Chapter 7

Orientation and Training

2002 McGraw-Hill Ryerson Ltd.

Training as an Investment
Training is an investment in human capital. Managers
must understand that large investments in physical
plant, modern machinery, and new technology cannot
be fully realized if there is no equivalent investment in
human capital. The acquisition of new skills is not
only vital to improving quality and productivity, but it
is also essential if companies want to meet global
competition.

2002 McGraw-Hill Ryerson Ltd.

The Balance Between New Employee

Capabilities and Job Demands
New Employee Capabilities

Job Demands
Orientation

Training

2002 McGraw-Hill Ryerson Ltd.

Socialization
Socialization is the continuing process by which an
employee begins to understand and accept the values,
norms, and beliefs held by others in the organization.

2002 McGraw-Hill Ryerson Ltd.

Stages of Socialization
Anticipatory socialization
Encounter
Change and acquisition
Orientation programs

2002 McGraw-Hill Ryerson Ltd.

Orientation
Reduce employee turnover
Reduce errors and save time
Develop clear job and organizational expectations
Improve job performance
Attain acceptable job performance levels faster

2002 McGraw-Hill Ryerson Ltd.

Orientation
Increase organizational stability
Reduce employee anxiety
Reduce grievances
Reduce instances of corrective discipline

2002 McGraw-Hill Ryerson Ltd.

Contents of Orientation Programs

Organizational Issues

History of employer
Organization of employer
Names and titles of key executives
Employees title and department
Layout of physical facilities
Probationary period

Product line or service provided

Overview of production prices
Company policies and rules
Disciplinary regulations
Employee handbook
Safety procedures and enforcement

2002 McGraw-Hill Ryerson Ltd.

Contents of Orientation Programs

Employee Benefits

Pay scales and paydays

Vacations and holidays
Rest breaks
Training and education benefits
Counselling

Insurance benefits
Retirement program
Employer-provided services to

employees
Rehabilitation programs

2002 McGraw-Hill Ryerson Ltd.

Contents of Orientation Programs

Introductions
To supervisor
To trainers

To co-workers
To employee counsellor

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Contents of Orientation Programs

Job Duties
Job location
Job tasks
Job safety requirements

Overview of job
Job objectives
Relationship to other jobs

2002 McGraw-Hill Ryerson Ltd.

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ROPES Program
Provides realistic information. Orientation should
provide realistic information about the job
environment and the organization
Gives general support and reassurance. It means
telling new employees that the stress they experience
during the first days or week is normal

2002 McGraw-Hill Ryerson Ltd.

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ROPES Program
Demonstrates coping skills. The orientation
program should include stress training
Identifies specific potential stressors. The program
should identify specific stressors, explain their
impact, and explain an appropriate coping behaviour

2002 McGraw-Hill Ryerson Ltd.

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Orientation Pitfalls
Overwhelmed with too much information to absorb
in a short time
Given only menial tasks that discourage job interest
and company loyalty
Overload with forms to fill out and manuals to read

2002 McGraw-Hill Ryerson Ltd.

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Orientation Pitfalls
Pushed into the job with a sketchy orientation under
the mistaken philosophy that trial by fire is the
best orientation
Forced to fill in the gaps between a broad orientation
by the human resource department and a narrow
orientation at the department level

2002 McGraw-Hill Ryerson Ltd.

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Orientation Pitfalls
Pushed into the job with a sketchy orientation under
the mistaken philosophy that trial by fire is the
best orientation
Forced to fill in the gaps between a broad orientation
by the human resource department and a narrow
orientation at the department level

2002 McGraw-Hill Ryerson Ltd.

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Evaluating Orientation
Effectiveness
Reactions from new employees
Effects of socialization on job attitudes and roles
Degree to which the program is economical

2002 McGraw-Hill Ryerson Ltd.

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Training
Training refers to a planned effort by an
organization to facilitate the learning of job
related behaviour of its employees. The term
behaviour is used broadly to include any
knowledge and skill acquired by an employee
through practice.

2002 McGraw-Hill Ryerson Ltd.

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A Training System Approach: Preliminary

Steps in Preparing a Training Program
Program
Needs
Assessment

Training
Objectives

Content

Actual
Program

Skills
Knowledge
Ability of
Workers

Learning
Principles
Evaluation
Criteria
Evaluation

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Needs Assessment
Needs assessment diagnoses present problems and
environmental challenges that can be met through
training, or the future challenges to be met through
long-term development.

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Training Objectives
The desired behaviour
The conditions under which it is to occur
The acceptable performance criteria

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Learning Principles
Learning principles are guidelines to the ways in which
people learn most effectively.

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Learning Principles
Participation improves motivation and apparently
engages more senses that help reinforce the learning
process
Repetition apparently etches a pattern into our
memory

2002 McGraw-Hill Ryerson Ltd.

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Learning Principles
Relevance
Learning is helped when the material to be learned is
meaningful. For example, trainers usually explain
the overall purpose of a job to trainees before
explaining specific tasks. This explanation allows
the worker to see the relevance of each task and the
importance of following the given procedures.

2002 McGraw-Hill Ryerson Ltd.

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Learning Principles
Transference
Transference is the application of training to actual job
situations. The closer the demands of the training program
match the demands of the job, the faster a person learns to
master the job. For example, pilots are usually trained in
flight simulators because the simulators very closely
resemble the actual cockpit and flight characteristics of the
plane. The close match between the simulator and the plane
allows the trainee to transfer quickly the learning in the
simulator to actual flight conditions.

2002 McGraw-Hill Ryerson Ltd.

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Learning Principles
Feedback
Feedback gives learners information on their progress. With
feedback, motivated learners can adjust their behaviour to
achieve the quickest possible learning curve. Without
feedback, learners cannot gauge their progress and may
become discouraged. Test grades are feedback on the study
habits of test takers, for example.

2002 McGraw-Hill Ryerson Ltd.

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Criteria for Selecting a Training

Technique
Cost-effectiveness
Desired program content
Appropriateness of the facilities
Trainee preferences and capabilities
Trainer preferences and capabilities
Learning principles
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Training Techniques
On-the-job-training
Job rotation
Apprenticeships and coaching

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Training Techniques
Off-the-job-training
Lecture and video presentations
Vestibule training
Role-playing
Case study
Simulation

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Training Techniques
Off-the-job-training
Self-study and programmed learning
Laboratory training
Computer-based training
Virtual reality (VR)
Internet or web-based training, virtual education, and elearning
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Orientation Evaluation Criteria

Reaction
Knowledge
Attitudes
Behaviour
Organizational results

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Steps in the Evaluation of

Training
Evaluation
Criteria

Post-test

Pre-test

Transfer to
the Job

2002 McGraw-Hill Ryerson Ltd.

Trained or
Developed
Workers

Follow-up
Studies

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