Dessler, Cole, Goodman, and Sutherland

In-Class Edition
Management of Human Resources
Canadian Edition

Chapter Six

Orientation,Training,
and Career
Development

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 Orienting Employees

Provides new employees with basic

background information about:
the organization
the job

Reality Shock
discrepancy between new employees
expectations and reality

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 Orienting Employees

Purpose of Orientation Programs

better job performance

reduced turnover
less disciplinary action
fewer grievances
reduced number of workplace injuries

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 Orienting Employees

Problems with Orientation Programs

too much information in a short time

too many forms to fill out
little or no orientation
HR information too broad; supervisory
information too detailed

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 Orienting Employees

Evaluation of Orientation

Employee Socialization Cost/benefit

reaction effects analysis

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 The Training Process

Step 5. Evaluation and Follow-up

Step 4. Implementation

Step 3. Validation

Step 2. Instructional Design

Step 1. Needs Analysis

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 The Training Process

Step 1: Needs Analysis

task analysis and performance analysis determine

training needs for non-management employees
succession planning analysis determine needs for
management employees
needs analysis lead to establishing training objectives

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 Training Needs Analysis

Task Analysis (for new employees)

list tasks
when and how often performed
quantity and quality of performance
conditions under which performed
competencies required
where best learned

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 Training Needs Analysis

Performance Analysis
(for existing employees)

appraise performance
distinguish between cant do
and wont do

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 Training Needs Analysis

Succession Planning

a process by which senior level openings

are planned for an eventually filled
stages include - organizational projection,
management-skills inventories, management
replacement charts

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 The Training Process

Step 2: Instructional Design

prepare curriculum
ensure training materials support learning
objectives
ensure quality and effectiveness of program
elements

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 Training Techniques

Traditional E-Learning
on-the-job
computer-based
apprenticeship
training
job instruction
online training
lectures
electronic performance
videoconferencing
support systems
programmed learning
simulated
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 Training Techniques

On-the-Job Management Development

1. Developmental job rotation

2. Coaching/understudy approach
3. Action learning

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 Training Techniques

Off-the-Job Management Development

1. Case study method
2. Management games
3. Seminars
4. College/University related programs
5. Role-playing
6. Behavior modeling
7. In-house development centres
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 Training Techniques

Executive Development

Step 5. Evaluation

Step 4. Re-entry planning

Step 3. Learning process

Step 2. Learning contract

Step 1. Evaluate leadership competencies

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 The Training Process

Steps 3 & 4: Validation and Implementation

validate training using a pilot study

revise training based on pilot study findings
train-the-trainer workshops

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 The Training Process

Step 5: Evaluation (1 of 2)

1. Reaction
document learners immediate reactions

2. Learning
use feedback devices to measure learning

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 The Training Process

Step 5: Evaluation (2 of 2)

3. Behaviour
note supervisory reactions to learners
performance following training

4. Results
measure improvement in learners job
performance

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Training for Special Purposes

Training for teamwork and empowerment

Customer service training

Diversity training

Literacy training

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Career Planning and Development

process through which a person

becomes aware of personal
career-related attributes
undertakes activities that contribute
to career fulfillment

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Career Planning and Development

Roles in Career Development

Employee
identify career stage
identify occupational orientation
identify career anchor
identify skills and abilities

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Career Planning and Development

Roles in Career Development

Manager/Employer
provide realistic job previews
be demanding; give challenging jobs
job rotation
career-oriented performance appraisals
provide career planning workshops
mentoring

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Managing Promotions and Transfers

Promotions

seniority vs. competence

how to measure competence
formal vs. informal

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Managing Promotions and Transfers

Transfers

personal enrichment
more interesting job
greater convenience
greater possibility of advancement
increasing refusals due to family/spousal
concerns

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