TRAINING AND DEVELOPMENT MODULE I TRAINING: According to Steinmetz, a short term process utilizing a systematic and organizational procedure

by which non-managerial personnel learn technical knowledge and skills for a definite purpose. NEED FOR BASIC PURPOSE OF TRAINING: To increase productivity To increase quality To help a company personnel To fulfil its future needs To improve organizational climate To improve health and safety Obscelence prevention Personal growth IMPORTANCE OF TRAINING: Makes employees more effective and productive Connected with all personal and managerial activities To know about new and changed techniques It enables employees to develop and rise within the organization It increases the employees mkt values, earning power and job securities It moulds the employees attitudes It helps them to achieve better co-operation within the organization It increases the morale of the employees Trained employees make a better and economical use of materials and equipments Constant supervision is reduced. CHARACTERISTICS OF EFFECTIVE TRAINING PRACTICES: Top management is committed to training and development A part of corporate culture Training is tied to business strategy and objectives is linked to bottom line results Training and pertaining are done at all levels on a continues on going basis PRINCIPLES OF TRAINING: Trainees in work organizational trend to be most responsive to training programs in the field they need to learn Learning is more effective where there is reinforcement in the form of rewards and punishment Training that results in changing means, values, attitudes and social believes achieve better results Trainee should be provided with feedback on the progress he is making

TRAINING PROCESS AN OVERVIEW: Experienced trainers know that effective training is structured as a continuous performance improvement process that is integrated with other systems and business strategies TRAINING PROCESS INVOLVES: Identification of performance improvement, opportunities and analysis of what caused the opportunities to exists Identification of alternative solution to the opportunities Selection of the most beneficial solution Design and implementation of the solution Valuation of the result PHASES IN TRAINING PROCESS: PRE TRAINING: What performance to be improved An operation description is needed of each persons job which reflects how it is to be carried out with improved effectiveness TRAINING: POST TRAINING: Participants once again give attention to work MODELS OF TRAINING PROCESS: Participants training improved participant behaviour improved training I Feedback I Organization system greater organizational behaviour improved organization (the above is a diagram) TRAINING PROCESS FOR PARTICPANTS ORGANIZATION: Selection of suitable participants Building favourable expectations Motivation in the participants prior to training ASSUMPTIONS OF TRAINING: Knowledge and action Two points of view teaching & learning Learning and action Responsibility of training

TRAINING AND DEVELOPMENT: DEVELOPMENT: A long term educational process utilising a systematic and organised procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. Training refers only to instruction in technical and mechanical operation while development refers to philosophical and theoretical educational concepts. Training is designed for non- manger, while development involves managerial personnel. Training and development defers in 4 ways:Learning determinations Who What why when Training Development non- mangr personnel managerial personnel technical & mechanical theoretical &conceptual operation specific job related purpose GK short term long term

TRAINING: A process of learning a sequence of programmed behaviour It is a application of knowledge It gives awareness of rules and responsibilities to guide their behaviour DEVELOPMENT: Covers not only those activities which improve job performance but also those which bring about growth of personalities LEARNING AND SKILL ACQUISITION: LEARNING: The human process by which skills, knowledge and attitude are acquired and utilised in such a way that behaviour is modified. THEORIES OF LEARNING: 1). CONNECTIONIST: Believe primarily in the stimulus response approach. When an act produces satisfaction it will be associated with the particular situation and probably will be repeated when the situation arises again. 2). COGNITISTS: Believe that all human behaviour as a purpose.

Believe in latent or collateral, learning in addition to learn is order to acquire a particular skill This theory suggest that training is goal oriented Trainees should structure learning situations so that relationships among stimulus responses and individual goals are emphasized

