D.Phil. / In spite of developments in the field of Human Resource Development (HRD field) with regard to the development of human resources, the HRD field has no universally accepted evaluation paradigm that could be utilised for evaluating the impact of HRD interventions. This unsatisfactory state of evaluation was brought about, firstly, by the prevailing dominance of the Kirkpatrick approach (1994) towards evaluation and, secondly, by the absence of empirically-tested evaluation models. Although the Kirkpatrick approach to evaluation establishes a logical frame of reference for evaluation, this approach could be considered controversial and restrictive. Furthermore, the taxonomic nature of the Kirkpatrick approach provides limited prospects for explaining the contribution and impact HRD interventions could have on enhanced organisational effectiveness. Consequently, a need exists for an innovative HRD evaluation paradigm that offers satisfactory exposition possibilities with regard to the effectiveness of interventions. Furthermore, the Human Resource Development field is characterised by a lack of terminological congruence particularly with regard to such concepts as evaluation, Human Resource Development and organisational effectiveness. In order to overcome the problem, concepts that are applicable to the study in question, were defined and a few objectives that could be achieved by means of evaluation were explained/highlighted. From further analysis of a variety of evaluation approaches propounded in literature it appears that the conceptualisation of evaluation areas such as reaction, learning and performance could be considered problematic. Furthermore, these evaluation approaches focus mainly on evaluating the impact of a few interventions without determining the contribution of most interventions for enhanced organisational effectiveness. Bearing relation to the aforementioned, important variables that occur on individual, group and organisational levels, and that influence the effectiveness of an intervention, are not considered. The aforementioned, therefore, does not indicate that the evaluation approaches followed could be considered as faulty, but instead that these approaches could be regarded as incomplete. Against the above background, an Evaluation Model has been formulated that could overcome evaluation problems. The model includes five major factors, namely individual, group and organisational factors, the learning environment and the components of the training cycle. It has been hypothesised that these factors mutually interact with each other and transform HRD inputs into specific outputs. These elements also serve as outputs of the HRD function and it has been argued that the factors could be considered as indicative of effective HRD iniatives. The elements of the transformational process serve as one of three key evaluation areas, of which the other two evaluation areas are organisational effectiveness and external factors. The proposed evaluation approach thus pays attention to the impact and interaction between the different elements, the point of departure being that effective transformation (that is, processing HRD inputs to outputs) would only be possible if full functional discharge occurs in all the elements.

The purposes of this study were to determine whether directors and the senior student affairs officers who supervise them perceive the formal performance evaluation process to be accurate, fair, and meaningful, and whether they perceive the process to be influenced by the politics involved in the position.

The study on "Evaluation of personnel management capabilities of the Federal Police of Ethiopia in Addis Ababa” had the following research questions: How is the Federal Police in Ethiopia Structured? What are the international standards for personnel management capabilities? What is the current personnel management capability in the Federal Police? How should shortcomings in personnel management capabilities of the Federal Police be addressed? In the study, an empirical research design and qualitative research approach were adopted. The data collection methods were: literature, documents and interviews. The data was analyzed by four-step Data Analysis Spiral TechniquesThe primary Findings are: International standards for personnel management capabilities should be set and certified by authorized bodies. The personnel management capability of the Federal Police of Ethiopia was characterized by incompetence. The Main Recommendations are: Further research should be conducted on the personnel management capability of the Federal police of Ethiopia. An authorized body should set standards and certify personnel managers' capabilities of the Federal Police of Ethiopia. / Police Practice / M. Tech. (Human Resource Management of Policing)

by Chan Ping-wah. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Bibliography: leaves 135-140.

The study on "Evaluation of personnel management capabilities of the Federal Police of Ethiopia in Addis Ababa” had the following research questions: How is the Federal Police in Ethiopia Structured? What are the international standards for personnel management capabilities? What is the current personnel management capability in the Federal Police? How should shortcomings in personnel management capabilities of the Federal Police be addressed? In the study, an empirical research design and qualitative research approach were adopted. The data collection methods were: literature, documents and interviews. The data was analyzed by four-step Data Analysis Spiral TechniquesThe primary Findings are: International standards for personnel management capabilities should be set and certified by authorized bodies. The personnel management capability of the Federal Police of Ethiopia was characterized by incompetence. The Main Recommendations are: Further research should be conducted on the personnel management capability of the Federal police of Ethiopia. An authorized body should set standards and certify personnel managers' capabilities of the Federal Police of Ethiopia. / Police Practice / M. Tech. (Human Resource Management of Policing)

As a result of changing demographic trends in today's workforce, employees of all ages can now be found in all career stages. Consequently, the pairing of a younger supervisor with a relatively older employee is becoming increasingly more common. Research in the United States has shown that such demographically "non-normative" pairings have negative implications for employee attitudes and behaviors, and thus for employee performance management. However, little is known about the effects of such pairings in other nations and cultures, despite the fact that these demographic shifts are occurring on a global level. As such, this study examined the effects of these pairings on employee reactions to formal performance feedback episodes in a large organization in China, due to the nation's similarly shifting demographic trends and its economic power in today's global economy. A series of path analyses showed that being paired with a relatively younger supervisor did predict reduced employee feedback satisfaction and perceptions of feedback utility; but, contrary to the proposed model, these effects did not occur because of reduced interactional justice perceptions or reduced perceptions of leader-member exchange (LMX). Further, LMX did not moderate the study outcomes, demonstrating that having a better relationship with one's supervisor did not alleviate the effects of supervisor relative age on employee feedback reactions. The conceptual and practical implications of these results are discussed in light of a rapidly changing workforce, and of cultural differences, in China.