A New Model for Training Evaluation in The Banking Industry

Training is an organized procedure through which knowledge and skills for a definite purpose are imparted to employees in an organization (Beach, 1985). Training is just one (but expensive) solution to organizational and individual performance problems. Hence, questioning the effectiveness of this solution is inevitable. In this perspective, the 4-level model (Kirkpatrick, 1959) is widely used. The model distinguishes between reaction outcomes (trainee’s perceptions of the training), learning outcomes (achievement of the training objectives), job behaviour outcomes (behaviour after the completion of tra ining ) and organizationa l out comes (organizational result of the training, including return on investments). Although the model has served the training community well, there is a need for a more sophisticated typology and more diagnostic and rigorous assessments of learning outcomes (Salas & Cannon-Bowers, 2001). Read more