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

Hana Urbancová, Pavla Vrabcová, Monika Hudáková and Gabriela Ježková Petrů
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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

Sustainability, 2021, vol. 13, issue 5, 1-14

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).

Keywords: COVID-19; Czech Republic; education strategy; employee motivation; HR department; self-evaluation; subjective evaluation (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (3)

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