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HRD 13 Evaluation
HRD 13 Evaluation
MISCONCEPTIONS ABOUT
EVALUATION
While evaluation is seen as professionally and theoretically
desirable, some have doubts about its worth.
1. It is too costly. This misconception is based on a very short-
term view of costs. The cost of risk is also part of the equation.
These risks include not knowing if mistakes were made and not
knowing how to avoid these mistakes in the future.
ASSESSMENT OF LEARNING
Assessment addresses the question ‘What changes have occurred
in the mind of the learner as a result of the learning episode?’. To
measure this change, the learning has to be converted into a
behaviour that can be observed and this has some weaknesses:
TYPES OF ASSESSMENT
Assessment can be divided into six types:
When a test has been examined and given a quantitative score the
result is called a raw score.
COMMENTS ON KIRKPATRICK’S
MODEL
The strengths of Kirkpatrick’s model include:
simple and seemingly robust model
recognises the impact of a learning episode should extend
beyond the individual learner
provides an easily remembered checklist
each level provides a unique examination of HRD.
TIME OUT
To this stage of the discussion, we have examined assessment of
learning, Kirkpatrick’s model and Brinkerhoff’s model. This has
answered two of the roles of evaluation:
COST-BENEFIT ANALYSIS
Cost-benefit analysis (CBA) is used to see if the amount of
change was worthwhile. It is based on the premise:
identify the costs, in dollar terms, for the learning experience
identify the the benefits accruing from the learning
experience, in dollar terms
the ratio between the costs and benefits should be in favour
of the benefits.
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
13.22
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.