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A Follow Up Study of the Outcome of Khon Kaen Unversity’s Personnel Development Training Courses
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The purposes of the present research were 1) to a follow up study of the effectiveness of Khon Kaen University’s personnel development training courses and 2) to investigate the problems and difficulties and suggestions for the application of knowledge gained from the training to one’s own work.
The target group was consisted of 1,043 Khon Kaen University’s personnel who participated in the personnel development training courses organized by the Department of Personnel Development of Khon Kaen University from July 2000 to May 2001. Three categories of the University’s personnel participated in the training,i.e.363 administrators who received their training in 12 courses for the development of administrators; 124 instructors who received training in 30 courses for instructor development; and 556 supporting personnel who received training in 10 courses for the development of supporting personnel. The tools used for collecting data were 3 sets of questionnaires, developed by the present researcher herself, for each of the three groups of personnel. The collected data were analyzed and compiled by means of an SPSS/PC+ Program for frequency, percentage, arithmetic mean, standard deviation and a crossed table.
The findings :
1. The majority of the respondents were females, aged between 31-40 years old. Their average age was 38. They held a bachelor’s degree and were in the government service for 6 – 10 years. Their average length of government service was 14 years, and the had earned academic ranks for at least 12 years, although the group’s average length of having been awarded the academic ranks was 7 years.
2. The effectiveness of personnel development training courses : For the administrators, the majority of the administrators opined that the outcome of the core courses, the special courses for effective management, and the special courses for academic affairs management had met the prescribed objectives of the training. As to the benefits and application of what they had learned from the training, the responses ranged from “moderate” to “highest” levels.
For the instructors, the majority of them opined that the outcome of the core courses and other courses specially organized for them had met the objectives. The benefits deriving from the training ranged from “high” to “highest” levels, while the application ranged from “little” to “moderate” levels.
For the supporting personnel group, the majority of them opined that the outcome of the core courses and the courses specially organized for them had met the objectives of the training. The benefits deriving from the training and their application ranged from “moderate” to “highest” levels.
3. The problems, difficulties and suggestions
The 3 groups presented identical problems, difficulties and suggestions regarding the personnel, length of training, course content, the application and expert-trainers to which they opined that too few personnel from each department participated in the training. This resulted in the lack of cooperation among the personnel, and the administrators were reluctant to accept new ideas. It was suggested that all the personnel should be order to participate in the training, to be encouraged to cooperate, and operational policy should be in the same line.
The length of training was too short. It should be longer and the training should be organized continuously, preferably during official holidays or semester break.
There was too much emphasis on theories and academic principles as regards the training courses, the content and application. The knowledge they gained from participating in the training was not compatible with official system. The content should be adjusted to make it suitable for the purpose and emphasis should be placed on practicability.
Some experts-trainers presented information or data that contradicted the training course content. They mostly introduced theories which were impractical. They should have prepared themselves better and present details which correspond to the main points by giving more vivid examples in real life.
The two groups of administrators and supporting personnel also presented identical problems, difficulties and suggestion as regards the lack of publicity of the University’s development plan and how to put it into practice. In addition, there was too frequent change of the middle-level administrators, and the unit organization was not as effective as it should be. It was suggested that a clear and precise publicity should be made as regards the University’s personnel development policy. The administrators should have remained in their offices until the end of their terns. There should be also a clear allotment of the personnel’s duties and a systematic coordination among the units/departments.