抄録
This paper reviews the role of short course training programs within broader organisational learning frameworks and the part that evaluation plays in informing decision making about future development.
Four dimensions of program planning and evaluation are discussed. These are:(a) the kinds of learning that can reasonably be expected from short course training programs;(b) approaches and methods of evaluation that may be used to gain information about the value of short course training interventions;(c) other aspects of training and workplace learning that might be added to short course interventions to increase participants' use of knowledge and skills gained; and given this broader concept of workplace learning, (d) evaluation approaches that might be used to provide useful information to program managers to aid decision making about future training needs and program provision.
While short training courses may be easier to organize than comprehensive and systematic training and development programs, they may have little effect on changing workplace practices. In an increasing organisational climate of accountability for use of resources for which there are competing demands, coupled with organisational goals to achieve strategic advantage over competitors, short courses need to be located within broader strategic plans to develop organisational learning capacity.
