ASSESSING MANAGERIAL TRAINING IN MAHARATNA COMPANIES IN INDIA USING DONALD KIRKPATRICK’S MODEL

Abstract

Public Sector Undertakings (PSUs), particularly Maharatna companies such as ONGC, IOCL, NTPC, SAIL, CIL, BHEL, and GAIL, play a pivotal role in India’s industrial growth and global competitiveness. To maintain their leadership position, these organizations invest significantly in managerial training and leadership development. This article applies Donald Kirkpatrick’s Four-Level Training Evaluation Model to assess the

effectiveness of managerial training programs in Maharatna companies, with a special emphasis on Level 4 (Results), which measures organizational impact. The analysis highlights how training influences key performance outcomes, including productivity, financial performance, safety, innovation, employee engagement, customer satisfaction, and sustainability. Case examples from NTPC, SAIL, and IOCL demonstrate tangible benefits such as reduced downtime, improved industrial relations, and cost savings in logistics. The study also discusses challenges in measuring Level 4 outcomes, such as attribution and data availability, and suggests best practices, including ROI calculations, balanced scorecards, and longitudinal studies. Findings affirm that aligning training with strategic objectives ensures not only enhanced managerial competence but also measurable organizational gains, thereby reinforcing the role of Maharatna companies as drivers of India’s economic progress