Human Resource

Management
ELEVENTH EDITION
1
GARY DESSLER

Part 3 | Training and Development

Chapter 8

Training and Developing Employees

2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
After studying this chapter, you should be able to:

1. Describe the basic training process.

2. Describe and illustrate how you would go about
identifying training requirements.
3. Explain how to distinguish between problems you can
fix with training and those you cant.
4. Explain how to use five training techniques.

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 Purpose of Orientation

Orientation Helps
New Employees

Know What
Feel Understand Begin the
Is Expected
Welcome and the Socialization
in Work and
At Ease Organization Process
Behavior

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 The Orientation Process

Company
Employee Benefit
Organization and
Information
Operations

Personnel Employee Safety Measures

Policies Orientation and Regulations

Daily Facilities
Routine Tour

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 Analyzing Training Needs

Training Needs
Analysis

Task Analysis: Performance Analysis:

Assessing New Employees Assessing Current Employees
Training Needs Training Needs

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Assessing Current Employees Training Needs

Assessment Center
Results Performance Appraisals

Individual Diaries
Methods for Job-Related
Identifying Performance Data
Training
Attitude Surveys Needs Observations

Tests Interviews

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 Programmed Learning

Presenting Providing
Allowing the
questions, facts, feedback on the
person to
or problems to accuracy of
respond
the learner answers

Advantages
Reduced training time
Self-paced learning
Immediate feedback
Reduced risk of error for learner

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 Distance and Internet-Based Training

Teletraining

Videoconferencing
Distance Learning
Methods
Internet-Based Training

E-Learning and
Learning Portals

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 Literacy Training Techniques

Employer Responses
to Functional Illiteracy

Testing job Instituting basic

candidates for skills and literacy
basic skills programs

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 Management Development

Long-Term Focus
of Management
Development

Assessing the Appraising Developing the

companys managers managers and
strategic current future
needs performance managers

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 Management Development (contd)

Managerial
On-the-Job
Training

Coaching/
Job Action
Understudy
Rotation Learning
Approach

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 Managing Organizational Change
and Development

What to Change

Strategy Culture Structure Technologies Employees

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 Managing Organizational Change
and Development (contd)

The Human
Resource Managers
Role

Effectively
Organizing
Overcoming using
and leading
resistance to organizational
organizational
change development
change
practices

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 KEY TERMS

employee orientation job aid

training
performance management
negligent training
task analysis
performance analysis
on-the-job training
apprenticeship training
job instruction training (JIT)
programmed learning
simulated training
electronic performance support
systems (EPSS)
management development
succession planning
job rotation
action learning
case study method
management game
role playing
outsourced learning
behavior modeling
in-house development center
organizational development
controlled experimentation

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