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Performance evaluation is a topic that has been researched and practiced extensively in business organizations but has received scant attention in higher education institutions. A review of literature revealed that context, input, process, product (CIPP) model is an appropriate performance evaluation model for higher education institutions. However, little guidance exists for choosing appropriate metrics and benchmarks in implementing the CIPP model. The purpose of this paper is to develop a framework using CIPP model for performance evaluation of higher education institutions.

To achieve the purpose of the study, a review of literature was conducted to identify an appropriate evaluation model. Then metrics and benchmarks framework were formed based on practical approaches used in a large university in the USA.

Nine perspectives in performance evaluation using the CIPP model and their application in higher education institutions were developed and discussed. The discussion provides examples, relative prevalence including frequency of usage, advantages and limitations of each of the nine perspectives of performance evaluation in higher education institutions. An actual application of the suggested CIPP model in the USA largest university, by student enrollment, was provided. Implications for institutional assessment and continuous improvement for higher education institutions were made.

The study provides a practical framework, model and guidelines that can be used by higher education institutions to evaluate and enhance their performances and better prepare students to effectively work in society.

Technology is changing more rapidly than most companies can implement it. This chapter presents a digitized Human Resource Development (dHRD) Framework Model that organizational leaders can use to meet the needs of current and future workforces via avatar-mediated learning in 3D virtual learning environments (VLEs). The dHRD Framework Model leverages 3D VLE technology as a tool to engage employees and achieve strategic objectives in an efficient and cost-effective manner for managing people. The dHRD Framework Model can inform practice and advance employee engagement outcomes for effective HR decision-making, which includes legal and ethical considerations for mitigating risks in the 3D VLE. The Theory of Gamification, including psychological theories, provides the lens to explain dynamic learning and relationship building using the dHRD Framework Model to engage employees in the 3D VLE.

The purpose of this study was to explore what agile learning strategies businesses need to develop agile core competencies to respond to the uncertainty of the rapidly changing business environment and sustain their competitive advantage. Technology advances and unexpected crises have created an ever-changing environment in which traditional static corporate training methods have failed to continuously provide employees with the ability to listen to and interpret the rapid changes and respond accordingly.

This qualitative exploratory multi-case study was useful to explore what agile learning strategies businesses need to develop agile core competencies to sustain their competitive advantage. Snowball sampling enabled the discovery of 15 participants who represented 10 different industries. Participants represented both management and non-management roles. Data were collected from multiple sources such as interviews, observations, researcher notes and document reviews. A thematic analysis model was used to analyze the collected data.

The findings substantiated that organizations are operating in a fast-changing environment where agile learning strategies are vital to surviving. The data also showed that agile learning strategies must include individual learning paths to continuously develop employees’ agile skills to build their organizations’ agile core competencies.

This study underlined the importance of adopting agile learning strategies to help employees listen and accurately interpret their organizations’ external environments to enable quick responses to changes. Without agile learning strategies, organizational agile core competencies and competitive advantage will progressively decline.

The purpose of this paper is to supply an in-depth description of the educators’ values, beliefs and confidence changing from a traditional learning environment to a learning environment integrating technology.

The descriptive case study design was employed using descriptive statistical analysis and inductive analysis on the data collected.

Themes on a high level of confidence, the importance of professional development and training, self-motivation, and excitement about the way technology can enhance the learning, along with concerns over the lack of infrastructure and support for integrating technology, and about the ability of students to use the technology tools for higher ordered thinking surfaced.

Additional research may include a more diverse population, including educators at the kindergarten to high school level. Another recommendation would be to repeat the study with a population not as vested in technology.

A pre-assessment of the existing values, beliefs and confidence of educators involved in the change process will provide invaluable information for stakeholders on techniques and strategies vital to a successful transition.

To effectively meet the learning styles of Generation Z and those students following, educators need be able to adapt to quickly changing technology, be comfortable with students who multitask and be open to technology-rich teaching and learning environments.

This study filled a gap in the literature where little information on the humanistic challenges educators encounter when integrating technology into their learning environment providing insights into the values, beliefs and level of confidence of educators experiencing change.