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Human Resource Human Resource DevelopmentDevelopment
PHR 18% - SPHR 19%PHR 18% - SPHR 19%
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Training andDevelopment in the
Organization
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Training & Development
Every organization, regardless of size, needs to have well-trained employees who are prepared to perform their jobs.
What is the difference between Training & Education?
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Explicit & Tacit Knowledge
In the design of training and education programs, it is useful to distinguish two kinds of knowledge:
Explicit knowledge
Tacit knowledge
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Need for TrainingA need for continual retraining of experienced
workers to perform new and changed jobs.
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Strategic Alignment of Training and Development
Training is a strategic human resource activity because it plays a large part in determining the effectiveness and efficiency of an organization.
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What do successful training & development programs achieve?
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Tra
inin
g &
Dev
elo
pm
ent
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Strategic Training Issues
1. Why should an organization sponsor a training & dev program?
2. What types of training & dev should be offered?
3. Who will be trained?
4. Who will supply the training & dev?
5. How is training evaluated?
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Discussion Question:
How do training and development interact with other human resource management functions?
What is the strategic purpose of training and development?
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Funding the Training Function
What are the three most common ways in which
training is funded?
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Cost/Benefit Analysis
Benefits should be evaluated according to how well the training:
increased productivity
reduced errors
improved safety
reduced operating costs
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Cost per Trainee
Cost per Trainee = Total Costs of TrainingNumber of Trainees
Example: A training program with 20 participants that costs the company $40,000 would have a per trainee cost of $2,000.
= $2,000 $40,00020
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Training’s Return on Investment
Annual report on training serves two purposes:
1. Justifies the training function by showing the value of training to the bottom line.
2. Helps training department assess itself internally and make adjustments.
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Compare outcomes
against criteria
Monitor training
Conducttraining
Select training methods
Pretest trainees
Develop criteria
Identify training
Assess needs &
resources
Feedback
Assessment Phase
Training & Dev Phase
Evaluation Phase
Systems Model of Training
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A Assessment
D Design
D Development
I Implementation
E Evaluation
The ADDIE Model of Training
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Discussion Question:
Since organizational effectiveness indices, such as labor costs, production efficiency, turnover, and absenteeism, can be influenced by so many different forces, how can they be used to indicate a training need?
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Training Needs Analysis
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Organizational Analysis
Examines the kinds of problems an organization is experiencing and where they are located.
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Task Analysis
Helps to identify the training objectives and indicates what will be the criteria for judging the effectiveness of training.
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Individual Analysis
Examine how well individual employees are performing
their jobs.
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Assessing Training Needs
What methods are used to assess training needs?
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Principles of Trainingand Development
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Learning Theories
Classical Conditioning
Operant Conditioning
Social Cognitive Theory
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Classical Conditioning
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Operant Conditioning
Operant conditioning focuses strictly on observable behavior rather than on motives,
feelings, and other internal processes.
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Reward Schedules
The timing of the reinforcement: how often the correct response
is reinforced.
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Social Cognitive Theory
Behavior is influenced by the consequences of the behavior.
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Discussion Question:
What are the major differences between operant conditioning and social cognitive theory in describing the learning process?
How are these theories similar?
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Andragogy-Adult Learning Theory
How does Andragogy relate to training?
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Principles of Learning
How does knowing learning principles help with
training?
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Discussion Question:
What are the conditions that explain whether a positive or negative transfer of training will result?
