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Effective Training Evaluation: The Role of Factors Influencing the Evaluation of Effectiveness of Employee Training and Development

Author

Listed:
  • Hana Urbancová

    (Department of Human Resources, University of Economics and Management, 158 00 Prague 5, Czech Republic)

  • Pavla Vrabcová

    (Economics Department, University of Economics and Management, 158 00 Prague 5, Czech Republic)

  • Monika Hudáková

    (Department of Management, Faculty of Economics and Management, Slovak University of Agriculture in Nitra, 949 76 Nitra, Slovakia)

  • Gabriela Ježková Petrů

    (Department of Human Resources, University of Economics and Management, 158 00 Prague 5, Czech Republic)

Abstract

If an organisation is to develop in today’s highly competitive environment, it cannot do so without continuous training and development of its employees. The benefit to the individual can be assessed by a measurable degree of his knowledge, mastering a certain operation, etc. Evaluating the effectiveness of training is not easy, because very often we work with quantities that are difficult to quantify, and therefore difficult to measure. The prerequisite is the precise definition of educational goals and ensuring the controllability of educational results (training). This article aims to find factors influencing evaluation of effectiveness of employee training and development. The data was obtained from a questionnaire survey in which 207 organisations operating in the Czech Republic participated. The results show that when evaluating the effectiveness of employee training, organisations prefer methods based on subjective evaluation by an evaluator (direct supervisors, colleagues), but also on their own self-evaluation regarding the number of training days. Due to the coronavirus pandemic, current human resources (HR) trends and priorities for 2021 have changed significantly. The systematic process of evaluating employee training effectiveness depends on the business sector ( p -value 0.022), on the fact that the organisation is or is not a part of a larger group ( p -value 0.000), on (non)existence of an HR department ( p -value 0.000), and on the organisation size ( p -value 0.000).

Suggested Citation

  • Hana Urbancová & Pavla Vrabcová & Monika Hudáková & Gabriela Ježková Petrů, 2021. "Effective Training Evaluation: The Role of Factors Influencing the Evaluation of Effectiveness of Employee Training and Development," Sustainability, MDPI, vol. 13(5), pages 1-14, March.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:5:p:2721-:d:509570
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    References listed on IDEAS

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    1. Lucia Kohnová & Ján Papula & Zuzana Papulová & Katarína Stachová & Zdenko Stacho, 2020. "Job mismatch: the phenomenon of overskilled employees as a result of poor managerial competences," Entrepreneurship and Sustainability Issues, VsI Entrepreneurship and Sustainability Center, vol. 8(1), pages 83-102, September.
    2. Alfes, Kerstin & Shantz, Amanda & Truss, Catherine & Soane, Emma, 2013. "The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model," LSE Research Online Documents on Economics 42345, London School of Economics and Political Science, LSE Library.
    3. Bård Kuvaas, 2008. "An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes," Journal of Management Studies, Wiley Blackwell, vol. 45(1), pages 1-25, January.
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    Cited by:

    1. Sara Molgora & Chiara Fusar Poli & Giancarlo Tamanza, 2021. "The Interim Evaluation of Training Processes: The Case of the Second Level Professional Master’s Program in Family and Community Mediation," Sustainability, MDPI, vol. 13(20), pages 1-14, October.
    2. Dareen Ahmed Farouk, 2022. "The Impact of E-Training System on Employees’ Job Performance," RAIS Conference Proceedings 2022-2023 0228, Research Association for Interdisciplinary Studies.

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