Evaluation Models 1983
DOI: 10.1007/978-94-009-6675-8_7
|View full text |Cite
|
Sign up to set email alerts
|

The Cipp Model for Program Evaluation

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

0
149
0
21

Year Published

2000
2000
2024
2024

Publication Types

Select...
6
3

Relationship

0
9

Authors

Journals

citations
Cited by 145 publications
(207 citation statements)
references
References 2 publications
0
149
0
21
Order By: Relevance
“…The CIPP (context, input, process, and product) evaluation model was used to guide evaluation of the project [15].…”
Section: ،٢ ‫العدد‬ ‫عرش،‬ ‫اخلامس‬ ‫املجلد‬ ‫العاملية،‬ ‫الصحة‬mentioning
confidence: 99%
“…The CIPP (context, input, process, and product) evaluation model was used to guide evaluation of the project [15].…”
Section: ،٢ ‫العدد‬ ‫عرش،‬ ‫اخلامس‬ ‫املجلد‬ ‫العاملية،‬ ‫الصحة‬mentioning
confidence: 99%
“…The CIPP program evaluation model was used to guide, strengthen, ensure accountability, publish effectiveness, and rule out ineffectiveness in various disciplines and areas of service (Stufflebeam 2007). Interview questions followed the CIPP evaluation model infused with criteria from TIA, the six core strategies for reducing seclusion and restraint (National Association of State Mental Health Program Directors 2006), and Kotter's (1995) eight-step change model.…”
Section: Methodsmentioning
confidence: 99%
“…The first are dedicated to describing the variables that can influence the learning process, i.e. the motivation to learn (Noe, 1986), learning and retention (Baldwin and Ford, 1988) and obstacles to learning (Holton et al, 2000); while the second aims to describe the whole learning process in a systematic way: the CIRO (context, input, reaction, output) by Warr et al (1970), the four Krikpatrick's levels (1976) and the CIPP (context, input, process, product) by Stufflebeam, 1983, until the flawed four-level evaluation model (Holton, 1996) that connects learning, individual performance and organizational performance.…”
Section: Theoretical Backgroundmentioning
confidence: 99%