Running head: EVALUATION METHODS
University of Phoenix
The use and abuse of evaluation is an ad nauseam debate in which most people agree how right and true and essential evaluation is, but as one debater put it, “Evaluation is seldom done, hard to do, and the results are rarely useful” (Spaid, 1986, p. 241). It is important to distinguish targets of evaluation in training programs from information that is gathered. Program evaluation can include any or a variety of different types of evaluation, such as needs assessments, accreditation, cost/benefit analysis, effectiveness, efficiency, formative, summative, goal-based, process, outcomes, etc. The type of evaluation a company will undertake to improve their programs depend on what the organization wants to learn about the program. In order for HR to properly manage an acquisition like InterClean and EnviroTech, Inc. it is imperative to have an auditing system with checks and balances that will assure all training is met and complete and all evaluations are done fairly and meet Equal Employment Opportunity Commission (EEOC) standards or requirements. There is no one perfect method of evaluating information; However, Cascio states, evaluation is a dual process that assess indicators of success in training as well as job performance and determines after training if any job-related changes occurred (Cascio, 2005). Evaluation is helpful to understand, verify or increase the impact of products or services on customers or clients, improve delivery mechanisms to be more efficient and less costly, and verify that you are doing what you think you are doing.
Spaid, O. (1986). The Consummate Trainer. Englewood Cliffs, NJ: Prentice-Hall. Cascio, Wayne F. (2005). Managing Human Resources: Productivity, Quality of Work Life, Profits. : McGraw-Hill
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