MANAGEMENT TRAINING EVALUATION CRITERIA IN LATVIA: RESULTS FROM INTERVIEWS IN SERVICE SECTOR ENTERPRISES

Abstract

Authors analyzed a lot of theoretic training evaluation models which are not used in practice. The purpose of the study is to find out how T&D specialists understand management training evaluation, what evaluation criteria and evaluation methods used in the service sector enterprises in Latvia. Essential management training evaluation criteria are defined: applicability of the acquired knowledge, introduction of the obtained competences to work and changes in the work results after training. The main managers training evaluation problems are detected: lack of trainee motivation, limited time, low quality of the training service, discrepancy of price and quality, lack of top management support, difficulties to define training goals and outcomes. Experts admit that the complicatedness of the theoretical training evaluation models and they doubt the usefulness of evaluation by levels. Practice in the service sector in Latvia reveals that summative evaluation is rarely used, training evaluation is situational, various and flexible regarding the type and content of training. Results from in-depth interviews provide the basis for a broader study on management training evaluation criteria that will be applied to developing a new training evaluation approach for evaluation improvement in other countries.

Keywords

• management training, training evaluation, evaluation criteria, service sector

Kaynakça

1. Giangreco, Antonio, Carugati Andrea and Sebastiano Antonio (2010), “Are we doing the right thing? Food for thought on training evaluation and its context”,
2. Personnel Review, Vol. 39, No. 2, pp.162-177. O’Connor, Paul, Campbell Justin, Newon Jennifer, Melton John, Salas Eduardo, Wilson Katherine A. (2008), “Crew Resource Management Training
3. Effectiveness: A Meta-Analysis and Some Critical Needs”, The International Journal of Aviation Psychology, Vol. 18, No. 4, pp.353-368. Pineda, Pilar (2010), “Evaluation of training in organizations: a proposal for an integrated model”, Journal of European Industrial Training, Vol. 34, No. 7, pp.673–693.
4. Powell, Skylar K. and Yalcin Serkan (2010), “Managerial training effectiveness.
5. A meta-analysis 1952-2002”, Personnel Review, Vol. 39, No. 2, pp.227–241.
6. Short, Tom (2009), “Exploring the vacuum in training evaluation: is this a case of mission impossible?”, Development and Learning in Organizations, Vol. 23, No. , pp.15-18.
7. Siti, Fardaniah Abdul Aziz and Shamsuddin Ahmad (2011), “Stimulating training motivation using the right training characteristic”, Industrial and Commercial Training, Vol. 43, No. 1, pp.53–61.