Decision theoretic utility analysis has long been proposed as a method for analyzing the monetary impact of training. Increasing complexity in the training environment requires, however, that additions be made to the basic algebraic assessment formulas. One such addition may include the effect of levy‐grant systems that stem from legislation and are designed to incentivize employer provided training EPT). The impact of such incentive systems on the bottom‐line of a company is a vital consideration in what training to apply and whether to participate in the grant incentive activities. Interest in the range of evaluation techniques is increasing. This article accordingly adjusts the basic decision theoretic utility analysis techniques for the special case of a levy‐grant incentive, using South Africa as a case study. It is hoped that the principles used here can thus be extrapolated to other skills development systems, allowing both organizations and policy makers to make optimal decisions.
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