Professional Documents
Culture Documents
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LEARNING OUTCOMES
1. Summarize the purpose and process of employee orientation.
2. List and briefly explain each of the four steps in the training process.
3. Discuss how you would motivate trainees. 4. Describe and illustrate how you would identify training requirements. 5. Explain how to distinguish between problems you can fix with training and those you cant. 6. Explain how to use five training techniques.
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8. List and briefly discuss the importance of the eight steps in leading organizational change.
9. Answer the question, What is organizational development and how does it differ from traditional approaches to organizational change?
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Basic Definitions
In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings It has been known by several names, including employee development, human resource development, and learning and development.
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Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. Learning: is acquiring new or modifying existing knowledge, behaviors, skills, values, or preferences and may involve synthesizing different types of information.
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 86
Purpose of Orientation
Orientation Helps New Employees
Employee orientation (often called onboarding today) provides new employees with the information they need to function; ideally, though, it should also help new employees start getting emotionally attached to the firm.
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 87
Personnel policies
Employee Orientation
Daily routine
Facilities tour
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training liability
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3 4
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Training Programs
Training programs consist of four steps. 1.In the training need analysis step, identify the specific knowledge and skills the job requires, and compare these with the prospective trainees knowledge and skills (TNA). 2.In the instructional design step, formulate specific, measurable knowledge and performance training objectives, review possible training program content (including workbooks, exercises, and activities), and estimate a budget for the training program. 3.Implement the program, by actually training the targeted employee group using methods such as on-the-job or online training. 4. In the evaluation step, assess the programs success (or failures).
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Task Analysis:
Assessing new employees training needs
Performance Analysis:
Assessing current employees training needs
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FIGURE 82
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Attitude Surveys
Observations
Tests
Interviews
Cant-do or Wont-do?
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Training Methods
On-the-Job Training Apprenticeship Training Informal Learning Computer-Based Training (CBT) Simulated Learning
Internet-Based Training
Learning Portals
Audiovisual-Based Training
Vestibule Training Teletraining and Videoconferencing
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Advantages
Inexpensive Learn by doing Immediate feedback
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On-the-Job Training
Steps to Help Ensure OJT Success
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2 3
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FIGURE 84
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Programmed Learning
Presenting questions, facts, or problems to the learner 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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Internet-Based Training
Computer-Based Training
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Succession Planning
Steps in the Succession Planning Process
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3
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Job rotation
Action learning
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Outside seminars
University-related programs
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FIGURE 86
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 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.
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Behavior Modeling
Behavior Modeling Training
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Model the effective behaviors Have trainees role play using behaviors Provide social reinforcement and feedback Encourage transfer of training to job
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What to Change
Strategy
Culture
Structure
Technologies
Employees
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Unfreezing
2 3
Moving
Refreezing
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Moving Stage
3. Create a guiding coalition. 4. Develop and communicate a shared vision. 5. Help employees to make the change. 6. Consolidate gains and produce more change.
Refreezing Stage
7. Reinforce new ways of doing things. 8. Monitor and assess progress.
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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
HRM Applications
Goal setting Performance appraisal Reward systems Career planning and development Managing workforce diversity Employee wellness
Technostructural Interventions
Formal structural change
Strategic OD Applications
Integrated strategic management
Culture change
Strategic change Self-designing organizations
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Controlled experimentation
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FIGURE 87
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Personal Development
Self-Transcendence. Self-Transcendence is the art of going beyond our own self-imposed limitations. This means we aspire to reach new goals and not to be satisfied with what we were in the past.
Intuition. Personal development means we learn to listen to the inner voice our inner pilot. The messages of our inner voice can only be heard with a silent mind. This inner inspiration comes not from our ego, but our Soul.
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Personal Development
Minimize Desires. When we live in the world of desires there is no end to our desires. However, spiritual growth means we learn to reduce our desires. By reducing our desires we discover that the source of abiding happiness is to be found in a life of simplicity and not outer success.
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
To Live in the Heart. If we can live in the heart many of our problems will be solved. When we live in the heart, we can spontaneously feel our oneness with others.
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Personal Development
Enlarging our Sense of Self.
Self-improvement Is A continuous self-offering. Our personal development is not just about ourselves. It is about being aware of a deeper and more meaningful connection with other people and the wider world. When we can extend our sense of identity, we cannot help but implement the golden rule Do unto others, as you would have done to you.
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Gratitude. Gratitude is to make a conscious appreciation of the Source of all things. Without gratitude personal development is very limited
Who Am I?
The ultimate question of personal development is who am I? Through personal development we learn that we are not the body, we are not our thoughts; in fact, our inner reality is far beyond the comprehension of the mind
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KEY TERMS
employee orientation training negligent training task analysis competency model performance analysis on-the-job training (OJT) apprenticeship training job instruction training (JIT) programmed learning electronic performance support systems (EPSS) job aid
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
virtual classroom lifelong learning management development job rotation action learning case study method management game role playing behavior modeling in-house development center executive coach organizational development controlled experimentation
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