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1、Di?erences in stakeholder perceptions about training evaluation: a concept mapping/pattern matching investigation Greg V. Michalskia,*, J. Bradley Cousinsb aEmployee and Organizational Learning, Nortel Networks, Ottawa, Ontario, Canada K1N 4H7 bFaculty of Education, University of Ottawa, Ottawa, Ont
2、ario, Canada K1N 4H7 Received 1 August 1998; received in revised form 1 May 1999; accepted 1 August 1999 Abstract Concept mapping and pattern matching techniques were used in exploratory research to investigate di?erences in stakeholder perceptions of training results and evaluation in a major divis
3、ion of a multinational network-design and engineering company. Referencing a research framework informed by multiple constituency views of organizational e?ectiveness, this single case study examined group perceptions of the results and evaluation of training among 39 knowledge workers organized int
4、o three equal groups of 13. These groups consisted of (1) line managers as sponsors of training, (2) product developers as participants in training, and (3) training professionals as providers of training. A set of 100 statements were brainstormed by these groups to describe ideal results of trainin
5、g in terms of the success of the case organization. After sorting the 100 statements for conceptual similarity, all study participants also rated each statements importance twice once as a training result, and once as a training evaluation criterion. Using the concept maps developed by the groups, a
6、 set of 21 pattern matches were performed to investigate stakeholder di?erences both within (intra) and between (inter) groups. Correlation (Pearson r) coe?cients were also calculated for each pattern match and displayed in tabular form for comparison. The overall results revealed that all stakehold
7、er groups agreed reasonably well about the importance of training results in the organization. However, substantial di?erences were found regarding how each stakeholder group rated these results in terms of their importance for training evaluation. These di?erences were further found to correspond q
8、uite well with the unique organizational role of each stakeholder group. The results are discussed in terms of the potentials and limitations of concept mapping and pattern matching in training evaluation research, and their implications for training evaluation practice. 7 2000 Published by Elsevier
9、 Science Ltd. All rights reserved. Keywords: Training evaluation research; Concept mapping and pattern matching; Stakeholder diversity; Power and politics; Organizational e?ec- tiveness 1. Introduction Intellectual capital is defi ned as the sum of every- thing everybody in a company knows that give
10、s it a competitiveedge(Stewart,1999).Whiletraining obviously represents a specifi c means to develop such capital, little has been done up to the present time to systematically evaluate the results of corporate-wide training programs in the era of intellectual capital (Conference Board Inc., 1997).
11、In particular, training evaluation has been limited by an incomplete under- standing of perceptual and expectation di?erences betweenkeyorganizationalstakeholdergroups (McLinden fax: +1-319-339- 3020. E-mail address: michalsgact.org (G.V. Michalski). 1Peter Drucker originally coined the term knowled
12、ge worker circa 1960 to refer to educated professionals with high expertise and specialized organizational roles (see also Sumanth, Omachonu Geber, 1995; Kearsley, 1982; Phillips, 1991, 1996; Tesoro, 1998). While the assumptions of the four level taxonomy have been criticized (Alliger McLinden, 1995
13、), discus- sions of training evaluation alternatives that engage the collective intellectual capital within knowledge- based organizations remain relatively scarce. The current study used concept mapping and pat- tern matching (Trochim, 1989a) as an exploratory research technique to investigate stak
14、eholder di?er- ences based on group perceptions of the results and evaluation of an entire training program as a collectiv- ity of multiple, planned, learning interventions. The study was also guided by the research question: To what extent do training stakeholder groups di?er in their perceptions a
15、bout the importance of training results and training evaluation? The study was also guided by a researchframeworkdevelopedfromtheliterature reviewed next. 2. Literature review Training and its evaluation occur within a contex- tual setting. In the case of a large fi rm, this setting is the organizat
16、ion itself. While many attempts have been made to evaluate the results of training in fi nancial terms, the complexity of organizations, and the myriad variables involved in their overall performance, often frustrate such attempts especially by overburdening them with assumptions (stated and unstated) that may or may not be testable. A central problem involves the extreme di?culty of isolating the e?ects of training and linking such e?ects to e?ectiveness measures. Yet the construct