PRINCIPLES OF LEARNING: Every human being is capable of learning It is easier for trainee to understand/ remember material i.e; meaningful atleast in 6 ways: the trainees should be provided with birds eye view of material to be presented. When presenting material to trainees, a variety of similar examples to be used. Training material should be organised in logical manner The material should me split up to meaning full chunks rather than presenting it all at once The terms and concepts that are already familiar to the trainee should be used As many visual aids should be used as possible argument theoretical material The training program should be planned in a logical manner A new employee may learn in order to please his boss to get confirmed in his job. BASIC PRINCIPLES OF TRAINING DESIGN CONSITS OF: Identifying the components of task of final desired performance Assuring that each component is fully achieved Arranging that each component is fully achieved Arranging the total learning situation in a sequence - Learning objectives should be established for every training program - An adequate, interesting and motivate for learning are essential because people are goal oriented - Learning is active and not passive - Previous experience of the individual trainee effects his learning experience - The training that involves understanding complex problems and discovering alternative solution can be achieved best when the environment is relaxed. - The time must be proceeded to practice which has been learned - Learning is closely related to attention and concentration LEARNING CURVE: Learning rarely takes place of a constant rate It varies according to the difficulty of the task and ability of the individual A popular method for demonstrating the rate of cumulative change of a specific criteria during a given period is the use of learning curve

LEARNING CURVE HAVE MANY PRACTICAL APPLICATIONS SUCH AS: They provide a method for establishing goals and evaluating performance towards these goals More efficient production scheduling is possible when approximate improvement in worker performance is predictable Hiring and termination of employees over the contract period can be controlled more efficiently an alternative to hiring and firing would be production levelling through increasing lot sizes as the direct labour per unit decreases SKILL ACQUISTION: Most obvious source of training is the organization itself Most companies use internal and external sources for developmental opportunities Survey: 93% of companies provide both internal and external training to supervisors and middle managers 63% provides such training for executives EXTERNALLY BASED TARINING: executive / management educational programs at universities provide knowledge and skills of a general nature. Ex: MBA training companies, consultants and professional associations narrowly focused on limited areas of skills and knowledge ADVANTAGES: they expose managers to the current thinking and theory in management

they remove organizational constrains in exploring new approaches they allow interchange of ideas among managers from different original back grounds DISADVANTAGES: inability to relate content to company specific approaches inconsistency of instructor effectiveness inability to specify expected companies outcomes as a result of training extended time away from the job INTERNALLY BASED TRAINING: in an attempt to overcome some of the efficiencies of university based education while maintaining of its large corporations create their own internal universities Ex: Philips, IBM ADVANTAGES: the organization understand its own approach to management and can convey its better to its managers managers can obtain job specific knowledge and skills the company can ensure quality instruction because of organization size , courses are cost effective DISADVANTAES: possible only in large organizations matching the curriculum to the needs of the organization remains a difficult task ROLE, RESPONSIBILTIES AND CHALLENGES TO TRAINING MANGERS: Training should be based on assessment of training needs ROLE: Participants acquire a part of KSA and other factors of behaviour before entering into a job, but once when they are in the organization and are assigned some task to perform they set role and responsibilities Their acquire a gap between what they have learned and what they should learn They know their present level of performance and difference between standard level of performance 1). Based on magnitude of content micro training needs macro training needs 2). Based on number of persons to be covered individual training needs

 group training needs 3). Based on temporary utility short range training needs long range training needs 4). Based on status of individual in relation to an organization preservice training needs inservice training needs 5). Based on specific areas subject matter training needs extension / communication training needs socio- psychological / behavioural training needs organizational / management training needs 6). Based on level of training needs low training needs medium training needs high training needs RESPONSIBILTIES FOR PROVIDING TRAINING: 1). MANAGEMNET: the top management is committed to provide training to the employees the training cannot be effectively imparted without the active support from the top management 2).HR DEPARTMENT: HR department should make necessary arrangement for training such as providing trainers and experts, arranging conferences etc; 3).SUPERVISORS: the immediate supervisors knows the need for training. They can identify the employees who need training 4).EMPLOYEES: primary responsibility lies within the employee to undergo training because he is the immediate benefactor to the training program CHALLENGES: communicating and convincing employees top management and employees training resources: cost / result oriented training function as a profit centric whether training has an impact in the organization RELATIONSHIP BETWEEN HRD & BUSINESS STRATEGY: HR function is responsible for acquiring and maintaining the human resources needed by the organization HR accomplishes these objectives through systems such as staffing, HRP, performance appraisal, compensation etc;

They can enhance the organization ability to mobilize the necessary human resources to carry out a competitive strategy A rapidly changing business environment requires constant adoption and flexible use of resources Employees must be more competent and the organization must institute systems using that competence

