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Human Resource Management
Lecture-42
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Staffing HRM FUNCTIONS Safety & Health Compensation & Benefits Human
Resource Development Employee & Labor Relations HRM FUNCTIONS Safety & Health Compensation & Benefits
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Training & Development
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Orientation Training
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Topics covered in employee Orientation program
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Introduction
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Job Duties
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Organizational Issues
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Employee Benefits
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Training
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A process whereby people acquire capabilities to aid in the achievement of organizational goals.
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“The Peach was once a bitter almond; cauliflower is nothing but cabbage with a college education”
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Phases of Training
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Needs assessment “What’s the issue?” Design of training “What content will address it?”
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Delivery of training “How will the training be given?” Evaluation “How will we know its effect?” “Did it work?”
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Training Methods
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Lecture Case method Simulations Internships
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Mentoring Discussions Games
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Role playing Computer-based Video training
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Workplace Training Methods
On-the-Job Off-the-Job Individualized Most training takes place on the job. Such training is convenient and cost effective. But, on-the-job training can disrupt the workplace, and some skills are too complex to learn on the job. In such cases, training should take place outside of the work setting. On-the-Job Training. Popular methods include job rotation and mentor relationships. Job rotation uses lateral transfers to allow employees to work at different jobs. New employees frequently learn their jobs from a seasoned veteran. In the trades, this is called an apprenticeship; in white-collar jobs, it is called a mentor relationship. Both methods can help workers learn technical skills. Off-The-Job Training. Classroom lectures are well suited for conveying specific information. Videos can demonstrate skills not easily illustrated by other methods. Simulation exercises, such as case analyses, experiential exercises, role playing, and group interaction are excellent for teaching interpersonal and problem-solving skills. Vestibule training allows employees to learn their jobs on the same equipment they will be using at work. Individualized Training. Effective training is individualized to reflect the learning style of the employee: for instance, participating, reading, watching, or listening. Of course, these styles are not mutually exclusive. When the preferred learning style of an employee is unknown, an effective training program will include multiple learning styles.
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Transfer of Training From Classroom To Job
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Learning Principles
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Participation Repetition Relevance Transference Feedback
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Remember Hear Hear & see Hear, see, & do Improves remembering
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Human Resource Development (HRD)
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Training is part of HRD.
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Training & Development Organization Development
H R D Organization Development Career Development
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Training for the present, Educating for the future, Developing to lead.
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Training vs. Development
Current Jobs Development Future Jobs
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Career
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Performance
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Performance =A*E*S A: Ability E: Effort S: Organizational Support
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f (Ability, Motivation, Opportunity)
Why Do We Care? Ability PERFORMANCE Opportunity Motivation Performance = f (Ability, Motivation, Opportunity) Material pertinent to this illustration is found on pages
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Performance Appraisal
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The ongoing process of evaluating and managing both the behavior and outcomes in the workplace.
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What’s in performance evaluation system?
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WHY is performance measured? (use) WHAT is measured? (criteria)
HOW is it measured? WHO measures performance? WHEN is it measured? (timing) Organization... 3
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Objectives of Performance Appraisal
Evaluation Developmental
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What to evaluate?
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Traits Behaviors Task Outcomes
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Appraisal process
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Determine performance requirements.
Choose an appropriate appraisal method. Train supervisors.
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Discuss methods with employees.
Appraise according to Job standards.
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Discuss appraisal with employees.
Determine future performance goals.
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Performance Appraisal methods
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Rating Scales Graphic Scales Comparative Methods Ranking Forced Distribution Paired Comparison
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Critical Incidents Annual Review Checklist
Behaviorally Anchored Rating Scale (BARS) Essay MBO Combination Methods
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Who Should Do the Rating?
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Supervisor Team Peers Self Customers Subordinates
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Common Rater Errors in PA’s
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Supervisory Bias Halo Effect Central Tendency Leniency
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Strictness Recency Overall Rating
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