Monitoring and evaluation EAP
Monitoring and Evaluating EAP
The Employee Assistance Programmes (EAPs) the marketing of the programmms and its services are its bread and butter, not only in promoting the services to the work force , but also in froming the foundation of expectations on which the programmes effectiveness will be measures ( Beidel, 1999:91). The researcher views the marketing of the programme as an important aspect of Employee Assistance Programme management.
According to Clausen and Gauhier(1982:14) many attempts have been made to document the effectiveness of Employee Assistance Programmes. Most of these efforts have focuses on cost effectiveness or treatment outcome, aas the EAP field grew in sophistication and evaluation techniques. The EAP programme do accomplish what they claim to achieve in both South African rands and cents and in humanitarian terms, Cunningham (1994:29) argues that in reality reality not much evaluation actually occurs. Generally most evaluation studies are limited to determinations of the cost benefit or cost – effectiveness of the programme.
The researcher views evaluation of cost and treatment effectiveness of EAP as indicated bu Clausen and Gauthier (1982:14 ) and Cunningham (1994:29) as some of the aspects if EAP evaluation . The visibility and reputatuion od and EAO among employs is a key element of the programme precedes programme utilization. Hence ,the evaluation of the internal marketing strategies of the EAP , which entails promotion of an EAP to a specified employee population, carefully tailored to meet the unique needs of the workforce, is the focus of this study.
Motivation for the choice of study
Although EAP acceptance seems to have increased over the years, the researcher’s observation is that there are still misconceptions and mis-representations about EAP services, particularly for employees of an organization where an EAP is newly implemented. Similarly in the National Prosecuting Authority , there was a need to market and
The Employee Assistance Programmes (EAPs) the marketing of the programmms and its services are its bread and butter, not only in promoting the services to the work force , but also in froming the foundation of expectations on which the programmes effectiveness will be measures ( Beidel, 1999:91). The researcher views the marketing of the programme as an important aspect of Employee Assistance Programme management.
According to Clausen and Gauhier(1982:14) many attempts have been made to document the effectiveness of Employee Assistance Programmes. Most of these efforts have focuses on cost effectiveness or treatment outcome, aas the EAP field grew in sophistication and evaluation techniques. The EAP programme do accomplish what they claim to achieve in both South African rands and cents and in humanitarian terms, Cunningham (1994:29) argues that in reality reality not much evaluation actually occurs. Generally most evaluation studies are limited to determinations of the cost benefit or cost – effectiveness of the programme.
The researcher views evaluation of cost and treatment effectiveness of EAP as indicated bu Clausen and Gauthier (1982:14 ) and Cunningham (1994:29) as some of the aspects if EAP evaluation . The visibility and reputatuion od and EAO among employs is a key element of the programme precedes programme utilization. Hence ,the evaluation of the internal marketing strategies of the EAP , which entails promotion of an EAP to a specified employee population, carefully tailored to meet the unique needs of the workforce, is the focus of this study.
Motivation for the choice of study
Although EAP acceptance seems to have increased over the years, the researcher’s observation is that there are still misconceptions and mis-representations about EAP services, particularly for employees of an organization where an EAP is newly implemented. Similarly in the National Prosecuting Authority , there was a need to market and