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Evaluation of Induction Training: A Survey of Low and Mid-level Managers at Nepalese Development Banks

Administration and Management Review

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Field Value
 
Title Evaluation of Induction Training: A Survey of Low and Mid-level Managers at Nepalese Development Banks
 
Creator Sthapit, Arhan; Public Youth Campus, Tribhuvan University
 
Subject Management training
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Description Induction training is important to apprise the new entrants about the organisation and to orientate and socialise them with its philosophy, goals, work culture, procedures, systems, compensation (salary, leaves, facilities, etc.) and expected employee-behaviours. The article is based on the author’s recent survey (November-December, 2011) as to how managers evaluate the induction training of their respective organisations in terms of Kirkpatrick’s (1983, 2004) four-level/criteria training evaluation model (Reaction, Learning, Behaviour and Results). Surveying a sample of low and middle-level managers of Nepalese development banks established after F/Y 2005/06, the study found that the induction training as effective in terms of ‘learning,’ and ineffectual on the ‘Behaviour-change’ criterion. The findings of the study should prove instrumental in providing important inputs to human resource managers, policy-makers and HRD-professionals. Administration and Management Review Vol. 24, No. 1, January, 2012, Page 29-44
 
Publisher Nepal Administrative Staff College
 
Contributor —
 
Date 2012-12-17
 
Type info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
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Format application/pdf
 
Identifier http://www.nepjol.info/index.php/AMR/article/view/7233
 
Source Administration and Management Review; Vol 24, No 1 (2012); 29-44
 
Language eng
 
Relation http://www.nepjol.info/index.php/AMR/article/view/7233/5857
 
Coverage Nepal
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