RELATIONSHIP BETWEEN TRAINING EVALUATION AND PERCEPTIONS ABOUT XYZ CORPORATE UNIVERSITY

• Main Author: Tirta Fitrianti, Dhea
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/71395
• Institution: Institut Teknologi Bandung

Corporate University began to be widely developed in Indonesia in the early 21st century, where one of the initial adopters was PT XYZ. XYZ Corporate University is a division under the Human Capital Management Functional Unit at PT XYZ which plays a role in developing employee competencies, supporting company performance, and filling competency gaps. In carrying out its role, XYZ Corporate University has performance targets, one of which is proven through the Customer Satisfaction Index assessment. There are three stakeholders whose satisfaction has been routinely measured, namely the training participants, the participant's supervisor, and the head of the business unit where the participant works. The data shows that there is a gap between the ratings from the participants and their leaders, where the assessment from the participants states that the average rating has met the target, but different things happen to the assessments from superiors and business unit heads that are still far from the target score. From this background, three questions were formulated to be discussed in this study. First, is there any relationship between training and perceptions of XYZ Corporate University? Second, what are the elements of training evaluation that influence perceptions of XYZ Corporate University? Finally, the third question is what recommendations can be proposed to improve training from XYZ Corporate University? To analyze the relationship between training evaluation and perceptions of XYZ Corporate University, the authors conducted a survey of PT XYZ employees. The questionnaire was prepared based on a literature study regarding five levels of training evaluation (according to the Kirkpatrick and Jack Phillips model) and perceptions of the training, which consisted of trust in XYZ Corporate University, competence of XYZ Corporate University in carrying out its role, loyalty to the XYZ Corporate University program, and pride in XYZ Corporate University. Data was collected by filling out questionnaires by respondents, followed by descriptive analysis and linear regression analysis of the collected data. The results of calculations using the SPSS tool are displayed in the form of a value table which shows the level of correlation of each independent variable and the dependent variable. Overall, the respondents rated the training evaluation in the good category and so did the perception. Furthermore, it is proven that simultaneously the five levels of training evaluation have a strong relationship with each perception. Partially it was found that Level 1, Level 2, and Level 3 had a significant effect on trust in XYZ Corporate University. For the second perception, which is the competence of XYZ Corporate University in carrying out its role, it was found that Level 1, Level 2, and Level 4 had a partially significant effect. Different results occurred in the third dependent variable, where partially only one independent variable, namely Level 3 training evaluation, had a significant effect on loyalty to the XYZ Corporate University program. Finally, it was found that partially only one independent variable, Level 5, that had no significant effect to pride. From these results, XYZ Corporate University needs to prioritize Level 1 and Level 3, because increasing these two independent variables can affect the four dependent variables, namely positive perceptions of XYZ Corporate University. Level 1 is the reaction of the training participants, so it is necessary to ensure that the delivery of the training gives satisfaction to the participants. Meanwhile, Level 3 is attitude, namely how training influences changes in behavior. This can be improved by providing material that has a clear purpose and meaning so that participants can understand and be motivated to implement a change in behavior, while the leaders can also understand why participants need to attend certain trainings. Of the five levels of training evaluation, Level 5, namely Return on Training Investment, does not show a significant effect on perception, so further research is needed to examine its effect on training.