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tenth edition
Chapter 8
3.
4.
82
Orienting Employees
Employee orientation
A procedure for providing new employees with
basic background information about the firm.
Orientation content
83
84
New Employee
Departmental
Orientation
Checklist
Figure 81
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85
86
Instructional design
Produce the training program content, including workbooks,
exercises, and activities.
Validation
Presenting (trying out) the training to a small representative
audience.
Evaluation
Assesses the programs successes or failures.
2005 Prentice Hall Inc. All rights reserved.
87
88
89
810
Performance analysis
Verifying that there is a performance deficiency
and determining whether that deficiency should be
corrected through training or through some other
means (such as transferring the employee).
811
Task
Analysis
Record
Form
Table 81
2005 Prentice Hall Inc. All rights reserved.
812
Training Methods
On-the-job training (OJT)
Having a person learn a job by actually doing the
job.
OJT methods
Coaching or understudy
Job rotation
Special assignments
Advantages
Inexpensive
Immediate feedback
813
Steps in OJT
Step 1: Prepare the learner
Put the learner at easerelieve the tension.
Explain why he or she is being taught.
Create interest, encourage questions, find out
what the learner already knows about this or
other jobs.
Explain the whole job and relate it to some job the
worker already knows.
Place the learner as close to the normal working
position as possible.
Familiarize the worker with equipment, materials,
tools, and trade terms.
2005 Prentice Hall Inc. All rights reserved.
814
815
816
817
Informal learning
The majority of what employees learn on the job
they learn through informal means of performing
their jobs on a daily basis.
818
Machinist
Bricklayer (construction)
Carpenter
Millwright
Operating engineer
Painter (construction)
Pipefitter (construction)
Correction officer
Plumber
Electrician
Electrician (aircraft)
Roofer
Electrician (maintenance)
Sheet-metal worker
Electronics mechanic
Structural-steel worker
Firefighter
Telecommunications technician
Tool and die maker
Source: Olivia Crosby, Apprenticeships, Occupational Outlook Quarterly, 46, no. 2 (Summer 2002), p. 5.
Figure 82
819
820
Programmed Learning
Programmed instruction (PI)
A systematic method for teaching job
skills involving:
Presenting questions or facts
Allowing the person to respond
Giving the learner immediate feedback on
the accuracy of his or her answers
Advantages
821
Audiovisual-based training
To illustrate following a sequence over time.
To expose trainees to events not easily
demonstrable in live lectures.
To meet the need for organizationwide training
and it is too costly to move the trainers from place
to place.
2005 Prentice Hall Inc. All rights reserved.
822
823
Types of CBT
Intelligent Tutoring systems
Interactive multimedia training
Virtual reality training
824
Videoconferencing
Interactively training employees who are
geographically separated from each otheror
from the trainervia a combination of audio and
visual equipment.
825
Succession planning
A process through which senior-level openings are
planned for and eventually filled.
826
Coaching/Understudy approach
The trainee works directly with a senior manager
or with the person he or she is to replace; the
latter is responsible for the trainees coaching.
Action learning
Management trainees are allowed to work fulltime analyzing and solving problems in other
departments.
2005 Prentice Hall Inc. All rights reserved.
827
Management game
Teams of managers compete by making
computerized decisions regarding realistic but
simulated situations.
Outside seminars
Many companies and universities offer Web-based
and traditional management development
seminars and conferences.
2005 Prentice Hall Inc. All rights reserved.
828
Behavior modeling
Modeling: showing trainees the right (or model)
way of doing something.
Role playing: having trainees practice that way
Social reinforcement: giving feedback on the
trainees performance.
Transfer of learning: Encouraging trainees apply
their skills on the job.
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830
831
832
833
834
2.
3.
4.
5.
6.
7.
8.
9.
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Examples of OD Interventions
Human Process
T-groups
Goal setting
Process consultation
Performance appraisal
Third-party intervention
Reward systems
Team building
Organizational confrontation
meeting
Intergroup relations
Technostructural
Employee wellness
Strategic
Culture change
Cooperative unionmanagement
projects
Strategic change
Self-designing organizations
Quality circles
Total quality management
Work design
2005 Prentice Hall Inc. All rights reserved.
Table 83
837
HR Scorecard
for Hotel Paris
International
Corporation*
Figure 84
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838
839
Figure 85
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840
A Sample
Training
Evaluation
Form
Source: www.opm.gov/wrkfam/.
Figure 86
2005 Prentice Hall Inc. All rights reserved.
841
Key Terms
employee orientation
management development
training
succession planning
performance management
job rotation
negligent training
action learning
task analysis
performance analysis
management game
on-the-job training
role playing
apprenticeship training
behavior modeling
programmed learning
outsourced learning
simulated training
organizational development
job aid
controlled experimentation
842