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Dessler HRM12e PPT 08
Dessler HRM12e PPT 08
Dessler HRM12e PPT 08
Chapter 8
Training and
Developing
Employees
8–2
LEARNING OUTCOMES
8–3
LEARNING OUTCOMES (cont’d)
8–4
Purpose of Orientation
Know what is
Begin the
Feel welcome Understand the expected in
socialization
and at ease organization work and
process
behavior
8–5
The Orientation Process
Daily Facilities
routine tour
8–6
The Training Process
• Training
Is the process of teaching new employees
the basic skills they need to perform their jobs
Is a hallmark of good management
Reduces an employer’s exposure to negligent
training liability
8–7
Steps in the Training Process
1 Needs analysis
2 Instructional design
3 Program implementation
4 Evaluation
8–8
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.
8–9
Training, Learning, and Motivation (cont’d)
• Make Skills Transfer Easy
1. Maximize the similarity between the training
situation and the work situation.
2. Provide adequate practice.
8–11
Analyzing Training Needs
Training Needs
Analysis
8–12
FIGURE 8–2 Example of Competency Model for Human Resource Manager
8–13
Performance Analysis:
Assessing Current Employees’ Training Needs
Specialized Software
Assessment Center
Results Performance Appraisals
Tests Interviews
Can’t-do or Won’t-do?
8–14
Training Methods
• On-the-Job Training • Computer-Based Training
• Apprenticeship Training (CBT)
• Programmed Learning
• Audiovisual-Based Training
• Vestibule Training (i.e Air force)
• Teletraining and
Videoconferencing
• Electronic Performance
Support Systems (EPSS)
8–15
The OJT Training Method
• 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
8–16
On-the-Job Training
3 Do a tryout
4 Follow up
8–17
Programmed Learning
Presenting Providing
Allowing the
questions, facts, feedback on
person to
or problems to the accuracy
respond
the learner of answers
• Advantages
Reduced training time
Self-paced learning
Immediate feedback
Reduced risk of error for learner
8–18
Intelligent Tutoring Systems
• Advantages
Reduced learning time
Cost effectiveness
Instructional consistency
8–19
Internet-Based Training
8–20
Lifelong Learning and
Literacy Training Techniques
Employer Responses to
Employee Learning Needs
8–21
Creating Your Own Training Program
8–22
Implementing Management
Development Programs
Long-Term Focus of
Management Development
8–23
Succession Planning
8–24
Management Development Techniques
8–25
Other Management Training Techniques
8–26
Behavior Modeling
8–27
Managing Organizational
Change Programs
What to Change
8–28
Managing Organizational Change
and Development
8–29
Managing Organizational Change
and Development (cont’d)
1 Unfreezing
2 Moving
3 Refreezing
8–30
How to Lead the Change
• Unfreezing Stage
1. Establish a sense of urgency (need for change).
2. Mobilize commitment to solving problems.
• Moving Stage
3. Create a guiding coalition.
4. Develop and communicate a shared vision.
5. Help employees to make the change.
6. Consolidate gains and produce more change.
• Refreezing Stage
7. Reinforce new ways of doing things.
8. Monitor and assess progress.
8–31
Using Organizational Development
8–32
TABLE 8–3 Examples of OD Interventions
8–33
Evaluating the Training Effort
• Designing the Evaluation Study
Time series design
Controlled experimentation
8–34
FIGURE 8–7 Using a Time Series Graph to Assess a Training Program’s Effects
8–35
FIGURE 8–8
A Sample Training
Evaluation Form
8–36
KEY TERMS
8–37
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Printed in the United States of America.
8–38