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National Taiwan Normal University Course Outline Spring , 2024 |
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| I.Course information |
| Serial No. | 1333 | Course Level | Master |
| Course Code | IWM0067 | Chinese Course Name | 人力資源評鑑研究 |
| Course Name | Human Resource Program Evaluation | ||
| Department | Graduate Institute of International Human Resource Development | ||
| Two/one semester | 1 | Req. / Sel. | Sel. |
| Credits | 3.0 | Lecturing hours | Lecture hours: 3 |
| Prerequisite Course | ◎1. This course is not available for undergraduate students. 2. If the listed course is a doctoral level course, it is only available for PhD students. | ||
| Comment | |||
| Course Description | |||
| Time / Location | Mon. 2-4 Main Jeng 102 | ||
| Curriculum Goals | Corresponding to the Departmental Core Goal | ||
| 1. Describe the significance of HRD program evaluation and differentiate it from HR program evaluation. |
Master: 1-2 Knowledge of Human Resource Theories and Practical Applications 2-1 Professional Skills of Recruitment, Selection, Training, Staffing, Retention, and Organizational Development |
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| 2. Utilize various methodologies for assessing the impact of HRD interventions, including the use of quantitative and qualitative data analysis software. |
Master: 2-1 Professional Skills of Recruitment, Selection, Training, Staffing, Retention, and Organizational Development 3-2 Tendency toward Collaborative Innovation in an Organization |
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| 3. Apply key measurement concepts for scale development and design tailored evaluation studies for HRD programs. |
Master: 1-2 Knowledge of Human Resource Theories and Practical Applications 3-2 Tendency toward Collaborative Innovation in an Organization |
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| 4. Develop effective data collection instruments and analyze data to illustrate the impact of HRD programs. |
Master: 2-1 Professional Skills of Recruitment, Selection, Training, Staffing, Retention, and Organizational Development |
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| 5. Effectively communicate the outcomes of HRD programs through report writing and persuasive presentations. |
Master: 1-2 Knowledge of Human Resource Theories and Practical Applications 2-2 Ability to Conduct Effective Cross-cultural Communication 4-2 Work Ethics |
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| II. General Syllabus |
| Instructor(s) | Hyung Joon Yoon/ 尹炯畯 | ||
| Schedule | |||
Week 1: Introduction to the Course & Why Evaluation is Important Week 2: What to Measure: Comparing HR and HRD Week 3: Evaluation Design Week 4: Proposal Development for Evaluation Studies Week 5: Basics of Measurement in HRD Evaluation Week 6: Development of Measurement Instruments Week 7: Proposal Development Consultation Week 8: Mid-term Exam on Measurement & Proposal Submission Week 9: Understanding Data and Data Analysis Techniques Week 10: Choosing Appropriate Software Programs for Data Analysis Weeks 11 & 12: Analysis Workshops Week 13: Report Writing (Draft Submission Deadline) Week 14: Consultation on Reports Week 15: Student Presentations on Evaluation Studies Week 16: Final Exam (Submission of Final Reports and Reflective Essays) |
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| Instructional Approach | |||
| Methods | Notes | ||
| Problem-based learning | Action learning will be the basic mechanism for learning in this course. Students will work on group projects throughout the semester using real-world cases. | ||
| Grading assessment | |||
| Methods | Percentage | Notes | |
| Assignments | 15 % | There will be various assignments throughout the semester. | |
| Midterm Exam | 20 % | Midterm exam will have two components: 1) basic measurement concepts and 2) an evaluation research proposal | |
| Final exam | 20 % | The final exam will be about critical reflections as an evaluator in HRD settings. | |
| Attendances | 20 % | Action learning is based on group work. Missing a session means less contribution to your team’s progress.(Class discussion and participation grades will be combined into the attendance grade.) | |
| Presentation | 5 % | At the end of the semester, there will be group presentations. | |
| Case study reports | 20 % | Each group will submit a final report at the end of the semester. | |
| Required and Recommended Texts/Readings with References | Textbook Russ-Eft, D. F., & Preskill, H. S. (2009). Evaluation in organizations: A systematic approach to enhancing learning, performance, and change (2nd ed) Basic Books.
Reading Materials Bates, R. (2004). A critical analysis of evaluation practice: The Kirkpatrick model and the principle of beneficence. Evaluation and Program Planning, 27(3), 341–347. https://doi.org/10.1016/j.evalprogplan.2004.04.011 Brinkerhoff, R. O. (2005). The success case method: A strategic evaluation approach to increasing the value and effect of training. Advances in Developing Human Resources, 7(1), 86–101. https://doi.org/10.1177/1523422304272172 Creswell, J. W., & Plano Clark, V. L. (2018). Designing and conducting mixed methods research (3rd ed.). SAGE Publications. Fitz-enz, J. (2010). The new HR analytics: Predicting the economic value of your company's human capital investments. AMACOM. Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating training programs: The four levels (3rd ed.). Berrett-Koehler. Newcomer, K. E., Hatry, H. P., & Wholey, J. S. (Eds.). (2015). Handbook of practical program evaluation (4th ed.). Jossey-Bass. Phillips, J. J. (1997). Handbook of training evaluation and measurement methods (3rd ed.). Gulf Publishing Company. Phillips, P. P., Phillips, J. J., & Ray, R. (2019). Measuring ROI in learning & development: Case studies from global organizations. Nicholas Brealey Publishing. Yoon, H. J., Bailey, N., Amundson, N. E., & Niles, S. G. (2019). The effect of a career development programme based on the Hope-Action Theory: Hope to Work for refugees in British Columbia. British Journal of Guidance and Counselling, 47(1), 6–19. https://doi.org/10.1080/03069885.2018.1544827 Yoon, H. J., Cho, Y., & Bong, H.-C. (2012). The impact of a dual-project action learning program: A case of a large IT manufacturing company in South Korea. Action Learning: Research and Practice, 9(3), 225–246. https://doi.org/10.1080/14767333.2012.711237 |
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