chapter six orientation,training, and career development © 2007 pearson education canada 6-1...
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Chapter Six
Orientation,Training, and Career Development
© 2007 Pearson Education Canada 6-1
Dessler, Cole, Goodman, and SutherlandIn-Class Edition
Management of Human ResourcesSecond Canadian Edition
© 2007 Pearson Education Canada 6-2
Orienting Employees
Provides new employees with basic
background information about:–the organization–the job
Provides new employees with basic
background information about:–the organization–the job
Reality Shock–discrepancy between new employee’s
expectations and reality
© 2007 Pearson Education Canada 6-3
Orienting Employees
–better job performance–reduced turnover–less disciplinary action–fewer grievances–reduced number of workplace injuries
–better job performance–reduced turnover–less disciplinary action–fewer grievances–reduced number of workplace injuries
Purpose of Orientation Programs
© 2007 Pearson Education Canada 6-4
Orienting Employees
–too much information in a short time
–too many forms to fill out
–little or no orientation
–HR information too broad; supervisory
information too detailed
–too much information in a short time
–too many forms to fill out
–little or no orientation
–HR information too broad; supervisory
information too detailed
Problems with Orientation Programs
© 2007 Pearson Education Canada 6-5
Orienting Employees
Employee
reaction
Employee
reaction
Evaluation of Orientation
Socialization
effects
Socialization
effectsCost/benefit
analysis
Cost/benefit
analysis
© 2007 Pearson Education Canada 6-6
The Training Process
Step 5. Evaluation and Follow-upStep 5. Evaluation and Follow-up
Step 4. ImplementationStep 4. Implementation
Step 3. ValidationStep 3. Validation
Step 2. Instructional DesignStep 2. Instructional Design
Step 1. Needs AnalysisStep 1. Needs Analysis
© 2007 Pearson Education Canada 6-7
The Training Process
–task analysis and performance analysis determine
training needs for non-management employees
–succession planning analysis determine needs for
management employees
–needs analysis lead to establishing training objectives
–task analysis and performance analysis determine
training needs for non-management employees
–succession planning analysis determine needs for
management employees
–needs analysis lead to establishing training objectives
Step 1: Needs Analysis
© 2007 Pearson Education Canada 6-8
Training Needs Analysis
Task Analysis (for new employees)
–list tasks–when and how often performed–quantity and quality of performance–conditions under which performed–competencies required–where best learned
Task Analysis (for new employees)
–list tasks–when and how often performed–quantity and quality of performance–conditions under which performed–competencies required–where best learned
© 2007 Pearson Education Canada 6-9
Training Needs Analysis
Performance Analysis
(for existing employees)
–appraise performance–distinguish between “can’t do”
and “won’t do”
Performance Analysis
(for existing employees)
–appraise performance–distinguish between “can’t do”
and “won’t do”
© 2007 Pearson Education Canada 6-10
Training Needs Analysis
Succession Planning
–a process by which senior level openings
are planned for an eventually filled
–stages include - organizational projection,
management-skills inventories, management
replacement charts
Succession Planning
–a process by which senior level openings
are planned for an eventually filled
–stages include - organizational projection,
management-skills inventories, management
replacement charts
© 2007 Pearson Education Canada 6-11
The Training Process
–prepare curriculum
–ensure training materials support learning
objectives
–ensure quality and effectiveness of program
elements
–prepare curriculum
–ensure training materials support learning
objectives
–ensure quality and effectiveness of program
elements
Step 2: Instructional Design
© 2007 Pearson Education Canada 6-12
Training Techniques
–on-the-job
–apprenticeship
–job instruction
–lectures
–videoconferencing
–programmed learning
–simulated
–on-the-job
–apprenticeship
–job instruction
–lectures
–videoconferencing
–programmed learning
–simulated
–computer-based
training
–online training
–electronic performance
support systems
–computer-based
training
–online training
–electronic performance
support systems
Traditional E-Learning
© 2007 Pearson Education Canada 6-13
Training Techniques
On-the-Job Management Development
1. Developmental job rotation
2. Coaching/understudy approach
3. Action learning
© 2007 Pearson Education Canada 6-14
Training Techniques
Off-the-Job Management Development
1. Case study method
2. Management games
3. Seminars
4. College/University related programs
5. Role-playing
6. Behavior modeling
7. In-house development centres
© 2007 Pearson Education Canada 6-15
Training Techniques
Executive Development
Step 1. Evaluate leadership competenciesStep 1. Evaluate leadership competencies
Step 2. Learning contractStep 2. Learning contract
Step 3. Learning processStep 3. Learning process
Step 4. Re-entry planningStep 4. Re-entry planning
Step 5. EvaluationStep 5. Evaluation
© 2007 Pearson Education Canada 6-16
The Training Process
–validate training using a pilot study
–revise training based on pilot study findings
–train-the-trainer workshops
–validate training using a pilot study
–revise training based on pilot study findings
–train-the-trainer workshops
Steps 3 & 4: Validation and Implementation
© 2007 Pearson Education Canada 6-17
The Training Process
1. Reaction
–document learners’ immediate reactions
2. Learning
–use feedback devices to measure learning
1. Reaction
–document learners’ immediate reactions
2. Learning
–use feedback devices to measure learning
Step 5: Evaluation (1 of 2)
© 2007 Pearson Education Canada 6-18
The Training Process
3. Behaviour –note supervisory reactions to learners’
performance following training
4. Results –measure improvement in learners’ job
performance
3. Behaviour –note supervisory reactions to learners’
performance following training
4. Results –measure improvement in learners’ job
performance
Step 5: Evaluation (2 of 2)
© 2007 Pearson Education Canada 6-19
Training for Special Purposes
Customer service trainingCustomer service training
Diversity trainingDiversity training
Literacy trainingLiteracy training
Training for teamwork and empowermentTraining for teamwork and empowerment
© 2007 Pearson Education Canada 6-20
Career Planning and Development
–process through which a person• becomes aware of personal
career-related attributes• undertakes activities that contribute
to career fulfillment
–process through which a person• becomes aware of personal
career-related attributes• undertakes activities that contribute
to career fulfillment
© 2007 Pearson Education Canada 6-21
Career Planning and Development
Employee–identify career stage–identify occupational orientation–identify career anchor–identify skills and abilities
Employee–identify career stage–identify occupational orientation–identify career anchor–identify skills and abilities
Roles in Career Development
© 2007 Pearson Education Canada 6-22
Career Planning and Development
Manager/Employer –provide realistic job previews–be demanding; give challenging jobs–job rotation–career-oriented performance appraisals–provide career planning workshops–mentoring
Manager/Employer –provide realistic job previews–be demanding; give challenging jobs–job rotation–career-oriented performance appraisals–provide career planning workshops–mentoring
Roles in Career Development
© 2007 Pearson Education Canada 6-23
Managing Promotions and Transfers
Promotions
–seniority vs. competence
–how to measure competence
–formal vs. informal
Promotions
–seniority vs. competence
–how to measure competence
–formal vs. informal
© 2007 Pearson Education Canada 6-24
Managing Promotions and Transfers
Transfers
–personal enrichment
–more interesting job
–greater convenience
–greater possibility of advancement
–increasing refusals due to family/spousal
concerns
Transfers
–personal enrichment
–more interesting job
–greater convenience
–greater possibility of advancement
–increasing refusals due to family/spousal
concerns
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