Preferences of Training Performance Measurement: A Comparative Study of Training Professionals and Non-training Managers

ABSTRACT This survey‐based study addressed a perceived gap between training performance evaluation practice and decision‐making criteria required in business. Training professionals and non‐training managers in North Carolina were surveyed. The study found that the groups differ in the performance m...

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Bibliographic Details
Published in:Performance improvement quarterly 2004-12, Vol.17 (4), p.31-49
Main Author: Chapman, Diane D.
Format: Article
Language:English
Subjects:
Administrator Attitudes
Comparative Analysis
Comparative studies
Customer services
Decision making
Industrial Psychology
Interest Research
Investigations
Managers
Measurement Objectives
Measurement Techniques
Measures (Individuals)
North Carolina
Perceptions
Performance evaluation
Performance Technology
Personnel Evaluation
Polls & surveys
Product quality
Productivity
Professionals
Program Effectiveness
Response rates
Skills
Teacher Attitudes
Trainers
Training
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Summary:ABSTRACT This survey‐based study addressed a perceived gap between training performance evaluation practice and decision‐making criteria required in business. Training professionals and non‐training managers in North Carolina were surveyed. The study found that the groups differ in the performance measures that motivate them to act on training issues. Non‐training managers preferred measurements of productivity, organizational climate, product quality, cost, and customer service reports. Training professionals preferred measures of opinions of the trainee's supervisor, end‐of‐training exam scores, progress/work performance reports, and opinions of the trainee. The study concluded that (1) training professionals and non‐training managers react to different training performance measures; (2) training professionals are more likely to react to job/individual‐level performance measures; (3) non‐training managers are more likely to rely on organizational‐level measures; (4) non‐training managers are not primarily concerned with converting training benefits to dollar figures; (5) on‐the‐job tests and customer service reports are valued by both the training profession and business and industry; and (6) the low response suggests a potential lack of interest for the strategic position of the training function.
ISSN:0898-5952
1937-8327
DOI:10.1111/j.1937-8327.2004.tb00319.x