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Chapter 13: Evaluation: Human Resource Development: Principles and Practice by Brian Delahaye
Chapter 13: Evaluation: Human Resource Development: Principles and Practice by Brian Delahaye
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CHAPTER 13: EVALUATION
• MISCONCEPTIONS ABOUT EVALUATION
• ASSESSMENT OF LEARNING
• KIRKPATRICK’S FOUR LEVELS
• THE PRESAGE FACTORS
• THE SCIENTIFIC MODELS
• COST-BENEFIT ANALYSIS
• THE EVALUATION PLAN
• THE EVALUATION REPORT
• THE LEGITIMATE SYSTEM
• THE SHADOW SYSTEM
• THE NEED FOR DIALECTIC THINKING
When a test has been examined and given a quantitative score the
result is called a raw score.
There are two good reasons for conducting a CBA. Firstly, the
survival of the HR section may depend on proving the value of
development. Secondly, it helps in the decision of selecting the
learning programs that have the most impact.
Human Resource Development: Principles and Practice By Brian Delahaye
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CHAPTER 13: EVALUATION
• MISCONCEPTIONS ABOUT EVALUATION
• ASSESSMENT OF LEARNING
• KIRKPATRICK’S FOUR LEVELS
• THE PRESAGE FACTORS
• THE SCIENTIFIC MODELS
• COST-BENEFIT ANALYSIS
• THE EVALUATION PLAN
• THE EVALUATION REPORT
• THE LEGITIMATE SYSTEM
• THE SHADOW SYSTEM
• THE NEED FOR DIALECTIC THINKING
Human Resource Development: Principles and Practice By Brian Delahaye
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THE EVALUATION PLAN
Planning for evaluation commences during the design stage. This
ensures that the appropriate evaluation occurs at the appropriate
time. It also allows the coordination of developmental and
judgemental evaluation. Planning or evaluation should include:
● develop the assessment for developmental purposes first
● incorporate this into the evaluation plus any further
assessment required
● decide what presage variables will be evaluated and when
● incorporate appropriate HRDNI investigation instruments
● design daily and course/workshop reaction sheets
● design pre-test and post-test instruments, if appropriate
● identify and plan methods to be used at Stage V and VI
● if CBA is to be used, arrange collection of costs and benefits
● prepare a budget
● send evaluation plan to staff who are affected.
Human Resource Development: Principles and Practice By Brian Delahaye
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CHAPTER 13: EVALUATION
• MISCONCEPTIONS ABOUT EVALUATION
• ASSESSMENT OF LEARNING
• KIRKPATRICK’S FOUR LEVELS
• THE PRESAGE FACTORS
• THE SCIENTIFIC MODELS
• COST-BENEFIT ANALYSIS
• THE EVALUATION PLAN
• THE EVALUATION REPORT
• THE LEGITIMATE SYSTEM
• THE SHADOW SYSTEM
• THE NEED FOR DIALECTIC THINKING
Human Resource Development: Principles and Practice By Brian Delahaye
13.25
THE EVALUATION REPORT
Once the evaluation has been completed a report should be
completed for the key stakeholders. The evaluation plan has a
communication role, decision making role and becomes an
historical document. This report should include:
an executive summary
a findings/recommendations section
a contents list
the main body, which should include:
✍ reasons for the evaluation
✍ list of personnel involved
✍ discussion of the various types of evaluation undertaken
✍ a discussion on the findings, the options and the conclusions
✍ a list of, and discussion of, the recommendations
appendices.
The main evaluation method for the shadow system is the use of
values systems. The manger instills a particular value in the
system and checks for evidence for this value.