Download Training and Development - Human Resource Management - Lecture Slides and more Slides Human Resource Management in PDF only on Docsity! Training & Development Training • Training is the systematic process of altering employee behavior in a way that will achieve organizational goals – It should be related to present job skills and abilities – It has a current orientation – It helps employees master the specific skills and abilities needed to be successful Goals of Training • Important goals of training: – Training validity – Transfer validity – Intra-organizational validity – Inter-organizaitonal validity • The goals result in evaluation procedures to determine what the training and development accomplished Learning Theory and Training • Learning principles can be applied to job training: – The trainee must be motivated to learn – The trainee must be able to learn – The learning must be reinforced – The training must provide for practice of the material – The material presented must be meaningful – The material must be communicated effectively – The training taught must transfer to the job Training Activities • Instructor-led training is the preferred and dominant method of delivering training, followed by Public seminars – Case studies – Performance support – Web-based self-study – Role playing • To determine employee training needs: – Observe – Listen – Talk to supervisors – Examine the problems employees have • Gaps between expected and actual results suggests a need for training Choosing Trainers and Trainees • Success of the training program also depends on the trainer, who should be able to: – Speak well – Write convincingly – Organize the work of others – Be inventive – Inspire others to greater achievements • Analyzing needs and developing a training program is done by company trainers or outside consultants Instructional Methods • This phase of training includes: – Selection of content and training methods – The actual training Case Method • The case method uses a written description of a real decision-making situation – Managers are asked to study the case in order to: • Identify the problems • Analyze the problems • Propose solutions • Choose the best solution • Implement it • More learning takes place if there is interaction with the instructor Incident Method • With the incident method: – The outline of a problem is given – Students are given a role in the incident – More data are given if the right questions are asked – Each student solves the case, and groups based on similarity of solutions are formed – Each group formulates a statement of position – The groups then debate or role-play their solutions – The instructor describes what actually happened in the case and the consequences – The groups compare their solutions with the results Role Playing • Role-playing is a cross between the case method and an attitude development program – Each person is assigned a role in a situation and is asked to react to other players’ role-playing – The player is asked to react to the stimuli as that person would – Players are provided with background information on the situation and the players – A script is usually provided Management Games • Management games describe the operating characteristics of a company, industry, or enterprise – The descriptions take the form of equations that are manipulated after decisions are made – These games emphasize development of problem- solving skills Outdoor-Oriented Programs • Outdoor, action-oriented programs are becoming increasingly popular – Leadership, teamwork, and risk-taking are top-priority items in these programs • Popular types of outdoor training include: – River rafting – Mountain climbing – Night searching – Team competition – Boat races – Rope climbing • Program popularity is based on the opinion that: – They are action packed – Participants like them – They involve healthy exercise • Little research shows these programs are effective – Critics also question whether an organization has the right to encourage or require participation in such programs Off-The-Job Training • Organizations with the biggest training programs often use off-the-job training – Programmed instruction: most effective if knowledge is the objective – Case method: improves problem-solving skills • Most popular off-the-job methods: – Lecture-discussion, supplemented with audiovisual – Programmed instruction – Computer-assisted instruction (CAI) Computer-Assisted Instruction • Multimedia-based training (MBT) is an interactive learning experience – It incorporates either CD-ROM or World Wide Web technology (via Internet or intranet) • Virtual reality (VR) enables users to learn in a three-dimensional environment – One interacts in real time with simulations by viewing a computer screen or using a head-mounted display – This can replace sending employees to training centers, which is difficult and expensive • Distance training, or distance learning, is also called “just-in-time training” – Trainers are evolving into facilitators, guides, and mentors – The goal of the corporate trainer should now be to find, interpret, and assess information and technologically sophisticated products • Distance-learning is cost-efficient/effective because: • Various agencies don’t have to reinvent the wheel • Agencies can share data and training materials through electronic government learning gateways Reinforcement • Reinforcement is an important principle of learning – Motivation is an internal cause of behavior; reinforcement is an external cause – Positive reinforcement is anything that increases the strength of response and induces repetition of the behavior – Without reinforcement, no measurable modification of behavior takes place Punishment • Punishment is an uncomfortable consequence of a particular behavioral response – Punishment sends a message not to do something • Punishment may be a poor approach to learning: – Punishment effects are not as predictable as rewards – Punishment effects are less permanent than rewards – Punishment is frequently accompanied by negative attitudes toward: • The administrator of the punishment • The activity that led to the punishment Evaluation of Training & Development • Evaluation is the final phase of the training and development program – Cost-benefit analysis is more feasible for training and development than for many other HRM functions – Costs are relatively easy to compute: direct costs + indirect costs • The evaluation is made by comparing the results (the benefits) with the objectives that were set – The criteria used to evaluate the program depend on the objectives and who sets the criteria: management, trainers, or trainees