Reports a pilot study made at the Center of Advanced Management Learning of the University of Texas (Austin). (EB)

Benefits from in-company training programs depend on the instructor's effectiveness, participant application of theory to practice, and the superior-subordinate relationship. The article focuses on such program to demonstrate results. (Author/JB)

Article describes how a group of individuals changed their behavioral style while attending U.S. Army Engineering Officer Candidate School. (Author/JB)

Urges trainers not to proceed blindly in learning program effectiveness. (DS)

Each of four segments (reaction, learning, behavior, and results) in the process for evaluating training programs is analyzed in terms of evidence versus proof of program effectiveness. (EM)

Provides guidelines and procedures for evaluating supervisory training programs. A four-stage evaluation process is presented. Process includes determining (1) participant's reactions, (2) knowledge and skills learned and attitude changes, (3) changes in on-the-job behavior, and (4) final program results. (CSS)

Examines both the explicit and implicit assumptions behind the Kirkpatrick evaluation model. Attempts to demonstrate conceptually the danger of simplistic evaluation approaches and argues for rigorous evaluation designs. (CSS)