Towards an Evaluative Training Knowledge Management Model for Contemporary Organizations A Case Study of Davis and Shirtliff (Kenya)

Abstract

It this knowledge era, it has been widely accepted that firms create value and gain sustainable competitive advantage largely through the investments they make in their knowledge management strategies. The Kenya branch of Davis and Shirtliff makes heavy annual investments in employee training and development. However, the company's existing methods of evaluating the benefits are not empirically derived. Evaluation of training outcomes is important in determining direct and indirect returns on investment in the form of demonstrable performance improvement and efficiency. This case study explores the training knowledge management practices of Davis and Shirtliff in Kenya focusing on the company's organizational culture, training programs, knowledge creation, and sharing practices, the relationship between employee multi-skill and its benefits. This study has developed a researched Training Knowledge Management Model (TKMM) that the company can use to plan its training programs. The company can use this model by strategically analyzing the company's goals to identify training requirements, developing training and non- training strategies to address competency gaps, integrating training into the company's strategic plans, evaluating training goals accomplishments, and gauging the results of the evaluation. The model highlights various indirect organizational benefits that are predictors of the achievements of the goals of training programs. Finally, the study outlines a subjective method for evaluating an organization's improved performance quality through training using the model. The model developed can be applied (with some modifications) to any other contemporary organization intending to evaluate the direct and indirect benefits accruing from its investment in employee training programs.