TRAINING (PELATIHAN) Pertemuan 9 & 10 Matakuliah : L0064 / Psikologi Industri & Organisasi 1 Tahun : 2007 / 2008 TRAINING (PELATIHAN) Pertemuan 9 & 10

Learning Objectives After reading this chapter, you should be able to: Describe the scope of organizational training programs Specify the goals and staffing requirements for organizational training programs Explain the pre-training environment and attributes of employees, as well as conditions that facilitate learning Describe fifteen different training methods Understand the need for lifelong learning, career development, and planning Appreciate the need for evaluation of training programs – and why many organizations don’t evaluate their programs 3 Bina Nusantara

What is “Training”? Practical education in a skill, job, or profession Big business $55 billion annually on formal training programs $180 billion annually on informal OJT training Training is lifelong Won’t stay in same job entire career 4 Bina Nusantara

Scope of Training Programs Corporate education campuses Western Electric (Lucent Technologies, Inc.) Created the Corporate Education Center to provide courses in engineering and management State-of-the-art equipment 300 courses on a 190 acre campus, complete with dormitories Provides training on several levels to individuals with promotion potential Training for disabled workers Training programs must meet EEOC guidelines and must be clearly related to job performance before results can be applied to career decisions Bina Nusantara

Setting Goals for Training Programs Needs assessment An analysis of corporate and individual goals undertaken before designing a training program Most companies do not do this due to time and expense involved Organizational analysis Can suggest broad training needs that can then be translated into specific needs of employees or work groups Task Analysis Identify specific tasks performed and required KSA’s Bina Nusantara

The Pre-Training Environment Includes those decisions and cues that indicate the value management places on training programs, such as: Policies Attitudes toward training Resources available Employee participation Bina Nusantara

Pretraining Attributes of Trainees Individual differences in ability General cognitive ability is the single best predictor of training success Pretraining expectations Low self-efficacy hinders training Motivation Can be increased by allowing them to participate in training decisions Job involvement Those more involved show greater motivation to learn Locus of Control Internals tend to do better in training Self-efficacy Those who believe in their ability to perform a task tend to succeed Positively related to motivation to learn and training success Bina Nusantara

Psychological Factors In Learning Active practice Active involvement vs. passivity enhances learning Distributed vs. massed practice Distributed (many, relatively short sessions) is superior to massed (few, relatively long sessions) practice Whole and Part Learning Smaller units of material are easier to master Transfer of training Enhanced when training environment is similar to the work environment Relevance to job Bina Nusantara

Psychological Factors In Learning Feedback Must follow behavior closely to be effective People learn more readily when given a clear idea how well they’re doing Reinforcement The greater the reward that follows a behavior, the more easily and rapidly that behavior will be learned The longer the delay between the behavior and reinforcement, the less effective the result It should be given frequently during the early stages of training; then, partial reinforcement will be effective Bina Nusantara

Training Methods in the Workplace On-the-job training Major advantage is economy; also transfer of training May be expensive if it takes other workers away from their jobs to conduct the training Has potential of disrupting production Vestibule training Simulated workspace in a separate training facility Relies on skilled instructors Greatest disadvantage is cost Bina Nusantara

Training Methods in the Workplace Apprenticeship Training method for skilled crafts and trades Involves classroom instruction and on-the-job experience Average 4-6 years Computer-assisted instruction (CAI) Trainees learn material at their own pace and receive immediate feedback on their progress Trainees interact with computer terminals Decreases training time required and improves transfer Bina Nusantara

Training Methods in the Workplace Net-based training Involves both Internet and Intranet Type of distance learning Offers same advantages as CAI with even more flexibility 20%-35% less than the cost of traditional classroom instruction Behavior modification Use of positive reinforcement to change behavior Steps Conduct performance audit Select behavior to be changed Introduce program of positive reinforcement Example: Emery Air Freight Bina Nusantara

Training Methods in the Workplace Job rotation Technique that assigns trainees to various jobs and departments over a period of a few years Often used for new college graduates and for training for skilled and semi-skilled jobs Disadvantages include disruption caused by frequent moves Case studies A method of executive training in which trainees analyze a business problem and offer solutions A limitation is that solutions may not be relevant to the job at hand (lack of positive transfer) Bina Nusantara

Training Methods in the Workplace Business games Used to develop problem-solving and decision-making skills Trainees often compete in teams Teams deal with corporate problems, and instructors evaluate their effectiveness In-basket training Trainee is given a stack of issues to deal with, typical of job requirements, in set amount of time Trainer discusses solutions and provides feedback Bina Nusantara

Training Methods in the Workplace Role playing Trainees pretend to perform a role, displaying the behaviors they believe are appropriate to the situation Provides opportunity to practice job related behaviors Behavior Modeling Trainees attempt to imitate the job behaviors of successful supervisors Trainer provides introduction Trainees watch a video of supervisor using appropriate procedures Trainees engage in behavior rehearsal Trainer and other trainees provide feedback Transfers directly to job Bina Nusantara

Training Methods in the Workplace Executive coaching One-to-one training sessions between a coach and manager to improve manager’s performance Designed to fit individual needs as they arise Often used to follow up poor ratings on 360 degree feedback appraisals Diversity training Teach people to confront personal prejudices that could lead to discriminatory behavior $10 billion spent annually Must be long-term program integrated into organizational culture Half-day “feel good” sessions fail to promote needed change Done poorly, the programs can foster charges of “political correctness” Bina Nusantara

Career Development and Planning Lifelong learning approach Career development centers Offer information on company career paths, counseling, self-analysis Workshops Chosen or forced career changes require continual enhancement and upgrading of our personal package of KSA’s Reasons for staying with company included opportunities within company for: Career growth Development Learning Bina Nusantara

Career Development and Life Stages People differ in values, goals, and needs at different stages in life Establishment (20 to 40) People are becoming established in their careers and adjusting to work routines, develop self-efficacy (or not) Maintenance (40 to55) Goals and values change; mid-life crisis; seek new challenge and satisfaction Decline (55 to retirement) Planning for retirement and its loss of work and sense of identity Bina Nusantara

Career Self-Management Training The degree to which a person regularly and routinely gathers information and formulates or revises plans for his or her own career, solving problems and making decisions Although initiated by individual, many organizations provide training in career self- management. Typical program includes: Assessing career attitudes, values, plans and goals Analyze how goals have been met by current job Discuss career strategies Bina Nusantara

Evaluating Training Programs Necessary to measure the worth of a training program Assessment examines Changes in cognitive outcomes Changes in skill-based outcomes Changes in affective outcomes Companies often do not evaluate training programs due to: Cost and/or lack of assessment skills Training “program of the moment” (e.g., failure of time-management programs) “Feel good” results Bina Nusantara

Training Challenges for I/O Psychologists Identify abilities required to perform increasingly complex jobs Provide new job opportunities for unskilled workers Assist supervisors in management of ethnically diverse workforce Retrain workers displaced by changes Help organizations remain competitive in international marketplace Conduct research necessary to determine the effectiveness of training programs Bina Nusantara

Key Terms Apprenticeship Behavior modification Business games Case studies Computer-assisted instruction Job rotation Needs assessment On-the-job (OJT) training Vestibule training Bina Nusantara