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A systematic process of collecting and analyzing information and about a training program can be used for effectiveness, relevance, and impact of assessing various training components can be evaluate the training (Raab et al, 1991). Training institutions play an important role in evaluating the purpose of maintaining training (Smith & Piper, 1990). Evaluations have come to criticism than action in training (Philips, 1991). Unsystematic and simple means in the practice of evaluation in training is demonstrated (Smith, 1990 & Davidove & Schroeder, 1992 &Shelton & Alliger, 1993 & Shamsudin, 1995). There is a little demand or no demand on the part of the organization to evaluate a training program seriously and there is low need for conducting it (Gutek, 1988). Barron (1996) explained that client's basic belief is a well trained employee is a productive employee and no demand for evaluation. Knowledge is not fully utilized in program evaluation practice (Chen & Rossi, 1992). Reaction information such as 'smile sheet' and 'happiness sheet' for evaluation can be obtained through participatory questionnaire at the end of training program (Smith, 1990). The training program has attained the goals by one preferred set of methodological principles and procedures (Greene & McClintok, 1991).

A more systematic on recruitment and selection and longitudinal survey on its use relate with main issues of performance evaluation (Storey, 1995). Performance evaluation has cleaned, accurate, and merit based ratings but has to confront with complex creativity with well meaning appetizer (Ghorpade et al, 1995).Total Quality Management (TQM) and performance evaluation have to be evaluate. Randell (1994) stated that if the performance level has a reason to add performance appraisal as a process of observing current job performance. Scholtes (1993) has pointed out that incompatible has occur between HR performance evaluation and TQM because the fundamental TQM requirement has contradict with the basic elements of performance evaluation. Cardy (1998) assets that judgment of performance are needed if performance contingent decision, ranging from termination to pay increase and promotion to have any sort of rational basis for conducting a comprehensive review pertaining to performance evaluation. The performance evaluation on productivity and quality has some positivef effect due to some form of performance evaluation and evidence is supported (Shadur et al, 1994). Peak organization performance will be achieved if a firm's HRM activities fit with each other and support other management programs (Baird & Meshoulam, 1988). The higher performance came from the enhancing of employee commitment (Arthur, 1994). The basis for indirectly rejecting employee performance measurement since establish of new philosophy in the principle heart of TQM (Scholtes, 1993). There are four changes keep recurring on Ghorpade et al (1995) discussions are promote worker behavior that compromise quality, create a band of discourage worker who cease trying to excel, rob the workers of their pride in workmanship, and workers are responsible for the errors or faults within the system and it is unfair for the workers.

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