The role and status of training evaluation in rail transit are reviewed. Three forms of evaluation -- process, outcome, and utility -- are considered. Training evaluation in a sample of commuter rail agencies is then examined. Findings indicate that reaction forms are ubiquitous. One rail agency is attempting to link training evaluation to performance appraisal for its nonunion employees. The most sophisticated use of evaluation was found in a large freight railroad. Barriers to the conduct of more thorough evaluations are the lack of training staff, nonexistent or outdated performance standards, and a perception that evaluation is a tool to justify decisions already made. Needs and job analyses are recommended for reducing the barriers. Techniques of training evaluation that could be used in the rail industry are described. Evaluation can be done at the employee, program, and organisation levels. Evaluation is also discussed as it relates to management strategy. Advantages include its facilitating detailed feedback to management, its use for changing training, and its capacity to build commitment to training among managers. The relative benefits and drawbacks of educational technologies are considered.
Abstract