On the other hand, learning is considered to be the processes through individuals acquire the knowledge, skills, and attitudes through experience, instruction, study or reflection (Buckley and Caple, 2007, p.5). The main aim of the project is to make an analysis as to how effective training programs are in the organizational context. There are very few who would disagree to the above fact. However, practice suggests that in numerous organizations the validation of training programs is either ignored or is approached in either an unprofessional or unconvincing manner. In fact, some organizations have even claimed that validation is a costly affair and that the point that it proves cannot be relied on completely. Moreover, the applicability of the program has been questioned on grounds that training effectiveness is not measurable in financial terms. Validation is perceived as having two different components, namely internal validation, and external validation. Many organizations undertake the process of validation either in an unconvincing manner or in an unprofessional manner (Buckley amp. Caple, 2007, p.210). However, critics have put forth that in practice they cannot be distinguished as they are intimately linked and are perceived as a single component by trainers for being mutually dependent on each other. Some of the primary components for measuring the effectiveness of training is by making an analysis of the extent of achievement and attainment of objectives of training programs, the learning inculcated by candidates and the extent to which candidates were able to take the learning that was imparted to them (Buckley and Caple, 2007, p.5).

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