臺灣博碩士論文加值系統

當前人力資源發展(Human Resource Development, HRD)領域所面臨最重要且最具挑戰性的課題為來自組織及所有利害關係人(stakeholders)對於課責(accountability)的要求。在此一趨勢下，HRD人員必須以具體成果來證明對組織整體效能提升的貢獻及影響程度，因此，當前訓練評估的焦點須超越以往的四個評估層級(反應、學習、行為及成果)，應更進一步衡量整體訓練的投資報酬率(Return On Investment, ROI)。故本研究應用由Dr. Jack Phillips所發展之ROI評估模式，利用ROI評估模式的四大階段(評估規劃、資料蒐集、資料分析及評估成果回饋)以及十個執行步驟，針對本研究個案公務訓練機構辦理之「管理才能發展訓練」作系統化的訓練成效評估，且分別探討「反應」、「學習」、「應用」、「績效改善」及「ROI」等五個評估層級的HRD訓練成效。
本研究針對公務訓練機構辦理之管理才能發展訓練進行ROI個案實證研究，獲致以下研究結果：
(1)「反應層級」：受訓者對訓練課程抱持正向觀感與評價，整體滿意度為佳。
(2)「學習層級」：受訓者認為可由訓練課程中學習到相關領導管理的技能並提昇溝通協調與表達能力。
(3)「應用層級」：受訓者確實能將管理才能發展訓練課程所學的領導管理知識及溝通協調技能有效應用於工作職場上。
(4)「績效改善層級」：受訓者表示訓練課程對於績效改善的影響性偏低，因而導致受訓者在績效改善層級的訓練成效偏低。
(5)「ROI層級」：訓練課程第一年的ROI為－77％，隨後ROI逐年增加，整體訓練課程在第4.66年達到損益平衡。
最後，本研究根據上述研究結果進行分析、解釋並提出未來有關HRD訓練成效評估與管理之相關建議，以協助組織有效地做好資源配置並提升組織效能。

The most important and challenging issue faced by the Human Resource Development (HRD) field is the increasing requirements of accountability from organizations and all relevant stakeholders. Under this trend, HRD professionals must provide evidence of concrete result in order to demonstrate their contribution and impact to organization’s success. As a consequence, training evaluation nowadays is required not only to go beyond the traditional four evaluation levels (reaction, learning, behavior, and results), but also to measure the return-on-investment (ROI) of overall training. Therefore, this research adopted ROI evaluation model developed by Dr. Jack Phillips and carried out a systematic training evaluation of a management development program from a public training institution. Implementing the four stages (evaluation planning, data collection, data analysis, and results communication) and ten steps of ROI evaluation model, training effectiveness of the five evaluation levels of “reaction”, “learning”, “application”, “business impact” and “ROI” were investigated separately.
The results obtained from this empirical ROI case study of the public training institution included:
1. Reaction level: The overall satisfaction is good from the responses of the trainees.
2. Learning level: The trainees did learn the knowledge and skills of leadership development and communication from this program.
3. Application level: The trainees did apply the knowledge and skills of leadership development and communication from this program to their workplace.
4. Business impact level: The trainees indicated that the impact factor of this training program was low in regard to their performance improvement. Accordingly, training effectiveness of this level was low.
5. ROI level: The ROI of this training program in the first year was -77%. ROI increased year by year hereafter, and the training program will achieve break-even in the 4.66th year.
Based on the results of this study, analysis, explanation, and recommendation were provided regarding HRD training effectiveness evaluation in order to allocate resources effectively and improve organization effectiveness.

目錄
中文摘要 i
英文摘要 ii
目錄 iii
表目錄 iv
圖目錄 v
壹、緒論 1
一、研究背景 1
二、研究動機 2
三、研究目的 3
四、研究流程 3
貳、文獻探討 5
一、公部門組織訓練成效評估的新定位 5
二、訓練成效評估模式 6
三、ROI評估模式之源起與發展現況 13
四、ROI評估模式 15
五、ROI評估模式應用之相關研究 35
參、研究方法 38
一、研究架構 38
二、研究對象 39
三、研究設計與執行步驟 40
四、研究工具 41
五、資料蒐集過程及問卷回收 44
六、資料分析方法 45
肆、實證分析 46
一、個案背景描述 46
二、管理才能發展訓練課程簡介 46
三、管理才能發展訓練成效評估執行流程 48
伍、結論與建議 64
一、結論 64
二、建議 68
三、研究限制 70
參考文獻 71
一、中文部分 71
二、英文部分 71
附錄一 問卷 77
附錄二 受訓者回覆的行動計畫查核表 83

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