ROI evaluation of a training program for operators - a case study of a semi-conductor company

• Main Authors: Wei, Gwo Meng, 魏國萌
• Other Authors: Jean, C. C.
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/51096561197203020184

碩士 === 國立中正大學 === 勞工所 === 94 === Based on the ROI Model developed by Phillips (1996), this study aims to evaluate the ROI of a Six-month on-job training in order to demonstrate how well the goal of that training– quality improvement- has been achieved. Phillips’s 『Single group, pre-test and post-test design』(Phillips, 1997)was employed to compare the change of quality improvement before and after a series of training courses. The on-job training and relevant data collection were conducted from the 23rd week to the 52nd week in 2005. A number of findings are listed as the following: 1.The ratio of ROI is extremely high, 605.1% and indicates that the effect of the training course is very positive. 2.Trainees’ working tenure is significantly associated with the training effect which is quality improvement and the difference is significant between the improvement made by the trainees with 1-3 year working tenure and those with more than 5 year tenure. 3.The trainees whose working shift is at night created more quality improvement than those whose working shift is at daytime after receiving the on-job training. 4.The trainees of worse performance results (such as B and C) created more quality improvement than those of better performance results (like A+, A, A-) or no performance results. 5.If the trainees are reaching their learning plateau, relevant learning effects caused through the on-job training are expected to be rather limited. 6.Any training effect generated through a training course has its ceilings, that is to say, trainees’ performance is no longer improved although more investment of the same kind of training courses continues being made. If that is the case, any other administrative resorts should then be taken into considerations in order utilize limited company resources more effectively. 7.One of uniqueness of this study is to uncover the ROI of each training segment (in this study, there are three) separately, in addition to only calculating the accumulation of overall ROI of a series of training courses.