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Book Review: Evaluating Training Programs: The Four Levels

Evaluating Training Programs: The Four Levels, by Donald L. Kirkpatrick, Berrett-Koehler Publishers, San Francisco, CA, 1996,229 pp. Reviewed by: SALVATORE V. FALLETTA Evaluating Training Programs: The Four Levels is written for practitioners and administra- tors who are interested in a practical approach to evaluating training programs. The model pre- sented in the book was originally introduced by the author in 1959; since then, Kirkpatrick's evaluation model has been considered to be the most useful framework in the evaluation of training (Basarab & Root, 1992; Phillips, 1991; Rothwell & Sredl, 1992). Kirkpatrick's model allows for the measurement of potential effects of training at four levels: (a) participants' reac- tion to the training, (b) participants' learning as a result of the training, (c) participants' change in behavior as a result of the training, and (d) the subsequent impact on the organization as a result of participants' behavior change. Following Kirkpatrick's model, practitioners may determine the extent to which participants are satisfied with a training program, whether par- ticipants learned from the program, whether participants were able to apply the learning on the job, and/or the impact on the organization. The author provides three basic reasons for evaluating training: (a) to http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png American Journal of Evaluation SAGE

Book Review: Evaluating Training Programs: The Four Levels

Abstract

Evaluating Training Programs: The Four Levels, by Donald L. Kirkpatrick, Berrett-Koehler Publishers, San Francisco, CA, 1996,229 pp. Reviewed by: SALVATORE V. FALLETTA Evaluating Training Programs: The Four Levels is written for practitioners and administra- tors who are interested in a practical approach to evaluating training programs. The model pre- sented in the book was originally introduced by the author in 1959; since then, Kirkpatrick's evaluation model has been considered to be the most useful framework in the evaluation of training (Basarab & Root, 1992; Phillips, 1991; Rothwell & Sredl, 1992). Kirkpatrick's model allows for the measurement of potential effects of training at four levels: (a) participants' reac- tion to the training, (b) participants' learning as a result of the training, (c) participants' change in behavior as a result of the training, and (d) the subsequent impact on the organization as a result of participants' behavior change. Following Kirkpatrick's model, practitioners may determine the extent to which participants are satisfied with a training program, whether par- ticipants learned from the program, whether participants were able to apply the learning on the job, and/or the impact on the organization. The author provides three basic reasons for evaluating training: (a) to
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