Salas E, Burke C S, Bowers C A, Wilson K A
Department of Psychology, University of Central Florida, Orlando 32816-1350, USA.
Hum Factors. 2001 Winter;43(4):641-74. doi: 10.1518/001872001775870386.
The aviation community has invested great amounts of money and effort into crew resource management (CRM) training. Using D. L. Kirkpatrick's (1976) framework for evaluating training, we reviewed 58 published accounts of CRM training to determine its effectiveness within aviation. Results indicated that CRM training generally produced positive reactions, enhanced learning, and promoted desired behavioral changes. However, we cannot ascertain whether CRM has an effect on an organization's bottom line (i.e., safety). We discuss the state of the literature with regard to evaluation of CRM training programs and, as a result, call for the need to conduct systematic, multilevel evaluation efforts that will show the true effectiveness of CRM training. As many evaluations do not collect data across levels (as suggested by D. L. Kirkpatrick, 1976, and by G. M. Alliger, S. I. Tannenbaum, W. Bennett, Jr., & H. Traver, 1997), the impact of CRM cannot be truly determined; thus more and better evaluations are needed and should be demanded.
航空界已投入大量资金和精力进行机组资源管理（CRM）培训。我们运用D. L. 柯克帕特里克（1976年）的培训评估框架，回顾了58篇已发表的关于CRM培训的报告，以确定其在航空领域的有效性。结果表明，CRM培训通常会产生积极的反应，增强学习效果，并促进期望的行为改变。然而，我们无法确定CRM是否对组织的底线（即安全）有影响。我们讨论了关于CRM培训项目评估的文献现状，因此呼吁有必要进行系统的多层次评估，以展示CRM培训的真正效果。由于许多评估没有跨层次收集数据（如D. L. 柯克帕特里克在1976年以及G. M. 阿利杰、S. I. 坦嫩鲍姆、小W. 贝内特和H. 特拉弗在1997年所建议的那样），所以无法真正确定CRM的影响；因此，需要并应该要求进行更多更好的评估。
