The purpose of this study was to explore the Kirkpatrick model's four levels of evaluations in the North America pharmaceutical industry. There was a lack of information on training evaluation practices for the pharmaceutical industry. This study selected members of the America Society of Training and Development who were professionals working in North America pharmaceutical companies' human resources and training departments. The criterion sampling approach confirmed the use of informed participants who were involved in evaluating organizational training programs. The four research questions were (a) How is the pharmaceutical industry currently using training evaluations? (b) To what extent are Kirkpatrick's four levels of evaluation valued to measure the effects of training programs in the pharmaceutical industry? (c) What influence do organizational structures or characteristics have on the evaluation of training programs in the pharmaceutical industry? (d) What are some of the barriers to implementing training evaluations in the pharmaceutical industry? Data analysis gathered information on the amount of evaluation, methods used, reasons for not evaluating, organizational training practices, respondents' perceptions about the value of evaluation, and demographics. Of the 275 in the targeted population, there were 93 survey interviews conducted, a response rate of 34%. The use of descriptive statistics, correlations, and one-way ANOVAs analyzed data from survey questions. This study found that the percentages of usage for Kirkpatrick's four levels were Level 1-67%, Level 2-57%, Level 3-45%, and Level 4-25%. There was no analysis of methods used pertaining to Level 1. The most commonly used methods at Level 2 were skills demonstrations and posttest with no pretest; at Level 3, observation, and performance appraisals; and at Level 4, regulation compliance. The results indicated that training departments have the knowledge and skills required to perform evaluations. However, organizations seldom required training departments to evaluate, and the time requirements for evaluations seemed to outweigh the benefits. The only significant correlation between perceptions for demonstrating value to management and the frequency of reporting evaluation outcomes to managers was at Level 1. There were no significant correlations between the four levels of evaluation and the influence of organizational characteristics.
|Adviser||Lisa M. S. Barrow|
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