A critical analysis of HRD evaluation models from a decision-making perspective

HRD evaluation models are recommended for use by organizations to improve decisions made about HRD interventions. However, the organizational decision‐making literature has been virtually ignored by evaluation researchers. In this article, we review the organizational decisionmaking literature and critically review HRD evaluation research through the decision‐making lens. The review shows that most HRD evaluation models fit within the rational‐economic framework. However, decision‐making research shows that the rational‐economic models do not work in practice and offers rich alternative models. This research offers compelling explanations for the disturbing phenomenon that HRD evaluation models are not widely used in practice. Some radically new directions for HRD evaluation research are discussed.