Article2014

Training evaluation levels and ROI: the case of a small logistics company

43 citations0/0 files storedEuropean journal of training and development

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Human Resource Development and Performance Evaluation Evaluation and Performance Assessment Competency Development and Evaluation

Abstract

Purpose – This study’s purpose is to contribute to literature on training evaluation following Kirkpatrick’s four-levels model and estimating each training program’s return on investment (ROI) using evidence from a small firm. Design/methodology/approach – This case study uses data collected at a logistics company based upon training output indicators like training program evaluation data; individual performance evaluation reports; information on attained objectives; service and productivity levels; quality audit reports; and accounting data. Findings – Results show that all the training programs addressed report evaluation procedures at the four different levels (reactions, learning, behavior and results). ROI for each training program was estimated based upon costs and benefits associated to each program. The two training programs presenting above-average returns address work quality and conditions. The program addressing corporate social responsibility issues produced below-average results. Research limitations/implications – Limitations to this study may result from collecting data in a single moment in time and using data from a single organization, excluding generalization and extrapolation of results. Practical implications – This case study should inspire managers in small and medium enterprises (SME) to implement training evaluation practices and ROI estimation. Having the ROI estimation available allows better management of the training budget, as ROI’s presentation is an argument to assign value and progress. Originality/value – The originality of this study regards the way it reports training evaluation practices at the four levels established by Kirkpatrick’s framework (2005) and complements it with ROI estimation regarding five training courses run at a Portuguese SME logistics firm.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 43 citations exist upstream.

References

1988TRANSFER OF TRAINING: A REVIEW AND DIRECTIONS FOR FUTURE RESEARCH 1996The flawed four‐level evaluation model 2011The transfer of training: what really matters 2004A critical analysis of evaluation practice: the Kirkpatrick model and the principle of beneficence 2001ORGANIZATIONS UNFETTERED: ORGANIZATIONAL FORM IN AN INFORMATION- INTENSIVE ECONOMY.2001Theories supporting transfer of training 2001A review of transfer of training studies in the past decade 2003Effects of training on business results 1

Cited by

2018Strategic talent management 2016Problematizing HRD in SMEs: A “Critical” Exploration of Context, Informality, and Empirical Realities 2023Training and development in the hybrid workplace 2020Training evaluation: a configurational analysis of success and failure of trainers and trainees 2018Measuring Return on Investment for Professional Development Activities 2023An integrated learning framework of corporate training system: a grounded theory approach

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.