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Question 5.5. (TCO 8) Explain the four types of evaluation outcomes identified in the text. (Points : 30)

To determine how well the training met or is meeting its goals, it is necessary to examine various outcomes measures. The four outcomes measures that are probably the best known are reaction, learning, behavior, and organizational results. 15  These outcomes are ordered:

· • Reaction outcomes come first and will influence how much can be learned;

· • Learning outcomes influence how much behavior can change back on the job;

TABLE 13-3 Who Is Interested in the Process Data

Training Department
	Trainer	Yes, it helps determine what works well and what does not.
	Other trainers	Yes, to the extent the process is generalizable.
	Training manager	Only if training is not successful or if a problem is present with a particular trainer.
Customers
	Trainees	No
	Trainees’ supervisor	No
	Upper management	No

· • Behavior outcomes are the changes of behavior on the job that will influence organizational results; and

· • Organizational results are the changes in the bottom line related to the reason for training in the first place, such as high grievance rate, low productivity, etc.

This description is a simplified version of what actually happens, and critics argue that no empirical evidence indicates that these relationships between these outcomes exist. 16  We discuss this in more detail later.

Reaction outcomes are measures of the trainee’s perceptions, emotions, and subjective evaluations of the training experience. They represent the first level of evaluation and are important because favorable reactions create motivation to learn. Learning may also occur even if the training is boring or alternatively, and may not occur even if it is interesting. 17  However, if training is boring, it will be difficult to attend to what is being taught. As a result, the trainee might not learn as much as he would if he found the training interesting and exciting. High reaction scores from trainees, therefore, assure the designers that attention was obtained and maintained, which, as you recall from social learning theory, is the first part of learning—getting their attention.

Learning outcomes are measured by how well the learning objectives and the overall training objective were achieved. The type of measurement used will depend on the measurement technology available to the evaluator and the type of learning being evaluated. Note the critical relationship between the needs analysis and evaluation. If the training process progressed according to the model presented in this text, how to measure learning has already been identified during the training needs analysis (TNA). At that time, the employee’s KSAs were measured to determine whether they were adequate for job performance. The evaluation of learning should use the same measurement techniques as in the TNA. Thus, the needs analysis is actually the “pre-test.” A similar measure at the end of training would show the “gain” in learning.

Job behavior outcomes are measures of the degree to which the learned behavior has transferred to the job. During the training needs analysis (TNA), performance gaps were identified and traced to areas in which employees were behaving in a manner that was creating the gap. The methods used for measuring job behavior in the TNA should be used in measuring job behavior after the completion of training. Once again, the link between needs analysis and evaluation is evident. The degree to which job behavior improves places a cap on how much training can improve organizational results.

Organizational results occupy the highest level in the hierarchy. They reflect the gap in performance identified in the TNA. The organizational result is often what triggers reactive (as opposed to proactive) training. Here are some examples:

· • High levels of scrap are being produced;

· • Employees are quitting in record numbers;

· • Sales figures dropped over the last two quarters;

· • Grievances are on the increase; and

· • The number of rejects from quality control is rising.

Once again, if one of these organizational results triggered the training, it can be used as the baseline for assessing improvement after training. This process of integrating the TNA and evaluation also shows potential as a means of streamlining both processes, thereby making the integration more cost effective. 18