Levels of evaluation: Kirkpatrick, Kaufman and Keller, and Beyond

✍ Scribed by Karel M. Stokking

• Publisher: John Wiley and Sons
• Year: 1996
• Tongue: English
• Weight: 222 KB
• Volume: 7
• Category: Article
• ISSN: 1044-8004
• DOI: 10.1002/hrdq.3920070208

✦ Synopsis

Kaufman and Keller (1994)

have performed an important service in reappraising the use of evaluation in HRD. They depart from Kirkpatrick's wellknown evaluation-of-training model, which suggests four levels of evaluation: reaction (satisfaction), learning results, changes in behavior (transfer), and organizational performance (benefits) (Kirkpatrick, 1959). Evaluation on the last two levels is notoriously difficult because of the fact that training is not the only relevant causal factor. Kaufman and Keller propose that the Kirkpatrick model be expanded to consider the internal and external consequences of all interventions associated with performance and organizational improvement. They include the following four extra aspects:

1. Consumer satisfaction and societal contribution as additional evaluation 2. Evaluation as part of the process of needs assessment and planning 3 . Identification of the desired or expected results and consequences as part