Академический Документы
Профессиональный Документы
Культура Документы
Chapter 8
Gary
Dessler
82
2.
3.
4.
83
83
T&D
Training:
An organizations planned effort to
facilitate employees learning of jobrelated competencies.
Development:
Formal education, job experiences,
relationships and assessments of
personality and abilities that help
employees prepare for the future
84
Orienting Employees
Employee orientation
A procedure for providing new employees
with basic background information about
the firm.
Orientation content
85
86
New Employee
Departmental
Orientation
Checklist
Figure 81
2005 Prentice Hall Inc. All rights reserved.
87
88
Needs analysis
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.
89
810
811
812
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).
813
Task
Analysi
s
Record
Form
Table 81
2005 Prentice Hall Inc. All rights reserved.
814
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
2005 Prentice Hall Inc. All rights reserved.
815
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.
816
817
818
819
Informal learning
The majority of what employees learn on the
job they learn through informal means of
performing their jobs on a daily basis.
820
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
821
822
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
823
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.
824
825
Types of CBT
Intelligent Tutoring systems
Interactive multimedia training
Virtual reality training
826
Teletraining
Videoconferencing
Interactively training employees who are
geographically separated from each otheror
from the trainervia a combination of audio
and visual equipment.
827
Succession planning
A process through which senior-level
openings are planned for and eventually
filled.
828
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.
829
Management game
Teams of managers compete by making
computerized decisions regarding realistic but
simulated situations.
Outside seminars
Many companies and universities offer Webbased and traditional management
development seminars and conferences.
2005 Prentice Hall Inc. All rights reserved.
830
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.
2005 Prentice Hall Inc. All rights reserved.
831
Corporate universities
(contd)
Provides a means for conveniently
coordinating all the companys training
efforts and delivering Web-based modules
that cover topics from strategic
management to mentoring.
832
Executive coaches
(contd)
833
834
835
836
3.
4.
5.
6.
7.
8.
9.
837
838
Examples of OD Interventions
Human Process
T-groups
Human Resource
Management
Process consultation
Goal setting
Third-party intervention
Performance appraisal
Team building
Reward systems
Organizational
confrontation meeting
Intergroup relations
Managing workforce
diversity
Technostructural
Formal structural change
Differentiation and
integration
Cooperative union
management projects
Employee wellness
Strategic
Integrated strategic
management
Culture change
Quality circles
Strategic change
Self-designing
organizations
Work design
Table 83
839
HR Scorecard
for Hotel
Paris
International
Corporation*
Figure 84
2005 Prentice Hall Inc. All rights reserved.
840
841
Figure 85
2005 Prentice Hall Inc. All rights reserved.
842
A Sample
Training
Evaluation
Form
Source: www.opm.gov/wrkfam/.
Figure 86
2005 Prentice Hall Inc. All rights reserved.
843
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
844