Evaluating the effectiveness of training of managerial and non-managerial bank employees using Kirkpatrick’s model for evaluation of training

Abstract

Abstract This research employs Kirkpatrick’s model, to assess the efficacy of training programmes for managerial and non-managerial employees in the banking sector using all the four components i.e., Reaction, Learning, Behavior and Results. Data were collected from 402 respondents from public, private and foreign sector banks. SEM-PLS was used to determine the relationship between the levels of the Kirkpatrick’s model for the evaluation of the training programs of the baking sector. The results suggest that all the four levels are interlinked and Kirkpatrick model was effective to evaluate the impact of training programs on employee motivation and bank performance. Reactions of employees (stage 1) have enhanced knowledge, and skills and has a positive and significant influence on learning (stage 2) and Behavior through job performance (stage 3) has a positive impact on results (stage 4). The results reflected that the adjusted R 2 = 0.732 of the managerial level is more than that of the non-managerial level (R 2 = 0.571). This indicates that the training is more effective on the Managerial level than the Non-Managerial level and that the managerial employees are more skilled and experienced in their jobs. The study is novel and one of the initial contributions to apply Kirkpatrick’s model to banking sector in India.