Measuring the Impact of Training on Public Manager Performance: The Case of Canton Ticino (An Ex-Post Analysis)

Abstract

The importance of training as a determiner of a company's performance is widely acknowledged: the ``Canton Ticino{''} (Switzerland) has to demonstrate that the organisational decisions (such as whether or not to maintain a training programme) are based on a strategic learning process. The aim of this chapter is to illustrate the evaluation process of a training programme conducted for a group of Swiss public managers. In order to measure the impact of the training, the first three (Reaction, Learning, Behaviour) of the four levels identified in Kirkpatrick's model (1994) were measured, using an ex-post analysis. In particular, the chapter is focused on the changes at behavioural level.