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The purpose of this paper is to report the research findings of an evaluation of the impact of continuing education programs (CEPs) on library information science (LIS) professionals of academic libraries in Mumbai, India. The paper also introduces Donald Kirkpatrick model of training evaluation for Library Science research in the area of program evaluation.

The impact of CEPs was evaluated using Donald Kirkpatrick model of training evaluation using survey method. The impact was evaluated at four levels; reaction, learning, behavior and results. The population of the present study included 344 LIS professionals working at colleges libraries affiliated to University of Mumbai and Shreemati Nathibai Damodar Thackersey (SNDT) Women’s University in Mumbai, India. The data collected through questionnaire were supplemented by five specimen interviews of heads of institutions of the academic librarians who had attended more than five CEPs in five years, 2009-2013.

The findings of the study revealed that professionals were satisfied with CEP attendance; keen on gaining more knowledge and transferring the acquired knowledge and skills at their workplaces and interested in implementing the learning to achieve results. The reasons given by academic librarians on not implementing the learning in the library indicated that there were hindrances like lack of management support, lack of technical expertise, inadequate staff in the library, poor IT Infrastructure, etc. in transferring the learning at work.

The study was based on self-perceptions of respondents. The limitation of self-perception was eliminated to some extent by supplementing qualitative data wherever required. CEPs included conferences, seminars, workshops, refresher courses, orientation programs and online courses. Pre-test and post-test recommended by the Kirkpatrick model could not be conducted as the researcher has not adopted experimental design. The data of feedback from the organizers and content of the CEPs attended by respondents were not analyzed in the study.

The paper describes the implementation of Kirkpatrick model to evaluate the CEPs, which can be used by the organizers or institutions to evaluate the impact of CEPs in future. This will help them to improve upon the contents of CEPs making them more relevant and effective.

Evaluation of CEPs will be useful to ensure the effectiveness of CEPs and performance of LIS professionals.

This paper reports an original research initiative undertaken to evaluate the impact of CEPs attended by LIS professionals of Indian academic libraries in Mumbai, India. It fills the gap in LIS research. The application of Donald Kirkpatrick model of Training evaluation is also valuable for LIS research.

The study examined the comprehensive assessment of the efficacy of Library and Information Science (LIS) CPD programmes in the particular setting of Indian academic libraries in Northern India. The study systematically assessed the programmes' impact on four levels: behaviour, reaction, learning, and results, using Donald Kirkpatrick’s widely recognised evaluation model.

The research employed a census sampling method and a questionnaire to gather information from 177 respondents employed in university libraries.

The findings demonstrated that professionals were satisfied with the CPD programmes, eager to learn more and apply their newly acquired knowledge and skills at their workplaces, and interested in applying learning to get results. Moreover, the significant factors that hindered the implementation of learning in the workplace were a lack of management support and poor IT infrastructure.

The paper’s uniqueness and significance come from carefully examining the effects of CPD programmes in LIS within the particular setting of university libraries in Northern India.

This is the first of two ground‐breaking articles set to challenge the training community with a call to action written by Dr Richard Hale, a leading proponent of action learning. Here he argues that the time has come to shatter the myths that have emerged based upon the propositions of Donald Kirkpatrick some 43 years ago. Learning should be seen as the responsibility of the learner not the trainer. Proving learning should be integral to the process of learning not based on before and after statistics. This is based on Richard Hale’s own learning from action with international organisations through the International Management Centres Association.

At a time when industrial expense is under great pressure, particularly training budgets, it is of great importance that training is carefully focused, to ensure that organizations obtain the maximum benefit. The widely accepted procedures for evaluation described by Donald Kirkpatrick almost without exception have been applied only at level 1 (Student Reaction forms). Many researchers have questioned the value of this part‐application of an evaluation strategy. This new system of training effectiveness evaluation not only forms the basis of individual analysis, but also allows group deficiencies to be explored over time. The method based on self‐perceived skill gap measurement allows the monitoring of skills management at individual departmental and organizational levels and gives management, for the first time, a control measure to which skill management budgets (of which training is a part) can be compared.

Adapting a concept from the biological sciences, organizational researchers have proposed a life cycle of organizational development from birth to death. Several distinct models have been postulated, ranging from three to ten stages. This paper proposes a five‐stage model and tests it empirically to assess the specific stage of the life cycle of any organization. Results of a twenty‐item scale that captures managers' perceptions of their firms' position in the life cycle are discussed. Knowledge of an organization's present position or stage of development can aid top managers in understanding the relationships between organizational life cycle, competitive strategy, and performance.

Expectations continue to evolve in today’s work environment. An innovative practice between university and industry partners has emerged as a response to these expectations. In this trend, programs prepare college students with essential skills before entering the workforce. One such partnership created a leadership development program for workforce preparation using proven best practices and theories. The 70-20-10 framework, developed by researchers and authors working with the Center for Creative Leadership, blends challenging experiences (70%), coaching/mentoring (20%), and formal training (10%) to strengthen participants’ leadership acumen (Johnson et al., 2018, McCall et al., 1988). Kirkpatrick’s four-level model of training evaluation was adopted to evaluate changes in reaction, learning, behavior, and results. This paper presents an engaged scholarship approach to create and evaluate a leadership development program committed to preparing the next generation.

Reference librarians in various library settings are often assigned responsibilities for training students, support staff, or other new professionals, a task for which they rarely have sufficient professional education. This bibliography recommends readings on topics that will assist reference librarians in understanding the philosophy of staff development. The readings listed here cover subjects such as: establishing an atmosphere that facilitates learning, assessing training needs, describing competent performance, writing clear and specific objectives, selecting appropriate training methods, maintaining skills and providing feedback, and evaluating the effectiveness of a training program.

The purpose of this study is to explore the relationships between learning and ethical behavior with mediation of self‐efficacy. The current study is distinguished from previous studies by its investigation of the relationships of three variables such as learning, self‐efficacy, and ethical behavior based on the four‐level model of Kirkpatrick and transfer of training by the application of the social cognitive theory of Bandura through the analysis of human resource development (HRD) in corporate social responsibility (CSR) activity in local Thai firms. This study aims to encourage organizations to prepare and construct “ethical behavior” through CSR activity.

Linear and multiple regression procedures were the basis of the analyses and a PASW statistics version 18 macro (syntax) was used.

The major finding was that self‐efficacy mediated the relationship between learning (KSA change) and ethical behavior.

The researchers believe that companies should promote and encourage employees to participate in actual learning of such kinds of CSR activity in order to develop confidence. To achieve this goal, in addition to the purpose of KSA, improvement learning emphasis should be arranged to support self‐efficacy of employees and increase a person's confidence in his/her ability to eventually perform ethical behavior. In terms of modification of the four‐level model, the company ought to add “self‐efficacy” into the procedure of the training and/or activity evaluation to increase its effectiveness.

The study examined Kirkpatrick's foul‐level evaluation model and transfer of training by the application of Bandura's social cognitive theory.