1. Human Resource Management TWELFTH EDITION G A R Y D E S S L E R B I J U V A R K K E Y Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e Training and Developing Employees Chapter 8 Part 3 | Training and Development

2. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–2 After studying this chapter, you should be able to: 1.Summarize the purpose and process of employee orientation. 2.List and briefly explain each of the four steps in he 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 can’t. 6.Explain how to use five training techniques. 7.List and briefly discuss the importance of the eight steps in leading organizational change. 8.Answer the question, “What is organizational development and how does it differ from traditional approaches to organizational change?”

3. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–3 Purpose of Orientation Feel Welcome and At Ease Begin the Socialization Process Understand the Organization Know What Is Expected in Work and Behavior Orientation Helps New Employees

4. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–4 The Orientation Process Company Organization and Operations Safety Measures and Regulations Facilities Tour Employee Orientation Employee Benefit Information Personnel Policies Daily Routine

5. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–5 FIGURE 8–1 New Employee Departmental Orientation Checklist Source: Used with permission of UC San Diego Medical Center.

6. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–6 The Training Process TrainingTraining  The process of teaching new employees the basic skills they need to perform their jobs. Training’s Strategic ContextTraining’s Strategic Context  The firm’s training programs must make sense in terms of the company’s strategic goals. Performance ManagementPerformance Management  Taking an integrated, goal-oriented approach to assigning, training, assessing, and rewarding employees’ performance.

7. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–7 The Training Process (continued) 12 345 The Five-Step Training and Development Process Instructional design Needs analysis Validation Implement the program Evaluation

8. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–8 Training, Learning, and Motivation Make the Learning Meaningful 1. At the start of training, provide a bird’s-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. 6. Create a perceived need for training in the minds of the trainees.

9. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–9 Training, Learning, and Motivation (continued) 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. 6. Trainees learn best at their own pace. If possible, let them pace themselves.

10. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–10 Training, Learning, and Motivation Trainees learn best when the trainers immediately reinforce correct responses.Trainees learn best when the trainers immediately reinforce correct responses. Trainees learn best at their own pace.Trainees learn best at their own pace. The schedule is important—the learning curve goes down late in the day; less than full day training is most effective.The schedule is important—the learning curve goes down late in the day; less than full day training is most effective.

11. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–11 Analyzing Training Needs Task Analysis: Assessing New Employees’ Training Needs Performance Analysis: Assessing Current Employees’ Training Needs Training Needs Analysis

12. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–12 TABLE 8–1 Task Analysis Record Form Note: Task analysis record form showing some of the tasks and subtasks performed by a printing press operator.

13. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–13 Assessing Current Employees’ Training Needs Performance Appraisals Job-Related Performance Data Observations Interviews Assessment Center Results Individual Diaries Attitude Surveys Tests Methods for Identifying Training Needs

14. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–14 Training Methods On-the-Job TrainingOn-the-Job Training Apprenticeship TrainingApprenticeship Training Informal LearningInformal Learning Job Instruction TrainingJob Instruction Training LecturesLectures Programmed LearningProgrammed Learning Audiovisual TrainingAudiovisual Training Simulated Training (also Vestibule Training)Simulated Training (also Vestibule Training) Computer-Based Training (CBT)Computer-Based Training (CBT) Electronic Performance Support Systems (EPSS)Electronic Performance Support Systems (EPSS) Distance and Internet-Based TrainingDistance and Internet-Based Training

15. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–15 Training Methods (continued) On-the-Job Training (OJT)On-the-Job Training (OJT)  Having a person learn a job by actually doing the job. Types of On-the-Job TrainingTypes of On-the-Job Training  Coaching or understudy  Job rotation  Special assignments AdvantagesAdvantages  Inexpensive  Learn by doing  Immediate feedback

16. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–16 On-the-Job Training 1 Follow Up Present the Operation Steps to Help Ensure OJT Success Prepare the Learner Do a Tryout 234

17. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–17 FIGURE 8–3Some Popular Apprenticeships in the United States Source: www.doleta.gov/oa, accessed July 3, 2009

18. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–18 Training Methods (continued) Effective LecturesEffective Lectures  Don’t 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.

19. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–19 Programmed Learning AdvantagesAdvantages  Reduced training time  Self-paced learning  Immediate feedback  Reduced risk of error for learner Presenting questions, facts, or problems to the learner Allowing the person to respond Providing feedback on the accuracy of answers

20. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–20 TABLE 8–2Names of Various Computer-Based Training Techniques PIComputer-based programmed instruction CBTComputer-based training CMIComputer-managed instruction ICAIIntelligent computer-assisted instruction ITSIntelligent tutoring systems SimulationComputer simulation Virtual RealityAdvanced 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.

21. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–21 Computer-Based Training (CBT) AdvantagesAdvantages  Reduced learning time  Cost-effectiveness  Instructional consistency Types of CBTTypes of CBT  Interactive multimedia training  Virtual reality training

22. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–22 Distance and Internet-Based Training Teletraining Videoconferencing Internet-Based Training E-Learning and Learning Portals Distance Learning Methods

23. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–23 Management Development Assessing the company’s strategic needs Developing the managers and future managers Long-Term Focus of Management Development Appraising managers’ current performance

24. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–24 Management Development (continued) Job Rotation Action Learning Managerial On-the-Job Training Coaching/ Understudy Approach

25. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–25 Management Development (continued) University-Related Programs Management Games Off-the-Job Management Training and Development Techniques The Case Study Method Outside Seminars Executive Coaches Behavior Modeling Role Playing Corporate Universities

26. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–26 Managing Organizational Change and Development StrategyTechnologiesCulture What to Change StructureEmployees

27. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–27 Managing Organizational Change and Development (continued) Overcoming resistance to change Effectively using organizational development practices The Human Resource Manager’s Role Organizing and leading organizational change

28. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–28 Managing Organizational Change and Development (continued) 1 Moving Overcoming Resistance to Change: Lewin’s Change Process Unfreezing Refreezing 23

29. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–29 How to Lead the Change Unfreezing PhaseUnfreezing Phase  Establish a sense of urgency (need for change).  Mobilize commitment to solving problems. Moving PhaseMoving Phase  Create a guiding coalition.  Develop and communicate a shared vision.  Help employees to make the change.  Consolidate gains and produce more change. Refreezing PhaseRefreezing Phase  Reinforce new ways of doing things.  Monitor and assess progress.

30. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–30 Using Organizational Development 1 Applies behavioral science knowledge. Organizational Development (OD) Usually involves action research. Changes the organization in a particular direction. 23

31. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–31 TABLE 8–3Examples of OD Interventions Human Process Applications T-groups (Sensitivity Training) Process consultation Third-party intervention Team building Organizational confrontation meeting Survey research Technostructural Interventions Formal structural change Differentiation and integration Cooperative union–management projects Quality circles Total quality management Work design HRM Applications Goal setting Performance appraisal Reward systems Career planning and development Managing workforce diversity Employee wellness Strategic OD Applications Integrated strategic management Culture change Strategic change Self-designing organizations

32. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–32 Evaluating the Training Effort Designing the StudyDesigning the Study  Time series design  Controlled experimentation Training Effects to MeasureTraining 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

33. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–33 FIGURE 8–6 Using a Time Series Graph to Assess a Training Program’s Effects

34. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–34 FIGURE 8–7 A Sample Training Evaluation Form Source: www.opm.gov/employment_and_benefits/worklife/.

35. Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e 8–35 K E Y T E R M S 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) job aid management development job rotation action learning case study method management game role playing outsourced learning behavior modeling in-house development center organizational development controlled experimentation