APPARATUS LEADERSHIP TRAINING MODEL EVALUATION (An EVALUATIVE RESEARCH OF THE TYLER AND KIRKPATRICK MODEL) Susi Susilawati Harahap
DKI Jakarta Provincial Human Resources Development
Abstract
A mixture of the Tyler and Kirkpatrick models was used in the evaluation of training program design and implementation as well as leadership for changing behavior. Data on the process of planning and implementing the 2020 PKP program was used in this study, and it was done so in a way that matched program design and implementation with applicable regulations. Measurement Change in behavior leadership from the viewpoint of capability for innovation, cooperation, and optimization of internal and external resources following training carried out through deployment survey. In-depth interviews were used to conduct temporary for continuity action change. As many as 70 people, including a boss, friends, coworkers, subordinates, and partners in partnership with former PKP participants, participated in the informant study. The findings of the study indicate that: (1) the PKP program is suitable in terms of its design with regard to existing rules and legality- (2) the PKP program is suitable in terms of its general implementation with regard to existing rules and legality, though there is still a mismatch in terms of timing and facilities- (3) occurred a change in behavior or attitude that improved an organization^s capacity for innovation, collaboration, and the optimization of its internal and external resource pools. Aluminum training, however, was stopped or discontinued due to some significant continuity action adjustments. This demonstrates that the PKP program concept has been implemented in line with the law, but there are still obvious flaws due to the graduates of the program^s participants^ large-scale activity discontinuation. Therefore, researcher submits new model results evaluation in the form of ^Training Models Leadership Based on Corporate University with Stages Implementation Shared into 3 (three) Parts Cover Structure Learning 10% Social Learning 20% Experiential Learning^ (70 percent ).
Keywords: evaluation - training models - leadership apparatus - corporate university
