An empirical study of the training evaluation decision-making model to measure training outcome

Tsang-Kai Hung1
1Graduate Institute of Human Resource Management, National Changhua University of Education, Taiwan
Cite this article:  Hung, T.-K. (2010). An empirical study of the training evaluation decision-making model to measure training outcome. Social Behavior and Personality: An international journal, 38(1), 87-102.

Volume 38 Issue 1 | e1958 | Published: February 2010 | DOI: https://doi.org/10.2224/sbp.2010.38.1.87

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In terms of training evaluation, most human resource development (HRD) or training professionals as program suppliers are usually limited to course-level trainee satisfaction. The training evaluation practice framework can be originally linked to Kirkpartrick (1959). The purpose in this study was to explore the key important factors that affect the relationship between HRD professionals and training evaluation by establishing a decision-making model of training evaluation practices using fuzzy concept (Van Laarhoven & Pedrycz, 1983) and grey relation analysis (Deng, 1982), that is, a quantitative method. This could guide HRD or training professionals when making the decisions about which evaluation level can be viewed as the priority to be implemented by looking at their own organizational characteristics.

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