Linking Learning and Performance: A Practical Guide to Measuring Learning and On-the-Job Application
Provides a step-by-step approach for developing learning and performance measures and a method for analyzing and reporting results.
TABLE OF CONTENTS Linking Learning and Performance: A Practical Guide to Measuring Learning and On-the-Job Application
CASE STUDIES IN PROGRESS
Let's look at how we analyze the data collected from the job performance measurement tools that were designed in the previous chapter for each of our case studies in progress.
Technical Training Program
The performance objectives for the Technical Training Program case study were to improve warehouse employees driving skills, particularly as they relate to safety, and warehouse operational skills. By meeting these performance objectives, it is expected that motor vehicle and on-the-job accidents would decrease and customer satisfaction would be improved.
To measure performance, the supervisor maintains logs for sixteen of his employees for six weeks. Each week he turns his logs in to the evaluation group. The evaluation group scores the logs and places the scores into a data spread sheet. The data are separated into two groups, the scores for the eight participants who were in the experimental group (the group that received the training) and the scores for the eight participants in the control group (the group that did not receive the training). The scoring is done as described in chapter 7. Each participant could achieve a maximum score of twenty-two points. Within each group, the data are listed by individuals. It is not necessary in this case to determine percentages the total points each participant receives each week is used. The means are calculated for each group for each week. Table 8-7 provides the results of the supervisors ratings for each participant and the calculated mean points.
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