Chapter 8

Developing Office Employees

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
1 Upper Saddle River, NJ 07458
 Benefits of Employee Development

Employees are more readily

Organization able to achieve important
organizational goals.

They are able to achieve their

Employees potential more quickly and
easily and with less frustration.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
2 Upper Saddle River, NJ 07458
 Benefits of Orientation

1. It has a positive impact on employee

productivity.
2. Employees make fewer errors.
3. Employees experience greater job satisfaction.
4. It helps employees become more familiar with
organizational values, standards, appropriate
attitudes, and behavioral patterns.
5. It helps employees feel more “at home.”
6. It enhances their understanding of the nature
of their job duties.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
3 Upper Saddle River, NJ 07458
 Items Often Included in Orientation Kits

1. Organization chart.
2. Map of the premises (in large organizations).
3. Copy of employee handbook.
4. Copy of the union contract (if unionized).
5. List of fringe benefits.
6. Copy of insurance plans.
7. Copy of performance appraisal form and outline of
appraisal procedures.
8. Copy of emergency and evacuation procedures.
9. List of names and telephone numbers of key
organizational employees and units.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
4 Upper Saddle River, NJ 07458
 Steps in Developing Training Programs

1. Determine need for training program.

2. Define objectives of training program.
3. Determine type of training program.
4. Determine appropriate training

techniques.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall

5. Provide training experiences.

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 Types of Analysis Used to Determine
Need for a Training Program
(1of 2)

Job Content Examines the content of

present and anticipated
Analysis openings.
Determines whether a dis-
Employee Perform- crepancy exists between the
ance Analysis employee’s actual performance
and the minimum acceptable
standards determined in the
process of analyzing job con-
tent.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
6 Upper Saddle River, NJ 07458
 Types of Analysis Used to Determine
Need for a Training Program
(2of 2)

Employee Attitude Assesses the attitudes of

Survey employees regarding their
perceived need for training.
Population Needs Determines specific training
Analysis needs of specific populations
of workers.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
7 Upper Saddle River, NJ 07458
 Types of Training Programs
(1 of 3)

Basic Experiences are designed to help new

Knowledge employees qualify for the position
for which they have been hired.
Experiences may be considered as
remedial.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
8 Upper Saddle River, NJ 07458
 Types of Training Programs
(2 of 3)

Job Experiences provided employees, often

Exposure new ones, with training that supple-
ments what they already know about
their positions.
Experiences are designed to help
employees perform certain activities or
tasks.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
9 Upper Saddle River, NJ 07458
 Types of Training Programs
(3 of 3)

Experiences are designed to help

Refresher employees maintain a desirable level
of effectiveness in performing their
jobs.
Experiences are sometimes used to
help employees upgrade themselves.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
10 Upper Saddle River, NJ 07458
 Principles of Learning
Affecting Training
Learning by Actively involves learner in the
Doing learning process.
Learner must want to improve if the
Motivation training experience is to be successful.
Knowledge of Informing learners of their perform-
Results ance provides needed reinforcement.
Individual Learners learn at different speeds and
in different ways; this should be
Differences recognized in the training process.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
11 Upper Saddle River, NJ 07458
 Organizing Learning Experiences
(1 of 2)

Distributed Experiences are distributed over a

Learning longer period of time.

Whole vs. Part Some experiences are offered as

whole units; others are broken into
Learning components.
Learning by parts is generally more
effective.
Transfer of Learning experiences should be
transferable to what trainees actually
Learning do on the job.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
12 Upper Saddle River, NJ 07458
 Organizing Learning Experiences
(2 of 2)

Learning Refers to the way people

Curve learn.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
13 Upper Saddle River, NJ 07458
 Information Distribution Techniques
(1 of 7)

Lecture
Allows the presentation of a
Method
large amount of information
to a number of people in a
short time.
Does not allow for individual
Differences.
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 Information Distribution Techniques
(2 of 7)

Conference Trains employees in small

Method groups headed by the conference
leader.
Learner plays an active role
in the process.
Is considered to consume a
considerable amount of time
before results are apparent.
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 Information Distribution Techniques
(3 of 7)

Programmed
Presents material to learner in
Instruction
two formats: textbook or
teaching machine.
Provides immediate knowledge
of results.
Is costly to develop.
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by Zane Quible Pearson Prentice Hall
16 Upper Saddle River, NJ 07458
 Information Distribution Techniques
(4 of 7)

Closed-Circuit Enables an organization to

Television develop its own videotapes of
various procedures, processes
or methods.
Facilitates providing a close-up
view of the process being
taught.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
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 Information Distribution Techniques
(5 of 7)

Slide Uses slide presentations in

Presentations the training process.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
18 Upper Saddle River, NJ 07458
 Information Distribution Techniques
(6 of 7)

Distance
Is a new training technique.
Learning
Delivers the instructional
process to the trainee’s site
rather than requiring the trainee
to go to the site where the training
originates.
Works well with distributed
Administrative Office Management, 8/e
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by Zane Quible Pearson Prentice Hall
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 Information Distribution Techniques
(7 of 7)

College-Level
Refresher Involves using college/
Courses university courses to train
employees.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
20 Upper Saddle River, NJ 07458
 Simulation Techniques
(1 of 10)

Role
Trainees assume the role of
Playing
someone in an existing
environment.

