QUESTIONING THE EFFECTIVENESS OF BEHAVIOR MODELING TRAINING IN AN INDUSTRIAL SETTING1
研究用管理者替代专业培训师进行行为建模培训，评估对44名男性主管的反应、学习、工作行为及绩效的影响，发现虽能提升学习但未带来行为或绩效改变。
The intention of this study was to improve behavioral modeling's effectiveness by substituting managers for professional trainers and to evaluate the effect on 44 male supervisors using Kirkpatrick's four levels of evaluation: reaction, learning, behavior on the job, and performance. Twenty‐two supervisors were trained with six behavior modeling modules and the effect was compared to a control group consisting of 22 supervisors. The research also examined the effects of trainees’ self‐esteem and the perceived power of the trainers. The results showed that behavior modeling resulted in favorable reactions and an increase in learning, but did not produce behavior change on the job, or improved performance results. Power and self‐esteem did not moderate the training effectiveness. The findings are compared with previous behavior modeling research. The discussion concludes with a recommendation for researchers to identify more complete theoretical models which explain behavioral change on the job (e.g., Maltz's theory of psycho‐cybernetics) as opposed to relying solely on Bandura's social learning theory.