| Edition |
3rd ed. |
| Description |
1 online resource (xvii, 379 pages) : illustrations |
| Physical Medium |
polychrome |
| Description |
text file |
| Bibliography |
Includes bibliographical references and index. |
| Contents |
Foreword / Merrill C. Anderson -- Foreword to the third edition / Diederick Stoel -- Preface -- Part 1. Concepts, principles, guidelines, and techniques. Chap. 1. Evaluating : part of a ten-step process -- Chap. 2. Reasons for evaluating -- Chap. 3. The four levels : an overview -- Chap. 4. Evaluating reaction -- Chap. 5. Evaluating learning -- Chap. 6. Evaluating behavior -- Chap. 7. Evaluating results -- Chap. 8. Implementing the four levels -- Chap. 9. Managing change -- Chap. 10. Using balanced scorecards to transfer learning to behavior -- Chap. 11. So how is e-learning different? -- Part 2. Case studies of implementation. Chap. 12. Developing an effective level 1 reaction form : Duke Energy Corporation -- Chap. 13. Evaluating a training program for nonexempt employees : First Union National Bank -- Chap. 14. Evaluating a training program on developing supervisory skills : Management Institute, University of Wisconsin -- Chap. 15. Evaluating a leadership training program : Gap Inc. -- Chap. 16. Evaluating a leadership development program : U.S. Geological Survey -- Chap. 17. Evaluating a leadership development program : Caterpillar, Inc. -- Chap. 18. Evaluating desktop application courses : Pollak Learning Alliance (Australia) -- Chap. 19. Evaluating an orientation program for new managers : Canada Revenue Agency, Pacific Region -- Chap. 20. Evaluating training for an outage management system : PacificCorp -- Chap. 21. Evaluating a coaching and counseling course : Grupo Iberdrola (Spain) -- Chap. 22. Evaluating a performance learning model : Defense Acquisition University -- Chap. 23. Evaluating an information technology skills -- Chap. 24. Evaluating a performance improvement program : Toyota Motor Sales, U.S.A., Inc. -- Chap. 25. Evaluating a career development initiative : Innovative Computer, Inc. -- Chap. 26. Evaluating the four levels by using a new assessment process : Army and Air Force Exchange Service (AAFES) -- Chap. 27. Evaluating a training program at all four levels : Cisco Systems, Inc. -- Chap. Index -- Chap. The authors. |
| Summary |
The "Kirkpatrick Model" for evaluating training programs is the most widely used approach in the corporate, government, and academic worlds. First developed in 1959, it focuses on four key areas: reaction, learning, behavior, and results. This book provides a comprehensive guide to Kirkpatrick's four-level model, along with detailed case studies that show how the approach is used successfully in a wide range of programs and institutions. The third edition revises and updates existing material and includes new strategies for managing change effectively. |
| Local Note |
eBooks on EBSCOhost EBSCO eBook Subscription Academic Collection - North America |
| Subject |
Employees -- Training of -- Evaluation.
|
|
Employees -- Training of -- Evaluation. |
| Genre/Form |
Electronic books.
|
| Added Author |
Kirkpatrick, James D., 1952-
|
| Other Form: |
Print version: Kirkpatrick, Donald L. Evaluating training programs. 3rd ed. San Francisco, CA : Berrett-Koehler, ©2006 1576753484 9781576753484 (DLC) 2005048069 (OCoLC)60421106 |
| ISBN |
9781576757963 (electronic book) |
|
157675796X (electronic book) |
|
9781576753484 |
|
1576753484 |
| Standard No. |
9781576753484 |
|
