The Impact of The Kirkpatrick Model on Operational Performance and Financial Returns : Case study | ||
| المجلة الدولية للعلوم الإدارية والاقتصادية والمالية | ||
| Volume 4, Issue 13, April 2025, Pages 497-526 PDF (622.14 K) | ||
| Document Type: المقالات العلمية. | ||
| DOI: 10.21608/ijaefs.2025.383579.1070 | ||
| Author | ||
| Sarah Elsayed Elshazly* | ||
| Lecturer, department of business administration, faculty of commerce and business administration, Helwan university | ||
| Abstract | ||
| This study empirically investigates the impact of employee training, reaction and learning on operational performance and financial returns (ROI). Also, this study examines effectiveness of the training program for Smart Excellence program at Xiaomi Egypt through the framework of the extended Kirkpatrick four-level evaluation model, incorporating operational performance and return on investment (ROI) as strategic outcomes. Utilizing survey data collected from employees and analyzed via structural equation modeling (SEM), the research examines the causal relationships among Reaction, Learning, Behavior, Results, Operational Performance, and ROI. The findings indicate a statistically significant effect of Reaction on both Learning (β = 0.924, p < 0.001) and Results (β = 0.921, p < 0.001), highlighting the pivotal role of learner engagement and emotional response in facilitating tangible business outcomes. Furthermore, Results significantly predict both Operational Performance (β = 0.808, p < 0.001) and ROI (β = 0.955, p < 0.001), thereby establishing a clear connection between training outcomes and strategic performance metrics. However, the pathway from Learning to Results was not statistically significant, indicating a potential breakdown in the transfer or application of knowledge to business outcomes. This finding challenges the linear assumptions of the Kirkpatrick model and underscores the necessity for post-training support and contextual alignment. From a practical standpoint, the findings provide actionable insights for multinational corporations such as Xiaomi, advocating for an increased focus on affective learner experiences, facilitation of behavior change, and alignment of training programs with organizational key performance indicators (KPIs). The study concludes with recommendations for the integration of training impact measurement into strategic decision-making and suggests future research avenues that concentrate on mediating and moderating mechanisms, longitudinal evaluation, and cross-industry comparisons. | ||
| Keywords | ||
| Kirkpatrick model; Reaction; Learning; Behavior; Operational performance; ROI | ||
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