Training evaluation based on cases of Taiwanese benchmarked high-tech companies

Although the influence of workplace practices and employees' experiences with training effectiveness has received considerable attention, less is known of the influence of workplace practices on training evaluation methods. The purposes of this study were to: (1) explore and understand the training evaluation methods used by seven Taiwanese companies benchmarked for their excellence; and (2) compare Kirkpatrick's and Swanson's training evaluation models with practices used by the benchmarked Taiwanese organizations from a cross-cultural perspective. Five themes emerged from in-depth interviews, extending our understanding of training evaluation in the benchmarked Taiwanese organizations.