Evaluating Performance in Training-Oriented Human Service Organizations

Abstract

Training organizations are reluctant to evaluate themselves seriously, partly because of the fear that gains from such evaluations are minimal while the losses may be astronomical, particularly if the evaluation is negative. Adding to this difficulty is the lack of program evaluation models that emphasize the idea of positive change in training contexts. A "value-added" model is proposed to address this circumstance in human service training organizations. Trainers and OD practitioners and researchers concerned with valuable change in organizations are thus introduced to the notion of a value-added framework.

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