Training and Development Evaluation in Jordanian Banking Organisations (Report‪)‬

INTRODUCTION With the huge investment in developing training strategies and programmes, the question is no longer whether organisations should train or not, but rather it is about whether or not training is worthwhile and effective (Mann 1996). Redshaw (2000) argues, that although T&D plays a critical role in organisational performance, it is viewed differently in different organisations. It may be considered as an unnecessary, underused and unrecognised function. Some organisations find that T&D does not contribute to employees' commitment, and sometimes it is considered as a waste of money and time. Unfortunately, in many other organisations the management does not believe in T&D as a function to contribute in improving the overall organisational performance. They believe that T&D does not work since it is too difficult to prove its effectiveness in terms of calculating the Return on Investment (ROI) of T&D programmes.