Lesson28ManagementOfTraining&Development

Lesson28ManagementOfTraining&Development -...

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266 11.672.2 © Copy Right: Rai University MANAGEMENT OF TRAINING AND DEVELOPMENT A Brief Introduction. .. Note that the concept of program evaluation can include a wide variety of methods to evaluate many aspects of programs in nonprofit or for-profit organizations. There are numerous books and other materials that provide in-depth analysis of evaluations, their designs, methods, combination of methods and techniques of analysis. However, personnel do not have to be experts in these topics to carry out a useful program evalua- tion. The “20-80” rule applies here, that 20% of effort generates 80% of the needed results. It’s better to do what might turn out to be an average effort at evaluation than to do no evalua- tion at all. (Besides, if you resort to bringing in an evaluation consultant, you should be a smart consumer. Far too many program evaluations generate information that is either impractical or irrelevant — if the information is understood at all.) This document orients personnel to the nature of program evaluation and how it can be carried out in a realistic and practical fashion. Note that much of the information in this section was gleaned from various works of Michael Quinn Patton. Program Evaluation (by Carter McNamara, PhD; last revision: Feb 16, 1998) Some Myths About Program Evaluation 1.. Many people believe evaluation is a useless activity that generates lots of boring data with useless conclusions. This was a problem with evaluations in the past when program evaluation methods were chosen largely on the basis of achieving complete scientific accuracy, reliability and validity. This approach often generated extensive data from which very carefully chosen conclusions were drawn. Generalizations and recommendations were avoided. As a result, evaluation reports tended to reiterate the obvious and left program administrators disappointed and skeptical about the value of evaluation in general. More recently (especially as a result of Michael Patton’s development of utilization-focused evaluation), evaluation has focused on utility, relevance and practicality at least as much as scientific validity. 2. Many people believe that evaluation is about proving the success or failure of a program. This myth assumes that success is implementing the perfect program and never having to hear from employees, customers or clients again — the program will now run itself perfectly. This doesn’t happen in real life. Success is remaining open to continuing feedback and adjusting the program accordingly. Evaluation gives you this continuing feedback. 3. Many believe that evaluation is a highly unique and complex process that occurs at a certain time in a certain way, and almost always includes the use of outside experts. Many people believe they must completely understand terms such as validity and reliability. They don’t have to. They do have to consider what information they need in order to make current decisions about program issues or needs. And they
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This note was uploaded on 05/20/2010 for the course BUSINESS Management taught by Professor N/a during the Spring '10 term at Open Uni..

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Lesson28ManagementOfTraining&Development -...

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