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by Zane Quible Pearson Prentice Hall
21 Upper Saddle River, NJ 07458
 Simulation Techniques
(2 of 10)

Case
Trainees are given a description
Method
of organizational conditions
involving either a hypothetical
situation or a real situation.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
22 Upper Saddle River, NJ 07458
 Simulation Techniques
(3 of 10)

Incident
Trainees are given a few details
Method
about a given situation; they
continue to ask questions of the
trainer until they have sufficient
information to make an informed
decision.
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by Zane Quible Pearson Prentice Hall
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 Simulation Techniques
(4 of 10)

Business Trainees use realistic games in

Games learning about the concept being
taught.
Are an effective technique in
helping employees acquire
an understanding of the
various interrelationships within
the organization.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
24 Upper Saddle River, NJ 07458
 Simulation Techniques
(5 of 10)

In-Basket Focuses on decision making and

problem solving.

Trainee determines the priority

of each situation and devises a
solution to each problem.
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by Zane Quible Pearson Prentice Hall
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 Simulation Techniques
(6 of 10)

Computer-Assisted Is a training process that

Instruction involves the use of the
computer.
Often resembles, as a process,
the programmed instruction
technique.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
26 Upper Saddle River, NJ 07458
 Simulation Techniques
(7 of 10)

Audio-Cassette Involves the use of audio

Training cassettes in training employees.

Trainees are able to listen to

the cassette as many times as
they need to to achieve
mastery.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
27 Upper Saddle River, NJ 07458
 Simulation Techniques
(8 of 10)

Video Uses one of the new media

Training (tapes, lasers, video disks, etc.)
in presenting the training with
the training experiences.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
28 Upper Saddle River, NJ 07458
 Simulation Techniques
(9 of 10)

Interactive Is a new training technique.

Video Trainee carries on a dialogue
with a computer.

Results in a fast learning

process.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
29 Upper Saddle River, NJ 07458
 Simulation Techniques
(10 of 10)

Trainees view television monitor

Virtual
or computer screen closely
Reality
resembling reality.

Lends itself well to tasks that

require practice and
redundancy.
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by Zane Quible Pearson Prentice Hall
30 Upper Saddle River, NJ 07458
 On-the-Job Techniques
(1 of 5)

Employer- Combines in-classroom

Employee instruction with on-the-job
Cooperative instruction.
Training

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
31 Upper Saddle River, NJ 07458
 On-the-Job Techniques
(2 of 5)

On-the Job Trainee’s supervisor becomes

Coaching the trainer.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

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32 Upper Saddle River, NJ 07458
 On-the-Job Techniques
(3 of 5)

Job Rotation Trainees learn new job processes

by rotating through a variety of
positions.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

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 On-the-Job Techniques
(4 of 5)

Job-instruction
Involves providing trainees with
Training a series of training experiences
about various aspects of their
job tasks.

Materials are developed around

the various sequential steps
comprising a job.
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 On-the-Job Techniques
(5 of 5)

Job-in-Time
Provides employees with
Training
training experiences as they
need them to perform their
job tasks.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
35 Upper Saddle River, NJ 07458
 Special-Purpose Training

Involves providing trainees with information

about a variety of areas, including
diversity, AIDS, teamwork, etc.

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
36 Upper Saddle River, NJ 07458
 Legal Considerations

Training experiences must not discriminate

against employees on the basis of the
provisions of the

Vocational Re-
Civil Rights
habilitation Act
Act of 1964
of 1973

Administrative Office Management, 8/e ©2005 Pearson Education, Inc.

by Zane Quible Pearson Prentice Hall
37 Upper Saddle River, NJ 07458
 Counseling

Predicting when employees will need counseling

is difficult.

Nondirective Approach

Is generally preferred.
Gives employee the opportunity to determine
the scope of the counseling session.
Administrative Office Management, 8/e ©2005 Pearson Education, Inc.
by Zane Quible Pearson Prentice Hall
38 Upper Saddle River, NJ 07458