evaluating training effectiveness based on Kirkpatrick’s criteria of training reactions, learning, behavior change, and overall results. In recent years, in-depth review of Kirkpatrick’s criteria for training evaluation by theorists and researchers resulted in renewed interest in possible underlying dimensions and more operationalized measures of these factors. In this study, a hypothesized model is proposed to explain the effects of training reactions on learning outcomes and training transfer. Path analysis is carried out on data collected from 118 participants of a training course on operational housekeeping to examine the validity of the proposed model. Training reactions is considered in terms of affective reactions and utility reactions, and learning is considered in terms of declarative learning and application-based learning. Moderate effects between affective reactions, declarative learning, and training transfer are observed; while the links between affective reactions and utility reactions, and between declarative learning and application-based learning appeared to be more significant.
Launching a hotline service is just one stage in the process of dealing with customers. Crucial to meeting its objectives is the development of human resources to imple-ment the hotline. This is to ensure that quality and standard are demonstrated in or-der to justify its existence. This paper presents the findings and reflection of an ac-tion research intervention to improve the Hotline Complaint Service of a local au-thority, the Kuching City South Council in Sarawak, Malaysia. The action research process in this study involved five mini cycles of planning, acting, observing and reflecting. Visits, participant observations, interviews and questionnaires were used in the data collection process. The data were analyzed using content analysis, and the findings validated through triangulation methods. The findings suggest that there was still room for improvement in the Council’s Complaint Service. An on-the-job experience for the hotline staff was implemented during which a guideline called the “13 Basic Principles in Effective Telephone Handling”; a “Handbook” on services provided by the Public Cleansing Division; and “Form A” were created and imple-mented. This study shows that action research is an important component of human resource development interventions that provides employees the opportunity to ac-quire the knowledge and skills through on-the-job experience to improve their per-formance and enhance the efficiency and productivity of their organization.