After studying this chapter, you should be able to:

Human Resource
Management
ELEVENTH EDITION

1. Describe the basic training process.

2. Describe and illustrate how you would go about
identifying training requirements.
3. Explain how to distinguish between problems you can
fix with training and those you cant.

GARY DESSLER

4. Explain how to use five training techniques.

Part 3 | Training and Development

Chapter 8

Training and Developing Employees

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All rights reserved.

PowerPoint Presentation by Charlie Cook

The University of West Alabama

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Purpose of Orientation

The Orientation Process

Orientation Helps
New Employees

Understand
the
Organization

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Know What
Is Expected
in Work and
Behavior

Company
Organization and
Operations

Employee Benefit
Information

Personnel
Policies

Feel
Welcome
and At Ease

82

Begin the
Socialization
Process

Employee
Orientation

Safety Measures
and Regulations

Daily
Routine

83

FIGURE 81
New Employee
Departmental
Orientation
Checklist

Facilities
Tour

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84

The Training Process

Training

The process of teaching new employees the basic

skills they need to perform their jobs.

Trainings Strategic Context

The firms training programs must make sense in

terms of the companys strategic goals.

Performance Management

Taking an integrated, goalgoal-oriented approach to

assigning, training, assessing, and rewarding

employees performance.

Source: UCSDHealthcare. Used with permission.

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85

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86

The Training Process (contd)

Training, Learning, and Motivation

Make the Learning Meaningful

The Five-Step Training and Development Process

1. At the start of training, provide a birdsbirds-eye view of

the material to be presented to facilitate learning.

1

Needs analysis

Instructional design

Validation

Implement the program

Evaluation

2. Use a variety of familiar examples.

3. Organize the information so you can present it

logically, and in meaningful units.

4. Use terms and concepts that are already familiar

to trainees.
5. Use as many visual aids as possible.

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87

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Training, Learning, and Motivation (contd)

Motivation Principles for Trainers

Make Skills Transfer Easy

People learn best by doing

doingprovide as much
realistic practice as possible.

1. Maximize the similarity between the training

situation and the work situation.

2. Provide adequate practice.

Trainees learn best when the trainers

immediately reinforce correct responses.

3. Label or identify each feature of the machine and/or

Trainees learn best at their own pace.

step in the process.

Create a perceived training need in the

trainees minds.

4. Direct the trainees attention to important aspects of

the job.
5. Provide headsheads-up, preparatory information that lets

trainees know what might happen back on the job.

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88

89

The schedule is important

importantthe learning curve
goes down late in the day; less than full day
training is most effective.
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810

TABLE 81
Task
Analysis
Record
Form

Analyzing Training Needs

Training Needs
Analysis

Task Analysis:

Performance Analysis:

Assessing New Employees

Training Needs

Assessing Current Employees

Training Needs

Note: Task analysis record form showing some of the tasks and subtasks performed by a printing press operator.
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812

Assessing Current Employees Training Needs

Training Methods
On
On--thethe-Job Training
Apprenticeship Training

Assessment Center
Results

Individual Diaries

Attitude Surveys

Performance Appraisals

Methods for
Identifying
Training
Needs

Tests

Job-Related
Performance Data

Informal Learning
Job Instruction Training

Observations

Interviews

Lectures
Programmed Learning
Audiovisual Training
Simulated Training (also Vestibule Training)

ComputerComputer-Based Training (CBT)

Electronic Performance Support Systems (EPSS)
Distance and InternetInternet-Based Training
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813

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Training Methods (contd)

814

On
On--thethe-Job Training

On
On--thethe-Job Training (OJT)

Having a person learn a job

Steps to Help Ensure OJT Success

by actually doing the job.

Types of OnOn-thethe-Job Training

Prepare the Learner

Present the Operation

Do a Tryout

Follow Up

Coaching or understudy

Job rotation

Special assignments

Advantages

Inexpensive

Learn by doing

Immediate feedback
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FIGURE 82

815

The 25 Most Popular Apprenticeships*

Boilermaker
Bricklayer (construction)
Carpenter
Construction craft laborer
Cook (any industry)
Cook (hotel and restaurant)
Correction officer
Electrician
Electrician (aircraft)
Electrician (maintenance)
Electronics mechanic
Firefighter
Machinist

816

Training Methods (contd)

According to the U.S. Department of Labor apprenticeship database, the

occupations listed below had the highest numbers of apprentices in 2001. These
findings are approximate because the database includes only about 70% of
registered apprenticeship programsand none of the unregistered ones.

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Maintenance mechanic (any industry)

Millwright
Operating engineer
Painter (construction)
Pipefitter (construction)
Plumber
Power plant operator
Roofer
Sheet-metal worker
Structural-steel worker
Telecommunications technician
Tool and die maker

Effective Lectures

Dont start out on the wrong foot.

Give listeners signals.

Be alert to your audience.

Maintain eye contact with audience.

Make sure everyone in the room can hear.

Control your hands.

Talk from notes rather than from a script.

Break a long talk into a series of fivefive-minute talks.

Practice and rehearse your presentation.

