Australian organisations continue to offer relational training interventions designed to change employee behaviour within the workplace. However, the success of these programs is often determined through asking supervisors to report on individuals’ behavioural changes rather than obtaining proof of their effectiveness. The purpose of this research is to measure the success of training programs offered by a Queensland Public Sector organisation following Kirkpatrick’s (1977) model of providing proof of behavioural change after training. In particular, this research measures the emotional intelligence of individuals undertaking these training programs to determine whether emotional intelligence actually increased because of the training. The preliminary findings reveal that a significant increase in the emotional intelligence of individuals occurred after they had completed these training interventions.
© Copyright Australian & New Zealand Academy of Management, 2004
- emotional intelligence,
Available at: http://works.bepress.com/jane_murray/10/