It is an attempt to make current and future employee performance These are the link between trying to perform a behavior
a behavior and
through learning, changing attitude, and behavior – TRAINING
It is imparting of specific KSA to an employee – TRAINING
It is learning opportunities designed to help employees grow –
DEVELOPMENT
These are different but they are complementary. No training program
is complete without an element of education – TRAINING AND
EDUCATION
It is cognitive or mental ability used to retain and process information
– KNOWLEDGE
It is physical abilities used to performed task – SKILLS
It is feelings, emotions, beliefs about something – ATTITUDE
What is BOSH – BASIC OCCUPATIONAL SAFETY AND HAZARD
It is a future oriented process of developing and implementing HR
Programs that solve business problems – Stragetic HRM
It is relatively permanent change in behavior brought by experience –
LEARNING
Its people are motivated to perform or avoid certain behavior
because of previous or past experience – REINFORCEMENT
THEORY
It strengthens a behavior of the employee. If he knows that he will be
rewarded for the behavior, he must do it again – POSITIVE
REINFORCEMENT
It strengthens a behavior because it stops the unpleasant experience
of the employee – NEGATIVE REINFORCEMENT
It's a motivational model that explains how the needs of
achievement, power, and affiliation affect the action of employee
from a managerial context – NEED THEORY (MCCLLELAND)
This theory states that people learn from observing other people and
who they believe are credible and knowledgeable – SOCIAL
LEARNING THEORY
It is judging whether one can learn a skill or knowledge – SELF-
EFFICACY
This theory states that intensity of a tendency to perform in a
particular manner is dependent on the intensity of an expectation
that the performance will be followed by a definite outcome and on
the appeal of outcome to the individual – EXPECTANCY THEORY
performing well (EFFORT-PERFORMANCE RS) – EXPECTANCIES
It is a belief that performing a given behavior is associated with a
particular outcome (PERFORMANCE-REWARD) –
INSTRUMENTALITY
It is a value that a person places as an outcome (REWARDS-
PERSONAL) – VALENCE
It is a theory that influence a person’s behavior, or because he or she
commits to attaining the goals. – GOAL THEORY
It involves establishing SMART goals – GOAL THEORY
This framework can help employees hit their goal. – HIGHER LEVEL
OF ENGAGEMENT
This is when employees regularly hit their goals, performance, and
productivity improves. – HIGHER LEVEL OF PERFORMANCE
It encourages measurable goals, this can help employees improve at
getting things done within specified timeframe – BETTER
ADHERENCE TO DEADLINES AND METRICS
This can be used for a variety of goals type. – WIDE APPLICATION
This gives employees the insights they need to continually improve –
SUPPORTS A FEEDBACK CULTURE
This is when employees regularly hit their goals, they gain
confidence. – LEADS TO SELF-EFFICACY
This theory describes how adults learn(professionals). It provides an
instruction to the trainer to design learning program that will meet the
needs of professional – ADULT LEARNING THEORY
It is an investment in the learning of its people and acts as a powerful
signal of its intentions – ROLE OF HRD
It act as a triggering mechanism for the progression of other HRM
policies that are aimed at recruiting, retaining and rewarding – HRD
It act as a catalyst for change and facilitating acquisition of “local
knowledge” within workplace – HRD
It is an architect of learning rather than implementer – HRD
It measures learning and evaluates the training map to suit
(almost0 all situations and employee needs – HRD
It plays a vital role in the planning, implementing, evaluating, and
redesigning the learning avenues in organization - HRD
PARTICULAR BENEFITS OF HR STRATEGIC MANAGEMENT: NEED FOR ACHIEVEMENTS

• Avoiding costly and disrupts surprises that interfere with • Sets and accomplishes challenges, and risks
achieving goals • Takes calculated risk
• Addressing key issues in a timely manner to avoid crises • Likes to receive regular feedback in their progress and
• Promoting employee productivity and overall organizational achievement
success • Likes to work alone
• Providing a sense of direction to positively affect how work
gets done BENEFITS OF GOAL-SETTING THEORY
• Keeping employees focused on organizational goals • Higher level of engagement
• Providing a strategic focus to guide training and • Higher level of performance
development initiatives • Better adherence to deadlines and metrics
• Giving leaders tools to help focus and improvement their • Wide application
strategic initiatives • Supports a feedback culture
Training Employees may fall under 3 categories: • Leads to self-efficacy

• Learning facts and concepts (KNOWLEDGE) AIMS & OBJECTIVES OF T&D

• Learning how to do something (SKILLS) • develop the competence of employees and improve their
• Learning or forming a new viewpoint or belief (ATTITUDE) performance
• help people grow in the organization so that future HR needs
NEED THEORY (MCCLLELAND) can be met from within
NEED FOR POWER • reduce the learning time of employees starting new jobs in
order for them to be fully competent and economically
• Wants to control and influence others productive immediately
• Likes to win agreements
• Enjoys competition and winning CORE EFFECTS OF T&D
• Enjoy status and recognition • The employees become more efficient > contribute to
NEED FOR AFFILIATION growth of the company
• Growth renders stability > trained employees tend to
• Wants to belong to the group stay
• Wants to be liked and will go along with whatever the rest of • Training makes employees versatile > 1 employee may
the group wants to do do multiple jobs or functions whenever needed
• Prefers collaboration over competition • Mitigating accidents, scrap and damage to equipment.
• Doesn’t like high risk or uncertainty Even dissatisfaction, absenteeism, complaint and such
is minimized