. Overhead Costs
   > e.g., heat and lightening for the training room, maintenance of training equipment
5. Compesation for Participants
   > e.g., salaries and benefits provided to employees participating in the training

Question 15

Kirkpatrick IN Organizational Practice (4)

Answer 15

> About one-third of organizations use Kirkpatrick’s model
Most organizations do not collect information on all four types of
outcomes
Some feel it only measures what happens immediately after training
Others criticize the lack of specificity in dealing with different types of learning outcomes

> Kraiger, Ford & Salas (1993) provide a useful extension

Question 16

Name 2 problems in HRD evaluation

Answer 16

1. Mono-method Bias

2. Social-desirability Bias

Question 17

Mono-method Bias

Answer 17

If both reports in a before-and-after evaluation come from the same person at the same time (say, after training), conclusions may be questionable

> Respondents may be more concerned about being consistent in their answers than about providing accurate responses

Question 18

Social-Diserability Bias

Answer 18

Respondents may report what they think the researcher (or boss) wants to hear rather than the truth

> Employees may be fearful or embarrassed to admit that they learned nothing in a training program

Question 19

Overclaiming Knowledge

Answer 19

Overclaiming is the tendency to claim knowledge about non- existent items.

Question 20

Why is Overclaiming Knowledge complex?

Answer 20

Overclaiming is a concrete operationalization of self- enhancement based on respondents’ ratings of their knowledge of various persons, events, products, and so on.

Question 21

How to measure Overclaiming?

Answer 21

Because 20% of the items are nonexistent, responses can be analyzed with signal detection formulas to index both response bias (over-claiming) and accuracy (knowledge)

Question 22

What questions should be asked by the following aspacts of Kirkpatrick’s Framework Pyramid?

Results
Behavior
Learning
Satisfaction

Answer 22

Results = Did the training have measurable impact on performance?
Behavior = Did the learners behavior change as a result of training? 
Learning = Did knowledge transfer occur?
Satisfaction = Did the learners enjoy the training?

Question 23

What is the fifth level Phillips (1996) add to the Kirkpatrick evaluation model?

A) Behaviour
B) Learning
C) Return on investment
D) Satisfaction

Answer 23

C) Return on investment (ROI)