Professional Documents
Culture Documents
1. 2. 3. 4. 5. Objectives and Goals Theories and Principles of Training. Orientation Process of Training and Development Modes and Techniques of Training
Chapter Outline
Orienting Employees The Training Process Training techniques Training for Special Purposes Managerial Techniques. Techniques. Evaluating the Training Effort Development and Training
Key words
employee orientation A procedure for providing new employees with basic back-ground backinformation about the firm. firm. training The process of teaching new employees the basic skills they need to perform their jobs. jobs.
Key words
task analysis A detailed study of a job to identify the skills required so that an appropriate training program may be instituted. instituted. performance analysis Verifying that there is a performance deficiency and determining whether that deficiency should be rectified through training or through some other means (such as transferring the employee). employee).
Key words
on-theon-the-job training (OJT) Training a person to learn a job while working at it. it. job instruction training (JIT) Listing of each jobs basic tasks, along with key points in order to provide step-by-step step-bytraining for employees. employees.
Key words
programmed learning A systematic method for teaching job skills involving presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his or her answers. answers. vestibule or simulated training Training employees on special off-the-job off-theequipment, as in airplane pilot training, whereby training costs and hazards can be reduced. reduced.
Key words
management development Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills. skills. succession planning A process through which senior-level senioropenings are planned for and eventually filled. filled.
Key words
job rotation A management training technique that involves moving a trainee from department to department to broaden his or her experience and identify strong and weak points. points. action learning A training technique by which management trainees are allowed to work full time analyzing and solving problems in other departments. departments.
Key words
case study method A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve. solve. management game A development technique in which teams of managers compete with one another by making computerized decisions regarding realistic but simulated companies. companies.
Key words
role playing A training technique in which trainees act out the parts of people in a realistic management situation. situation. behavior modeling A training technique in which trainees are first shown good management techniques in a film, are then asked to play roles in a simulated situation, and are then given feedback and praise by their supervisor. supervisor.
Key words
in-house development centers inA company-based method for exposing companyprospective managers to realistic exercises to develop improved management skills. skills. controlled experimentation Formal methods for testing the effectiveness of a training program, preferably with beforebeforeandand-after tests and a control group. group.
(2) Goal-setting theory (Locke, E. A) GoalA. Ones conscious goals or intentions regulate his/her behavior. B. Three important implications for motivating trainees: The learning objective should be conveyed clearly to the trainees. Training goals should be difficult enough to challenge the trainees and satisfy their needs. The final goal should be supplemented with periodic sub-goals during training. sub-
Orientation
(1) What is orientation? Orientation is to help the new employees know the organization and their jobs. (2) Content of orientation: A. Socialization: to help the new employees know their colleagues and supervisors. B. Organization: to help the new employees to know the organization structure and regulations. C. Job: to help the new employees know the tasks, duties and desirable behavior of their jobs.
(3) Validation
A. Validate the training program before implementation. Pilot study: conduct the program with a small number of trainees to test its effect. Consultation: consult the trainees and their supervisors on the appropriateness of the program. B. Make revision of the training programs before implementation.
(4) Implementation
A. Obtain continuous support from linelinemanagement to the training program. B. Appoint manager of the training program. C. Develop managing guidelines for the program. D. Provide logistic supports. E. Conduct concurrent evaluation of the program.
(5) Evaluation and follow-up followA. Types of evaluation: Concurrent evaluation: evaluate training effects during training. Immediate evaluation: evaluate training effects at the end of the training. Follow-up evaluation: evaluate training effect Followby evaluating trainee performance over time.
C. Forms of evaluation
Written tests: Check learning results of knowledge. Simulation: check learning results of skills. Interviews: check training effects by talking to the trainees and their supervisors. Questionnaire: check effectiveness of instruction materials, trainer and training methods. Performance appraisal: check learning transfer and training effectiveness on job.