Managerial responses to human resource development (HRD) results evaluation reports were experimentally investigated as a function of (1) how evaluation information was presented and (2) Scholars and practitioners of HRD have focused attention on the evaluation of HRD interventions for several decades. This issue has recently been the focus of considerable discussion and debate, fueled by an increasingly competitive,

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The problem and the solution. It has been shown that managers prefer results-type evaluation when making decisions about how to invest in human resource development (HRD) activities. Unfortunately, in the absence of using rigorous, front-end performance analysis to identify outcomes for evaluation, most practitioners are faced with a complex array of tools and techniques to perform post-hoc analyses of their HRD efforts. This article demonstrates how Critical Outcome Technique can be used as a simple and effective way to demonstrate the effectiveness of HRD programs. Of importance in program evaluation are the constructs of the evaluation process, organizational culture, evaluation context, and decision-maker perceptions of the perceived ease of use and perceived usefulness of evaluation reports.