Human Resource

Management
TWELFTH EDITION

GARY DESSLER
BIJU VARKKEY

Part 3 | Training and Development

Chapter 8

Training and Developing Employees

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
 After studying this chapter, you should be able to:
1. Summarize the purpose and process of employee orientation.
2. List and briefly explain each of the four steps in he training process.
3. Discuss how you would motivate trainees.
4. Describe and illustrate how you would identify training requirements.
5. Explain how to distinguish between problems you can fix with training,
and those you can’t.
6. Explain how to use five training techniques.
7. List and briefly discuss the importance of the eight steps in leading
organizational change.
8. Answer the question, “What is organizational development and how does
it differ from traditional approaches to organizational change?”

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–2
 Purpose of Orientation

Orientation Helps
New Employees

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

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–3
 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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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–4
 The Training Process
• Training
 The process of teaching new employees the basic
skills they need to perform their jobs.
• Training’s Strategic Context
 The firm’s training programs must make sense in
terms of the company’s strategic goals.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–5
 The Training Process (continued)

The Five-Step Training and Development Process

1 Training Needs analysis

2 Instructional/ Training design

3 Validation

4 Implement the training program

5 Evaluation

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–6
 Training, Learning, and Motivation
Make the Learning Meaningful
1. At the start of training, provide a bird’s-eye view of
the material to be presented to facilitate learning.
2. Use a variety of familiar examples.
3. Organize the information so you can present it
logically, and in meaningful units.
4. Use terms and concepts that are already familiar
to trainees.
5. Use as many visual aids as possible.
6. Create a perceived need for training in the minds of
the trainees.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–7
 Training, Learning, and Motivation

• Trainees learn best when the trainers

immediately reinforce correct responses.
• The schedule is important—the learning curve
goes down late in the day; less than full day
training is most effective.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–8
 Assessing Current Employees’ Training Needs

Assessment Center
Results Performance Appraisals

Methods for Job-Related

Individual Diaries
Identifying Performance Data
Training
Needs
Attitude Surveys Observations

Tests Interviews

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–9
 Training Methods
• On-the-Job Training
• Apprenticeship Training
• Informal Learning
• Job Instruction Training
• Off-the-Job Training
• Lectures
• Programmed Learning
• Audiovisual Training
• Simulated Training (also Vestibule Training)
• Computer-Based Training (CBT)
• Distance and Internet-Based Training
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–10
 Training Methods (continued)
• On-the-Job Training (OJT)
 Having a person learn a job
by actually doing the job.
• Types of On-the-Job Training
 Coaching or understudy
 Job rotation
 Special assignments
• Advantages
 Inexpensive
 Learn by doing
 Immediate feedback
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–11
 On-the-Job Training

Steps to Help Ensure OJT Success

1 Prepare the Learner

2 Present the Operation

3 Do a Tryout

4 Follow Up

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–12
 Training Methods (continued)
• Effective Lectures
 Be alert to your audience.
 Maintain eye contact with audience.
 Make sure everyone in the room can hear.
 Control your hands.
 Talk from notes rather than from a script.
 Practice and rehearse your presentation.

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–13
 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
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–14
 Computer-Based Training (CBT)
• Advantages
 Reduced learning time
 Cost-effectiveness
 Instructional consistency

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–15
 Distance and Internet-Based Training

Teletraining

Videoconferencing
Distance Learning
Methods
Internet-Based
Training

E-Learning and
Learning Portals

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–16
 Management Development

Long-Term Focus
of Management
Development

Assessing the Appraising Developing the

company’s managers’ managers and
strategic current future
needs performance managers

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–17
 Management Development (continued)

Managerial
On-the-Job
Training

Coaching/
Job Action
Understudy
Rotation Learning
Approach

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–18
 Management Development (continued)

Off-the-Job Management Training

and Development Techniques

The Case Study Method Role Playing

Management Games Behavior Modeling

Outside Seminars Corporate Universities

University-Related Programs Executive Coaches

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–19
 Evaluating the Training Effort
• Designing the Study
 Time series design (Pre and post training test)

 Controlled experimentation

• Training Effects to Measure

 Reaction of trainees to the training program

 Learning that actually took place

 Behavior that changed on the job

 Results achieved as a result of the training

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–20
 KEY TERMS

employee orientation job aid

training management development
performance management job rotation
negligent training action learning
task analysis case study method
performance analysis management game
on-the-job training role playing
apprenticeship training outsourced learning
job instruction training (JIT) behavior modeling
programmed learning in-house development center
simulated training organizational development
electronic performance support controlled experimentation
systems (EPSS)
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–21