Human Resource

Management
ELEVENTH EDITION

GARY DESSLER

Part 3 | Training and Development

Chapter 8

Training and Developing Employees

2008 Prentice Hall, Inc.
All rights reserved.

PowerPoint Presentation by Charlie Cook

The University of West Alabama

After studying this chapter, you should be able to:

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.
4. Explain how to use five training techniques.

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82

Purpose of Orientation
Orientation Helps
New Employees

Feel
Welcome and
At Ease

Understand
the
Organization

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Know What
Is Expected
in Work and
Behavior

Begin the
Socialization
Process

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The Orientation Process

Company
Organization and
Operations

Employee Benefit
Information

Personnel
Policies

Employee
Orientation

Daily
Routine

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Safety Measures
and Regulations

Facilities
Tour

84

FIGURE 81
New Employee
Departmental
Orientation
Checklist

Source: UCSDHealthcare. Used with permission.

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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, goal-oriented approach to

assigning, training, assessing, and rewarding

employees performance.

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The Training Process (contd)

The Five-Step Training and Development Process
1

Needs analysis

Instructional design

Validation

Implement the program

Evaluation

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Training, Learning, and Motivation

Make the Learning Meaningful
1. At the start of training, provide a birds-eye view of

the material to be presented to facilitate learning.

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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Training, Learning, and Motivation (contd)

Make Skills Transfer Easy
1. Maximize the similarity between the training situation

and the work situation.

2. Provide adequate practice.
3. Label or identify each feature of the machine and/or

step in the process.

4. Direct the trainees attention to important aspects of

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

trainees know what might happen back on the job.

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Motivation Principles for Trainers

People learn best by doingprovide as much
realistic practice as possible.
Trainees learn best when the trainers
immediately reinforce correct responses.
Trainees learn best at their own pace.
Create a perceived training need in the
trainees minds.
The schedule is importantthe learning curve
goes down late in the day; less than full day
training is most effective.
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Analyzing Training Needs

Training Needs
Analysis

Task Analysis:
Assessing New Employees
Training Needs

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Performance Analysis:
Assessing Current Employees
Training Needs

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TABLE 81
Task
Analysis
Record
Form

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

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Assessing Current Employees Training Needs

Assessment Center
Results

Individual Diaries

Attitude Surveys

Performance Appraisals

Methods for
Identifying
Training
Needs

Tests

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Job-Related
Performance Data
Observations

Interviews

813

Training Methods
On-the-Job Training
Informal Learning
Job Instruction Training
Lectures
Programmed Learning
Audiovisual Training
Simulated Training (also Vestibule Training)
Computer-Based Training (CBT)
Electronic Performance Support Systems (EPSS)
Distance and Internet-Based Training
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Training Methods (contd)

On-the-Job Training (OJT)
Having a person learn a job

by actually doing the job.

Types of On-the-Job Training

Coaching or understudy
Job rotation
Special assignments

Advantages
Inexpensive
Learn by doing
Immediate feedback

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On-the-Job Training
Steps to Help Ensure OJT Success
1

Prepare the Learner

Present the Operation

Do a Tryout

Follow Up

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Training Methods (contd)

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 five-minute talks.
Practice and rehearse your presentation.

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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
Self-paced learning
Immediate feedback
Reduced risk of error for learner

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TABLE 82

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

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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Computer-Based Training (CBT)

Advantages
Reduced learning time
Cost-effectiveness
Instructional consistency

Types of CBT
Interactive multimedia training
Virtual reality training

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Distance and Internet-Based Training

Teletraining

Videoconferencing
Distance Learning
Methods
Internet-Based Training
E-Learning and
Learning Portals

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Literacy Training Techniques

Employer Responses
to Functional Illiteracy

Testing job
candidates for
basic skills

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Instituting basic
skills and literacy
programs

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Management Development

Long-Term Focus
of Management
Development

Assessing the
companys
strategic
needs

Appraising
managers
current
performance

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Developing the
managers and
future
managers

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Succession Planning
Steps in the Succession Planning Process
1

Anticipate management needs

Review firms management skills inventory

Create replacement charts

Begin management development

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Management Development (contd)

Managerial
On-the-Job
Training

Job
Rotation

Coaching/
Understudy
Approach

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Action
Learning

825

Management Development (contd)

Off-the-Job Management Training
and Development Techniques
The Case Study Method

Role Playing

Management Games

Behavior Modeling

Outside Seminars

Corporate Universities

University-Related Programs

Executive Coaches

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Managing Organizational Change

and Development

What to Change

Strategy

Culture

Structure

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Technologies

Employees

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Managing Organizational Change

and Development (contd)
The Human
Resource Managers
Role

Overcoming
resistance to
change

Organizing
and leading
organizational
change

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Effectively
using
organizational
development
practices

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Managing Organizational Change

and Development (contd)
Overcoming Resistance to Change:
Lewins Change Process
1

Unfreezing

Moving

Refreezing

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How to Lead the Change

Unfreezing Phase
Establish a sense of urgency (need for change).
Mobilize commitment to solving problems.

Moving Phase
Create a guiding coalition.
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

Typical Role in a Role-Playing Exercise

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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Using Organizational Development

Organizational Development (OD)
1

Usually involves action research.

Applies behavioral science knowledge.

Changes the organization in a particular direction.

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TABLE 83

Examples of OD Interventions

Human Process Applications

HRM Applications

T-groups (Sensitivity Training)

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

Employee wellness

Technostructural Interventions

Strategic OD Applications

Formal structural change

Integrated strategic management

Differentiation and integration

Culture change

Cooperative unionmanagement
projects

Strategic change
Self-designing organizations

Quality circles
Total quality management
Work design

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Evaluating the Training Effort

Designing the Study
Time series design
Controlled experimentation

Training Effects to Measure

Reaction of trainees to the program
Learning that actually took place
Behavior that changed on the job
Results achieved as a result of the training

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

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FIGURE 86
A Sample Training
Evaluation Form

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

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KEY TERMS
employee orientation
training
performance management
negligent training
task analysis
performance analysis
on-the-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
in-house development center
organizational development
controlled experimentation

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