The Concept of Evaluation

Topics: Evaluation, Program management, Donald Kirkpatrick Pages: 6 (1839 words) Published: October 4, 2012
Answer any 2 out of the following 4 Questions

Q1. Define Evaluation and explain the concept in your own words. Q2. Enumerate the Principles of Evaluation
Q3. Explain any two models of evaluation. Identify the one closest to your training needs and objectives and give reasons for the same, Q4. Choose one Training Programme that you would like to conduct/direct. What methods would you choose for setting training objectives for that program? Q5. Selection of the method of evaluation depends on the criteria of evaluation. Elaborate with the help of an example. **********************************************************************************************************

Q1. Define Evaluation and explain the concept in your own words. Ans1. Evaluation is the systematic determination of merit, worth, and significance of something or someone. Evaluation often is used to characterize and appraise subjects of interest in a wide range of human enterprises, including the Arts, business, computer science, criminal justice, motocross, engineering, foundations and non-profit organizations, government, health care, and other human services. Program evaluation is essentially a set of philosophies and techniques to determine if a program 'works'. Behind the seemingly simple question of whether the program works are a host of other more complex questions. For example, the first question is, what is a program supposed to do? It is often difficult to define what a program is supposed to do, so indirect indicators may be used instead. For example schools are supposed to 'educate' people. But what does 'educate' mean? Give knowledge? Teach how to think? Give specific skills? If the exact goal cannot be defined well, it is difficult to indicate whether the program 'works. Perhaps the most difficult part of evaluation is determining whether it is the program itself that is doing something. There may be other events or processes that are really causing the outcome, or preventing the hoped for outcome. However, due to the nature of the program, many evaluations cannot determine whether it is the program itself, or something else, is the 'cause'. In the professional world every action needs to be justified w.r.t .it’s utility & relevance to the business. Hence evaluation becomes indispensable for every function in the present day institutions & organizations. Evaluation happens for every thing, the only difference is that, for some it is happening in such a silent and discreet manner that we often tend to think that no evaluation is happening at all. Evaluation of training is essential for its survival. General opinion & perception about training is that it is and expense and not a revenue generating activity. However the reality is that it is a Value Enabling Activity. This cannot be easily communicated and sold to the business heads. Hence the correct, effective and relevant Evaluation of Training is very important in the present day scenario. Many types of evaluation models are being tried by the training professionals in the world. Reaction or the Immediate Post Training Feedback is one of the most common and convenient method being adopted. However, this method is adopted primarily because of its sweetness and the fact that we all want to taste it. As a trainer, I can and I have very easily been able to strongly influence the outcome of a reaction evaluation. After all the learners are human beings having hearts that can be won over.

Q2. Explain any two models of evaluation. Identify the one closest to your training needs and objectives and give reasons for the same,

Ans2. Kirkpatrick's Four Levels of Evaluation

ASSESSING TRAINING EFFECTIVENESS often entails using the four-level model developed by Donald Kirkpatrick (1994). According to this model, evaluation should always begin with level one, and then, as time and budget allows, should move sequentially through levels two, three, and four. Information from...
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