Comparative Evaluations
In this comparative essay I will be comparing The CIPP approach to evaluation and Kirkpatrick’s four levels of training evaluation. This comparative essay will document the key components, how the evaluations are alike and different, and how they can be employed in my practice.
Stufflebeam’s CIPP Model (Context, Input, Process, and Product) was created in 1983. This evaluation approach deals with an effective way of examining several distinctive facets of the development process. The context evaluation phase of the CIPP Model establishes the main idea of the program and the evaluation procedure. This phase supports in the decision making associated with development, and authorizes the evaluator to recognize the requirements, strengths, and resources in order to deliver the program design that will be constructive and valuable. In the input evaluation phase, data is gathered about the mission, expectations, and program development. The rationale of this process is to measure the program’s approach, capability and design strategy aligned with research, the awareness of the program stakeholders’ needs, and unconventional plans posed in related programs. The Process evaluation examines the effectiveness of the program’s execution. In this stage, program activities are examined, acknowledged and measured by the evaluator. The product evaluation, measures the successful and unsuccessful influences the program had on its stakeholders. The short-term and long-term outcomes are estimated in this phase as well. In the course of this phase, perceptiveness of stakeholders and significant staff are questioned, examining outcomes that influence the program stakeholders. Utilizing mixed methodologies guarantee all outco...
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...nsider the intentions of evaluation varying from essentially procedural and scientific to determine the effectiveness of the program. The four levels of training evaluates the reactions to the training, skill gain at the end of training, the behavior on the job as to how it was changed due to the training, and the improvements of the overall program and outcomes. Stufflebeam’s model analyzes what the program is intended to do and it facilitates in the decision making process of program development. This model of evaluation is a better fit for the environment in which I work because, it is intended for the use of administrators, management, and other professionals. The model is designed for use in internal evaluations performed by organizations, carried out by individual administrators or management, and contracted external evaluations. (Stufflebeam, 2000, p. 279)
The initiation phase of a project is not complete without a clearly defined goal and realistic, measurable objectives that describe the business benefits which are expected to be delivered upon completion of a project (Laureate Educatio...
Owen JM. Program evaluation : forms and approaches / by John M. Owen: St Leonards, N.S.W. : Allen & Unwin, 2006.
Measuring Effectiveness starts with getting an idea of your employees’ or audience’s idea of what they know. In order to figure that out the authors say we need to know what the effectiveness is and how
Identifying stakeholders and collaborators is the second step to the “Nine Step Stairway to Effective Evaluation”. Although all steps are essential, this is probably the most important because an extensive review of who is involved and who will be affected by the evaluation is identified (DiClemente et al., 2013). Once identified, it is critical to note that there may be needs or issues that may need to be addressed from all those involved so it would behoove one to be open to suggestions. Bottom line is to collaborate (DiClemente et al., 2013).
Kaufman, Roger and Keller, John M. "Levels of Evaluation: Beyond Kirkpatrick." Human Resources Development Quarterly, v5 n4 p371-380, Win 1994.
Knowles, M.S. (1976). Separating the Amatures from the Pros in Training. Training and Development Journal. 30(9). 16.
It is responsive to the knowledge and models of experts and practitioners in the field. Ex, The 2012 Performance Improvement/HPT
.... A quality review of the turnover rate of managers and employees, and job performance review by the business supervisors will access employee job satisfaction. Employee performance can also be evaluated through direct feedback from supervisors, managers and business owners. This can then be gauged by employee enthusiasm towards the established training program. Increased efficiency and employee proficiency gauge employee enthusiasm towards the training program(Kasperik&Herlevi, 2009).
The development planning process “refers to a system to retain and motivate employees by identifying and helping to meet their development needs” (Noe, 2013). This process can be used in the internal hiring process. When brining internal employees into the supervisor training program this process will motivate the employees so they will continue to grow within the company. The morale of the overall company will improve when employees are chosen internally for the supervisor training program. This process has four steps to it; they are self-assessment, reality check, goal setting, and action planning. Self-assessment identifies the improvement that is needed from the employee. The company can provide testing that shows the strengths, weaknesses, interest, and values of the employee. Reality check is when the employee determines which of the needs can be developed realistically. The company can create a performanc...
Approaches to Training and Development. Cambridge, MA: Perseus Group, 2003. Print. The. Locke, Edwin A., and Gary P. Latham. New Directions in Goal-Setting Theory.
Define the current situation - break down problem into component parts, identify major problem areas, develop a target improvement goal
In this report, I will reflect on my professional development throughout this module, from when I started in September, to now. According to Beausaert et al. (2011), ‘the art of self-evaluation is an integral element of reflection and involves critical insight into understanding one 's strengths and limitations’. Therefore, my aim is to identify my learning needs and to recognise my personal skills and capabilities, as well as identifying areas of my skill set that need to be refreshed or extended to stand out in the competitive job market. By doing this, I hope to demonstrate knowledge of the skills that I have gained during this module.
Recommended as supportive tools to help guide evaluations, Corey, Corey and Callahan, cite other colleagues and psychological literature that offer Formative and Summative assessments. These reviews, suggested for use during training and at the completion of a professional program, or when applying for licensure status, “address individual practitioner’s strengths and provid...
The issue is whether or not performance evaluations are an effective measuring tool for evaluating an employee’s knowledge and skills within the organization. Better yet, should employers use performance evaluations at all, or should they design personal organizational goals for each employee? This research paper will examine the effectiveness of performance evaluations, from a narrow point of view (standardize evaluation) to a boarder outlook (360 degree performance evaluation), and by enforcing the accountability from management and the staff, in meeting the overall organizational goal.
There are several reasons organizations initiate performance evaluations, however the standard purpose for performance evaluations is to discuss performance expectations; not only from the employers perspective but to engage in a formal collaboration where the employee and the manager are both able to provide feedback in a formal discourse. There are many different processes an organization should follow when developing its performance evaluation tool; in addition essential characteristics that must accompany an effective performance appraisal process. I will discuss in detail the intent of a performance evaluation, the process an organization should follow in using its performance evaluation tool, along with the characteristics of an effective