CONDITION INCREASING THE IMPORTNACE OF HR ISSUE: High rate of change in market demand High level of uncertainty in market demand Rising post combined with competitors pressure on profit margin High rate of technological change More complex organization More diverse labour pool HRD CONTRIBUTES THE ORGANIZATIONS COMPETITIVE POSTION IN THE FOLLOWING WAYS: Ensuring employees have the necessary competencies to meet strategic performance demands Identifying and sustaining in the removal of barriers to desired performance Providing key information related to the development of competitive strategy HRD needs to provide and assessment of employees strengths and weakness related to the competitors strategy External Environment I Competitive Strategy I Product to technology Labour Market HR Strategy I Labour relations Climate Corporate Culture

Economic Conditions

Employee KSA

(ABOVE IS A DIAGRAM) Organizational strategy Internal characteristics Strategic business needs Vision external characteristics

Mission Strategic business objectives

Strategic Hr management activities Hr philosophy express how to treat and value people Hr policies establishes guidelines for action on people related hr programs Hr programs planned on the basis of hr policies and to facilitate change Hr practices role on individual in the organization Hr process how the activities are implemented (above is a diagram) the task of business strategy is to determine how the firm will deploy its resources within the organization and satisfy its long term goals and how they to implement that strategy. SKILL INVENTORY: Files of personal education, experience, skills, interest etc; that accounts managers to quickly match job openings with employees back ground Specific abilities and job tenure also considered Confidentiality is a vital concern while setting skill inventory Well prepared and up to date skill inventories allow an organization to quickly match forth coming job openings with employee back ground organization like zenith database system, we sting house use computers and specific programs to perform to this task when data gathered on managers it is called management inventory it can be used to employee replacement chart SCANNING THE ENVIRONMENT: Scanning is implemented whenever there is a change in the objective of the organization, or the introduction of new programs, practices and techniques. Example:- XEROX photocopier machine PROCESS: definition of business satisfying customer needs increased office productivity ADVANTAGES: employees become more productive they become ready for advancement to determine and meet specific growth needs to know about present or emerging needs to ensure quality training

EXTERNAL ENVIRONMENTAL FACTORS: recession change in technology SPECIFIC ENVIRONMENTAL FACTORS: customer / buyer power supplier power INTERNAL FACTORS: need for HR trade union TOOLS FOR SCANNING (IDENTFYING TRAINING): HR planning Succession planning Critical incidents MIS focus on what information he needs for training, how the data should me analysed Performance appraisal system TRAINING NEEDS CAN BE ASSESSED BY: Analysis of the organization policies and strategies Job analysis Analysis of technical impact Interviews Discussion among expert Business game techniques ORGANIZATIONAL ANALYSIS FOR TRAINING: Training itself can play in how positively or negatively employees view the organization Within the HRD department activities are often divided into management development and employee development The training co-ordinator must work with - determining training needs in the organization - develop training programs to meet those needs - develop material to support the instructional method - evaluate the effectiveness of the program

ORGANIZATION ANALYSIS: involves looking at the internal environment of the organization influences that could affect employees performance it involve; - examination of strategic plan - analysis of the organization provides the discrepancy between the actual performance and expected performance

when organizational analysis is done in response to a particular performance it is reactive

organizational analysis focus on; - mission and strategies of the organization - the resources and allocation of resources - assessing organizations environment Methods of assessing: analysis of new program analysis of an activity analysis of problem self analysis opinion poll questionnaire method LEARNING: a change in behaviour through education, training practice and experience it is accompanied by acquisition of knowledge, skills and expertise can be defined as a relatively permanent change in behaviour as a result of prior experience

NATURE / FEATURES / CHARACTERISTICS: learning involves change change must be relatively permanent it take place when there is change in action some form of experience is necessary for learning a continuous process the practice or experience must be reinforce in order for learning to accrue learning is reflected in behaviour STEPS IN LEARNING PROCESS: Input there should be a stimulus which is clear to the learner Response the act which the learner has to perform Motivation involves interest and attitude to learn Reinforcement reward or incentive refers to what satisfies a motive COMPONENTS OF LEARNING PROCESS: Drive- any strong stimulus that implies action, it is two types, primary/ physiological , secondary/ psychological Cue stimuli are any objective existing in the environment, it is 2 types: discrimination and generalization Responses

Reinforcement without reinforcement no measurable modification in behaviour take place. Retention the stability of learning behaviour overtime is defined as retention and the converse in forgetting.