Research paper 1 examines the effectiveness and the methodological issues related to Kirkpatricks four level model of evaluation and its application to training. The paper first measures the extent that the Kirkpatricks evaluation model has been used by organisations to measure learning outcomes, reactions towards development, transfer learning, change of behaviour and return of investment after training. Research was conducted to determine the weaknesses of this model faced by most practitioners. An examination of this classical theory was carried out to address the weaknesses of this model by re-focusing the issue of transfer learning as a key to unlock the models practicality and validity. / Research paper 2 adopted an emprical approach to track the history, rationale, objectives and the implementation of training evaluation initiatives in Malaysia's manufacturing sector. Since the establishment of the Human Resource Development Fund, training activities are doubtful about how training activities could add value to the organization performance and justify their training investment. This research provides an understanding of training evaluation culture within the Malaysian manufacturing sector and the effectiveness of this Kirkpatrick's 4-level evaluation model as applied to the Malaysian manufacturing sector. / Research paper 3 looks at the difference between success and failure of multi-rater feedback in enhancing employee self awareness and encouraging them to engage in development programs. Multi-rater feedback is basically used as an unfreezing process in which employees are motivated to rethink their behaviour and its impact on others. Multi-rater feedback provides employees with good data from multiple perspectives, encouraging openness to listen and accept self weaknesses for development. A comprehensive integral model encompassing process consultation and good conversation is used to facilitate effective development after multi-rater feedback. Process consultation provides a description of prescriptive approach to help the employees recognize and accept responsibility for the difference in perception. The flexibility of process consultation should be enhanced by integrating good conversation to promote ideal communication and interaction between the process consultant and employees which will eventually build trust for open learning and development. Post multi-rater feedback is introduced to assess the degree of performance improvement which resulted from the development program. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005.
| Identifer | oai:union.ndltd.org:ADTP/267303 |
| Creators | Lim, Guan Chong. |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
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