European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.12, No.2, 2020 35 Impact of CSO Manage Training Programs on Individual and Organizational Performance Agus Yuniawan Isyanto* 1 Tjahjo Suprajogo 2 Adiyati Fathu Roshonah 3 Diah Andika Sari 3 1.Universitas Galuh, Indonesia 2.Institut Pemerintahan Dalam Negeri, Indonesia 3.Universitas Muhammadiyah Jakarta, Indonesia Abstract Human resource problems faced by CSOs are the limited number of employees compared to organizational activities, low employee skills, and lack of employee experience in managing the activities of the organization. Based on these problems, NICE Indonesia conducted a CSO Manage training program which was participated by 10 CSOs. This research was conducted with the aim of evaluating the CSO Manage training program. 10 CSO participants in the CSO Manage training program were taken entirely as research samples. Evaluation of the CSO Manage training program is carried out using the Kirkpatrick four-level evaluation model. The results showed that the objectives of the CSO Manage training program could be achieved as indicated by an increase in knowledge and changes in participant behavior, as well as an increase in individual and organizational performance. Keywords: Training, CSO Manage, NICE Indonesia, Kirkpatrick Four-Level Evaluation Model DOI: 10.7176/EJBM/12-2-05 Publication date: January 31 st 2020 1. Introduction The formation of civil society organizations (CSOs) is a form of community participation in efforts to improve the living standards and welfare of the community independently. The effectiveness of an organization is strongly influenced by the quality of its resources (Herdiansah and Randi, 2016). CSOs must focus on building the capacity of the organization's resources if they want to maximize the social impact of their existence, but they are difficult to build organizational capacity to support the development and dissemination of programs caused by the human resources they have. Human resource problems faced by CSOs are the limited number of employees compared to organizational activities, low employee skills, and lack of employee experience in managing the activities of the organization. Changes in internal and external environmental conditions must be anticipated by improving the quality of human resources in order to continue to have a competitive advantage (Fita, 2017). Human resources are a key element that can explain why some organizations perform well and some perform poorly (Al-Abbadi et al, 2019). The human management function is an important function in an organization without ignoring other functions (Shehadeh, 2015). Human resources are an important factor of organizations (Okioga, 2013) in achieving competitive advantage (Pirzada et al, 2013). Human resources are an important factor for achieving the vision and mission of an organization (Walukow et al, 2016), and differentiate the organization from other organizations (Al-Nawaiseh, 2014). One way to develop human resource performance is to hold a training program that is tailored to the needs (Triasmoko et al, 2014). Training is a planned effort designed in an effort to facilitate relevant skills, knowledge and attitudes by members of the organization (Ritonga et al, 2019). Three important things need to be considered in relation to the training program, namely the purpose of the training program, the strategy used in implementing the training program, and the evaluation of the training program (Aryanti et al, 2015). 2. Research Methodology The study was conducted using a qualitative research approach to evaluate the CSO Manage training program implemented by NICE Indonesia. The study was conducted in October-December 2019. The data used in the form of primary data obtained through questionnaires. The CSO Manage training program was held in October and was followed by 10 CSOs, all of which were taken as research samples. Evaluation of the CSO Manage training program is carried out using the Kirkpatrick four-level evaluation model. 3. Results and Discussions The Kirkpatrick evaluation model consists of 4 levels, where each level in this evaluation model influences the next level. The four evaluation levels are: Level 1 (Reaction), which is an evaluation that measures how participants react to a training program, Level 2 (Learning), which is an evaluation that measures the learning process in training namely the transfer of knowledge, Level 3 (Behavior), which is an evaluation which aims to find out the extent to which behavior changes occur after participants have participated in training, and Level 4 (Results), which is an evaluation to measure the final results that occur after participants have participated in CORE Metadata, citation and similar papers at core.ac.uk Provided by International Institute for Science, Technology and Education (IISTE): E-Journals