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Document Type
Dissertation
Degree
Doctor of Education
Department
Educational Leadership
Advisor's Name
Douglas H. Smith
Advisor's Title
Co-Committee Chair
Advisor's Name
Thomas G. Reio Jr.
Advisor's Title
Co-Committee Chair
Advisor's Name
Tonette S. Rocco
Advisor's Name
M. O. Thirunarayanan
Keywords
Kirkpatrick’s Evaluation Model, evaluation, job performance, organizational impact, adult education, human resource development, hotel, hospitality industry
Date of Defense
11-12-2010
Abstract assessing these training outcomes and their relationships, the study demonstrated whether Kirkpatrick’s theories are supported and the lower evaluation levels can be used to predict organizational impact.
The population for this study was a group of reservations sales agents from a leading luxury hotel chain’s reservations center. During the study period from January 2005 to May 2007, there were 335 reservations sales agents employed in this Global Reservations Center (GRC). The number of reservations sales agents who had completed a sales training program/intervention during this period and had data available for at least two months pre and post training composed the sample for this study. The number of agents was 69 (N = 69).
Four hypotheses were tested through paired-samples t tests, correlation, and hierarchical regression analytic procedures. Results from the analyses supported the hypotheses in this study. The significant improvement in the call score supported hypothesis one that the reservations sales agents who completed the training improved their knowledge of content and required skills in handling calls (Level 2). Hypothesis two was accepted in part as there was significant improvement in call conversion, but there was no significant improvement of time usage. The significant improvement in the sales per call supported hypothesis three that the reservations agents who completed the training contributed to increased organizational impact (Level 4), i.e., made significantly more sales. Last, findings supported hypothesis four that Level 2 and Level 3 variables can be used for predicting Level 4 organizational impact. The findings supported the theory of Kirkpatrick’s evaluation model that in order to expect organizational results, a positive change in behavior (job performance) and learning must occur. The examinations of Levels 2 and 3 helped to partially explain and predict Level 4 results.
Recommended Citation
Chang, Ya-Hui Elegance, "An Empirical Study of Kirkpatrick’s Evaluation Model in the Hospitality Industry" (2010). FIU Electronic Theses and Dissertations. Paper 325.
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The given text has one hundred and sixty-six "i"s.
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