The Study on the Relationship between Training Motivation and Training Evaluation –in the Case of HR Professionals for Tourism and High Tech Industry

• Main Authors: Tun-Jen Yang, 楊敦仁
• Other Authors: Shu-Hsiao Tsen
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/00216834892094345479

碩士 === 靜宜大學 === 觀光事業學系研究所 === 95 === In the age of 21st century knowledge economics, ‘Human Resources is becoming an important strategic investment for enterprise management. Employees’ development programs are the key factor to success in today’s global economy. The HR professional plays a vital role on maximizing the employees’ expertise, as well as enhancing organizational performance to fulfill business strategies. The importance of motivation in training effectiveness and stated that training programs will be unsuccessful if trainees are not motivated to transfer information they have learned back to their jobs. Training motivation can lead HRD researchers to different conclusions about motivational influence on HRD outcome, and enhancing motivation to improve work through learning. Most researchs of training programs, it is less sample to consider the HR professionals. The purpose of this study was to examine the co-relation between the training motivation and training evaluation by means of the ‘Kirkpatrick’s model’ concerning the evaluation of the training results. The sampling objects of this study comes from Tourism industry and High-tech industry in Taipei, Hsinchu and Taichung. And the sampling size was collected 322 samples on the HR professionals. Statistical analysis included cluster analysis, ANOVA analysis, path analysis, and regression analysis. There are several salient findings from the results of analysis: 1.According to the result of the cluster analysis, there are four groups consisted in the HR professional: “Present needs focus”, “Self-caring focus”, “Knowledge focus, social interaction oriented”, and “All-around oriented”. 2.There is a significant difference on the training outcomes between each HR professional group. 3.According to the results of the path analysis, there is a significant co-relation on the training outcomes between different levels of the training results. 4.There is a significant co-relation between the training motivation and training outcomes. Finally, according the finding of this study, we would attempt to offer several suggestions: First, before go on a training program, it should be have needs assessment to know the really training needs and clarify if the training program fit the organizational development or not. Second, enrich the communication and promotion for the training program to stimulate the learning motivation for the training. Third, it is critical that to deliver the training programs with different training method and to meet the participants’ satisfaction on the training program, then to improve the training outcomes. The next one, to promote the motivation and interest on the programs, and to ensure the learning transferring of the training, we need to consider the HR’s demographic traits and previous training experience when we plan the training programs. The final one, we have to integrate the consideration of the business strategy, organizational development and transformation into the design and implementation of training program; and also to facilitate the programs with the staffs’ cooperation. The suggestion will enhance the HR professionals’ capability, to commit the professional advance, to ensure the profit-making. The anticipant results would indicate the pivotal elements account for HR competency and will further show the linkage with the needs for T&D. In short: the research deliver a set of clear concepts for HR performance and the role of HR in their organization; illustrating the real needs for HR professional training programs.