Preferences of Training Performance Measurement: A Comparative Study of Training Professionals and Non-training Managers

Abstract

This survey‐based study addressed a perceived gap between training performance evaluation practice and decision‐making criteria required in business. Training professionals and non‐training managers in North Carolina were surveyed. The study found that the groups differ in the performance measures that motivate them to act on training issues. Non‐training managers preferred measurements of productivity, organizational climate, product quality, cost, and customer service reports. Training professionals preferred measures of opinions of the trainee's supervisor, end‐of‐training exam scores, progress/work performance reports, and opinions of the trainee. The study concluded that (1) training professionals and non‐training managers react to different training performance measures; (2) training professionals are more likely to react to job/individual‐level performance measures; (3) non‐training managers are more likely to rely on organizational‐level measures; (4) non‐training managers are not primarily concerned with converting training benefits to dollar figures; (5) on‐the‐job tests and customer service reports are valued by both the training profession and business and industry; and (6) the low response suggests a potential lack of interest for the strategic position of the training function.

Enhancing the trustworthiness and credibility of human resource development: Evidence‐based management to the rescue?

“…Because top management are gatekeepers of financial resources, strategic information, and access to policy decisions, HRD influence is often directly dependent on the quality of its relationship with the top management (Ferris & Judge, ; Tsui, ). HRD practitioners need top management support to secure key resources (Chapman, ), as well as final approval and support for its interventions and change efforts (Gilley, Maycunich, & Quatro, ; Tjepkema et al, ). Equally, the trust of employees as engaged participants is critical in HRD initiatives.…”