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C ase S tudy

Working In The Horse Industry

By;
PRIDHIVRAJ NAIDU – 814284
NOR LIYANA BT MOHD KHALIL – 814093
KOK SAU YEE - 813315
The Structure of the Case

The Company
Individual Case
Training Inspector Report
The Case (Cont.)

1. The Company: the case describes the
quality of adult learning provided by
Stubbing Court Training Ltd. (SCT).
The Case (Cont.)
2. Individual Case: Ben McClumpha has
completed the advance apprenticeship with
SCT.
•He got placement with International Show
Jumpers.
•After apprenticeship McClumpha joined Ian
Stark in Scotland, a winner of Badminton
Horse Trials.
The Case (Cont.)
3. Training Inspectors report: The overall
effectiveness of SCT’s apprenticeship
provision is outstanding.
Problem Statement:
To identify the correct evaluation method to
be implemented at SCT
To improve current practices
Human Resource Development 2013
Solution: Kirkpatrick's Model
• The choice of evaluation criteria,
• The dependent measure used to
operationalize the effectiveness of training
is a primary decision that must be made
when evaluating the effectiveness of
training.
Kirkpatrick's Model
•
•
•
•

Reaction Criteria
Learning Criteria
Behavior Criteria
Results Criteria
Reaction Criteria
• Which are operationalized by using selfreport measures, represent trainees’
affective and attitudinal responses to the
training program
• the extent to which the trainees like the
program is extensively stated in the
inspector’s report of the SCT evaluation.
Learning Criteria
• Measures of the learning outcomes of training;
they are not measures of job performance.
• They are typically operationalized by using
paper-and-pencil and performance tests.
• In the of SCT training center, the evaluation
needs a proper training assessment plan. This is
in line to evaluate the procedural knowledge and
declarative knowledge acquired by the trainee
Behavior Criteria
• Measures of actual on-the-job performance and
can be used to identify the effects of training on
actual work performance.
• Behavioral criteria are typically operationalized
by using supervisor ratings or objective
indicators of performance.
• In the case of Mr. McClupmha, highlights the
efficiency of the training provided and the
success story in the working environment
Results Criteria
• Used to evaluate the effectiveness of
training.
• Results criteria are frequently
operationalized by using utility analysis
estimates (Cascio, 1991, 1998).
• From the report SCT improving varies
aspects of teaching, assessment, and
internal verification.
Conclusion
Kirkpatrick’s (1959, 1976, 1996)
four-level model of training evaluation and
criteria continues to be the most popular
evaluation method.
(Salas & Canon-Bowers, 2001; Van Buren & Erskine, 2002)
Thank You

From;
PRIDHIVRAJ NAIDU – 814284
NOR LIYANA BT MOHD KHALIL – 814093
KOK SAU YEE - 813315

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Human Resource Development 2013

  • 1. C ase S tudy Working In The Horse Industry By; PRIDHIVRAJ NAIDU – 814284 NOR LIYANA BT MOHD KHALIL – 814093 KOK SAU YEE - 813315
  • 2. The Structure of the Case The Company Individual Case Training Inspector Report
  • 3. The Case (Cont.) 1. The Company: the case describes the quality of adult learning provided by Stubbing Court Training Ltd. (SCT).
  • 4. The Case (Cont.) 2. Individual Case: Ben McClumpha has completed the advance apprenticeship with SCT. •He got placement with International Show Jumpers. •After apprenticeship McClumpha joined Ian Stark in Scotland, a winner of Badminton Horse Trials.
  • 5. The Case (Cont.) 3. Training Inspectors report: The overall effectiveness of SCT’s apprenticeship provision is outstanding.
  • 6. Problem Statement: To identify the correct evaluation method to be implemented at SCT To improve current practices
  • 8. Solution: Kirkpatrick's Model • The choice of evaluation criteria, • The dependent measure used to operationalize the effectiveness of training is a primary decision that must be made when evaluating the effectiveness of training.
  • 9. Kirkpatrick's Model • • • • Reaction Criteria Learning Criteria Behavior Criteria Results Criteria
  • 10. Reaction Criteria • Which are operationalized by using selfreport measures, represent trainees’ affective and attitudinal responses to the training program • the extent to which the trainees like the program is extensively stated in the inspector’s report of the SCT evaluation.
  • 11. Learning Criteria • Measures of the learning outcomes of training; they are not measures of job performance. • They are typically operationalized by using paper-and-pencil and performance tests. • In the of SCT training center, the evaluation needs a proper training assessment plan. This is in line to evaluate the procedural knowledge and declarative knowledge acquired by the trainee
  • 12. Behavior Criteria • Measures of actual on-the-job performance and can be used to identify the effects of training on actual work performance. • Behavioral criteria are typically operationalized by using supervisor ratings or objective indicators of performance. • In the case of Mr. McClupmha, highlights the efficiency of the training provided and the success story in the working environment
  • 13. Results Criteria • Used to evaluate the effectiveness of training. • Results criteria are frequently operationalized by using utility analysis estimates (Cascio, 1991, 1998). • From the report SCT improving varies aspects of teaching, assessment, and internal verification.
  • 14. Conclusion Kirkpatrick’s (1959, 1976, 1996) four-level model of training evaluation and criteria continues to be the most popular evaluation method. (Salas & Canon-Bowers, 2001; Van Buren & Erskine, 2002)
  • 15. Thank You From; PRIDHIVRAJ NAIDU – 814284 NOR LIYANA BT MOHD KHALIL – 814093 KOK SAU YEE - 813315

Notas del editor

  1. Good morning class, The frame of the presentation: I will explain the case & our problem statement we will be solving Secondly we will discuss the solution based on the approach we have selected The case has three main parts : company, individual and the supervisors report
  2. The company is basically an training center, specializing in Horse training
  3. The individual case is an example of one of its successful trainees – after training has got a good job with Olympic training center
  4. The case mainly looks at the evaluation system handled by the training center After implementing a training – how it is evaluated, What has been done, is there any improvement needed? In the supervisors report everything done at the center is excellent and up to standards But – from the HRD perspective – we have identified that the training center is lacking in the formal methods or approach in how the evaluation is done
  5. But – from the HRD perspective – we have identified that the training center is lacking in the formal methods or approach in how the evaluation is done Based on that – the problem statements are as follows -
  6. To understand better the problem statement HRD framework here clearly shows the evaluation steps Select evaluation criteria Determine evaluation method - Kirkpatrick's method Conduct evaluation of program – questionnaire/exam/test Interpret results – conclude whether the goal and objective is achieved