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A critical analysis of HRD evaluation models from a decision‐making perspective
Author(s) -
Holton Elwood F.,
Naquin Sharon
Publication year - 2005
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.1136
Subject(s) - perspective (graphical) , management science , rational planning model , psychology , phenomenon , engineering ethics , knowledge management , computer science , management , epistemology , economics , engineering , artificial intelligence , philosophy
HRD evaluation models are recommended for use by organizations to improve decisions made about HRD interventions. However, the organizational decision‐making literature has been virtually ignored by evaluation researchers. In this article, we review the organizational decisionmaking literature and critically review HRD evaluation research through the decision‐making lens. The review shows that most HRD evaluation models fit within the rational‐economic framework. However, decision‐making research shows that the rational‐economic models do not work in practice and offers rich alternative models. This research offers compelling explanations for the disturbing phenomenon that HRD evaluation models are not widely used in practice. Some radically new directions for HRD evaluation research are discussed.