Professional Documents
Culture Documents
Training and
Management Developing
Human
Resources
TENTH EDITON
Chapter 9
PowerPoint Presentation
© 2003 Southwestern College Publishing. All rights reserved.
by Charlie Cook
Learning Objectives
Training
– A process whereby people acquire capabilities to
aid in the achievement of organizational goals.
– Employers spend $60 billion on training annually.
The Context of Training
– Organization Competitiveness and Training
• Training make organizations more competitive
• Training helps retain valuable employees
• Training is no longer the first casualty of a business
downturn.
Figure 9–1
© 2002 Southwestern College Publishing. All rights reserved. 9–6
Typical Division of HR Responsibilities: Training
Figure 9–2
© 2002 Southwestern College Publishing. All rights reserved. 9–7
Linking Business and Training Strategies
Source: Based on ideas from Lisa A. Burke and Joseph V. Wilson III. Figure 9–3
© 2002 Southwestern College Publishing. All rights reserved. 9–8
Basic Business Strategy Concepts
Low-cost leader
– Attempting to increase market share by focusing on
the low cost of the firm’s products or services,
compared to competitors.
Differentiation
– Trying to make the firm’s products or services
competitively different from others in the industry in
terms of quality, service, technology, or perceived
distinctiveness.
Figure 9–4
© 2002 Southwestern College Publishing. All rights reserved. 9–10
Sources of
Training Needs
Assessment
Figure 9–5
© 2002 Southwestern College Publishing. All rights reserved. 9–11
Establishing Training Objectives
Gap Analysis
– The distance between where an organization is with
its employee capabilities and where it needs to be.
Types of Training Objectives
– Knowledge: Impart cognitive information and
details to trainees.
– Skill: Develop behavior changes in how job and
tasks are performed.
– Attitude: Create interest and awareness of the
training importance.
Figure 9–6
© 2002 Southwestern College Publishing. All rights reserved. 9–13
Learning: The Focus of Training
Learner Readiness
– Ability to learn
• Learners must possess basic skills (3Rs)
– Motivation to learn
• Learners must desire and value training
– Self-efficacy
• Learners must believe that
they can successfully learn
the training content
Active Practice
– The performance of job-related tasks and duties by
trainees during training
Spaced Practice
– Several practice sessions spaced over a period of
hours or days
Massed practice
– Performance of all the practice at once.
Behavior Modeling
– Copying someone else’s behavior by observing how
another person deals with a problem.
Reinforcement
– Law of effect states that people tend to repeat
behaviors that are rewarded and avoid behaviors
that are punished.
Immediate Confirmation
– Reinforcement and feedback are most effective
when given as soon as possible after training.
Types of
Training
Interpersonal and
Developmental and
Problem-Solving
Innovative Training
Training
Achievements of
Effective Orientation
Socialization Performance
Favorable Provides Co-Worker
and and
Impression Information Acceptance
Integration Productivity
Nature of training
Subject matter
Number of trainees
Individual vs. team
Self-paced vs. guided
Training resources
Costs
Geographic locations
Time allotted
Completion timeline
Informal Training
– Training that occurs through interactions and
feedback among employees.
On-the-Job Training (OJT)
– Problems with OJT
• Poorly-qualified or indifferent trainers
• Disruption of regular work
• Bad or incorrect habits are passed on
Figure 9–8
© 2002 Southwestern College Publishing. All rights reserved. 9–24
External Training
Figure 9–9
© 2002 Southwestern College Publishing. All rights reserved. 9–27
Advantages and Disadvantages of E-Learning
Source: Developed by Lisa A. Burke. May not be reproduced without permission. Figure 9–10
© 2002 Southwestern College Publishing. All rights reserved. 9–28
Training Methods
Cooperative
Training
Instructor-Led
Distance Training Classroom and
Training/Learning Methods Conference
Training
Technology and
Training
Figure 9–11
© 2002 Southwestern College Publishing. All rights reserved. 9–30
Balancing Costs and Benefits of Training
Figure 9–12
© 2002 Southwestern College Publishing. All rights reserved. 9–31
Training Evaluation (cont’d)
Cost-Benefit Analyses
– Comparison of costs and benefits associated with
training
Return on Investment
Benchmarking Training
Post-Measure
Pre-/Post- Evaluation
Measure Design
Pre-/Post-
Measure with
Control Group