* Listed alphabetically
Source: Olivia Crosby, Apprenticeships, Occupational Outlook Quarterly, 46, no. 2 (Summer 2002), p. 5.
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818

TABLE 82

Programmed Learning
Presenting
questions, facts,
or problems to
the learner

Allowing the
person to
respond

Providing
feedback on the
accuracy of
answers

Advantages

Reduced training time

Names of Various Computer-Based Training Techniques

PI

Computer-based programmed instruction

CBT

Computer-based training

CMI

Computer-managed instruction

ICAI

Intelligent computer-assisted instruction

ITS

Intelligent tutoring systems

Simulation

Computer simulation

Virtual Reality Advanced form of computer simulation

Self
Self--paced learning

Immediate feedback

Reduced risk of error for learner

Source: P. Nick Blanchard and James Thacker, Effective Training: Systems,

Strategies, and Practices (Upper Saddle River, NJ: Pearson, 2003), p. 144.
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819

Computer--Based Training (CBT)

Computer

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820

Distance and InternetInternet-Based Training

Advantages

Reduced learning time
Teletraining

Cost
Cost--effectiveness

Instructional consistency

Videoconferencing

Types of CBT

Distance Learning
Methods

Interactive multimedia training

Internet-Based Training

Virtual reality training

E-Learning and
Learning Portals

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FIGURE 83

821

IM Learning Incident

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822

Literacy Training Techniques

Employer Responses
to Functional Illiteracy

Testing job
candidates for
basic skills

Instituting basic
skills and literacy
programs

Source: Joshua Bronstein and Amy Newman, IM 4 Learning,

Training and Development, February 2006, p. 48.
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824

Management Development

Succession Planning
Steps in the Succession Planning Process

Long-Term Focus
of Management
Development

Assessing the
companys
strategic
needs

Appraising
managers
current
performance

Developing the
managers and
future
managers

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825

Management Development (contd)

Coaching/
Understudy
Approach

Anticipate management needs

Review firms management skills inventory

Create replacement charts

Begin management development

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Management Development (contd)

Off-theOffthe-Job Management Training
and Development Techniques

Managerial
On-the-Job
Training

Job
Rotation

Action
Learning

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827

The Case Study Method

Role Playing

Management Games

Behavior Modeling

Outside Seminars

Corporate Universities

University-Related Programs

Executive Coaches

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828

Managing Organizational Change

and Development

Managing Organizational Change

and Development (contd)

What to Change

The Human
Resource Managers
Role

Strategy

Culture

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Structure

Technologies

Employees

829

Overcoming
resistance to
change

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Organizing
and leading
organizational
change

Effectively
using
organizational
development
practices

830

Managing Organizational Change

and Development (contd)

How to Lead the Change

Unfreezing Phase

Establish a sense of urgency (need for change).

Mobilize commitment to solving problems.

Overcoming Resistance to Change:

Lewins Change Process

Moving Phase

Create a guiding coalition.

Unfreezing

Moving

Refreezing

Develop and communicate a shared vision.

Help employees to make the change.

Consolidate gains and produce more change.

Refreezing Phase

Reinforce new ways of doing things.

Monitor and assess progress.

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FIGURE 84

831

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Typical Role in a Role-Playing Exercise

832

Using Organizational Development

Walt MarshallSupervisor of Repair Crew

You are the head of a crew of telephone maintenance workers, each of
whom drives a small service truck to and from the various jobs. Every so
often you get a new truck to exchange for an old one, and you have the
problem of deciding which of your crew members you should give the new
truck. Often there are hard feelings, since each seems to feel entitled to the
new truck, so you have a tough time being fair. As a matter of fact, it usually
turns out that whatever you decide is considered wrong by most of the crew.
You now have to face the issue again because a new truck, a Chevrolet,
has just been allocated to you for assignment.
In order to handle this problem you have decided to put the decision up to
the crew. You will tell them about the new truck and will put the problem in
terms of what would be the fairest way to assign the truck. Do not take a
position yourself, because you want to do what they think is most fair.

Source: Normal R. F. Maier and Gertrude Casselman Verser,

Psychology in Industrial Organizations, 5th ed., p. 190. 1982 by
Houghton Mifflin Company. Used by permission of the publishers.
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TABLE 83

833

Examples of OD Interventions

Human Process Applications

Usually involves action research.

Applies behavioral science knowledge.

Changes the organization in a particular direction.

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834

Designing the Study

Goal setting

Process consultation

Performance appraisal

Third-party intervention

Reward systems

Team building

Career planning and development

Organizational confrontation meeting

Managing workforce diversity

Survey research

Evaluating the Training Effort

HRM Applications

T-groups (Sensitivity Training)

Technostructural Interventions

Organizational Development (OD)

Time series design

Training Effects to Measure

Employee wellness

Strategic OD Applications

Formal structural change

Integrated strategic management

Differentiation and integration

Culture change

Cooperative unionmanagement
projects

Strategic change

Controlled experimentation

Reaction of trainees to the program

Learning that actually took place

Behavior that changed on the job

Self-designing organizations

Quality circles

Results achieved as a result of the training

Total quality management

Work design

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836

FIGURE 85
Using a Time
Series Graph
to Assess a
Training
Programs
Effects

FIGURE 86
A Sample Training
Evaluation Form

Source: www.opm.gov/employment_and_benefits/worklife/.
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838

KEY TERMS
employee orientation
training
performance management
negligent training
task analysis
performance analysis
onon-thethe-job training
apprenticeship training
job instruction training (JIT)
programmed learning
simulated training
electronic performance support
systems (EPSS)

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job aid
management development
succession planning
job rotation
action learning
case study method
management game
role playing
outsourced learning
behavior modeling
inin-house development center
organizational development
controlled experimentation
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