Evaluating training programs : the four levels
- 2 ed
- San Francisco : Berrett-Koehler, 1998
- 289 p.
Part One - Concepts, principles, guidelines, and techniques 1 - Evaluating: part of a ten-step process 2 - Reasons for evaluating 3 - The four levels: an overview 4 - Evaluating reaction 5 - Evaluating learning 6 - Evaluating behavior 7 - Evaluating results 8 - Implementing the four levels Part Two: Case studies of implementation 9 - Making a play for training evaluation: montac, a fictitious company 10 - Balancing your evaluation act 11 - Evaluating a training program for nonexempt employees: first union national bank 12 - Evaluating a training course on performance appraisal and coaching: kemper national insurance companies 13 - Evaluating a training course on presentation skills: Arthur Andersen & Company 14 - Evaluating creative manager training program: motorola corporation 15 - Evaluating a training program on developing supervisory skills: management institute, University of Wisconsin 16 - Evaluating a leadership training program: gap inc 17 - Evaluating training program on problem solving: city of Los Angeles 18 - Evaluating a corporatewide performance improvement system: Intel corporation 19 - Evaluating an out-door-based training program-a search for results: St. Luke`s Hospital 20 - Evaluating a safety training program for managers: fluor Daniel Hanford, Inc 21 - Evaluating a training program on stress management for intact work teams: midwest electric, Inc 22 - Developing an effective level 1 reaction form: duke energy corporation 23 - Evaluating a training program at all four levels: cisco systems, Inc