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Learned Response
Similar Different
Large Positive Transfer
+
Large Negative Transfer
–
Small Positive Transfer
+
No Transfer
0
Sti
mu
lus
En
viro
nm
en
ts
Transfer of Training
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Plateau
High
Low1 NTrials
Negatively Accelerating
High
Low1 NTrials
Plateau
High
Low1 NTrials
S-Shaped
High
Low1 NTrials
Positively Accelerating
Per
cent
of C
orre
ct
Res
pons
esP
erce
nt o
f Cor
rect
R
espo
nses
Per
cent
of C
orre
ct
Res
pons
esP
erce
nt o
f Cor
rect
R
espo
nses
Learning Curves
Used to analyzing the rate of learning
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Learning Styles
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Levels of Learning
1. Knowledge
2. Comprehension
3. Application
4. Analysis
5. Synthesis
6. Evaluation
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FUNNEL INVERTED FUNNEL
HOURGLASS TUNNEL
Broad Concepts Specific Situations Broad Concepts Uniform Presentation
Deductive Reasoning
Inductive Reasoning
Specific Situations
Specific Situations
Example: Management
training
Broad Concepts
Example: Learning new
software
Broad Concept
Example: Learning to write a business plan
Step-by-Step Instruction
Example: Learning to drive
Learning Strategies
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Training & DevelopmentTechniques
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Behavioral Objectives
Translate the training needs into behavioral objectives.
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S Specific
M Measurable
A Action-oriented
R Realistic
T Timely
Writing Behavioral Objectives
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Training Methods and Processes
What is required to teach the following?
Motor responses
Rote learning
Idea learning
Value internalization
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On-the-job Training Methods
job-instruction training
apprenticeships
internships & assistantships
job rotation & cross training
action learning
coaching and counseling
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independent study
corporate universities
vestibule training
lecture
case studies
role playing
simulations
programmed group exercises
television & films
asynchronous learning networks
computer-based training
teletraining or e-learning
mobile learning & social media
Off-the job Training Methods
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On-the-job vs. Off-the-job Training
What are the advantages of on-the-job training?
What are the advantages and disadvantages of off-the-job training?
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Presenting theTraining: Delivery
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Discussion Question:
What are the advantages and disadvantages of on-site versus off-site training?
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Facilities Planning
The effectiveness of a training program is enhanced if the training environment is conducive to the training methods and content.
Which seating arrangements are best suited for whish kinds of training programs?
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Training Materials
What copyright restrictions should trainers be aware of when
selection training materials?
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Evaluation of Training Effectiveness
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Discussion Question:
Suppose a training program had a significant influence on the behavior of the trainees but did not influence the results of the organization, such as profitability, productivity, or costs.
What went wrong?
Does this mean that the training was ineffective?
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Criteria for Evaluating Training
The criteria for evaluating a training program should be determined by the training objectives.
What four criteria can be used to evaluate training programs?
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Sources of Data
A large variety of different variables can be used to evaluate training effectiveness.
What are these various sources of data?
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What are the advantages & disadvantages of each research design?
1.Post-test–only design (case study)
2.Pretest–post-test comparison
3.Pretest–post-test control group design
4.Post-test–only control group design
5.Solomon four-group design
6.Time-series design
7.Separate sample pretest–post-test control group design
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Talent Management Programs
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Talent Management
An integrated series of activities that include recruiting, selecting, motivating, training,
promoting, and retaining people.
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Socialization
Molding the attitudes and behaviors of people to socially acceptable standards.
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Balance in Socialization
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Role Transition Process
Separation: Moving out of former role & seeing oneself differently; realizing that it is time to move on.
Initiation: Testing the “new comers” to see if they have what it takes to succeed.
Assimilation: Molding the expectations of new associates; fitting in & becoming part of group.
Reality shock
Anticipatory Socialization
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Orientation Training
In designing an orientation program, trainers should decide what
information is needed right now by new employees.
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Effective Orientation Training Program
1. Begin with most relevant information.
2. Sponsors/mentors to help new employees learn the ropes.
3. Gradually introduce employees to members of work group.
4. Space orientation over a period of time rather than one long session.
5. Provide both oral and written information.
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Employee Development
literacy training
mentoring
attitude change
personality adjustments
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Career Planning & Development
Career development programs help people continue to grow and
develop after they begin their employment.
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Management Development Programs
Potential for Promotion
Low Medium High
Over-achiever
Futurestar
Superstar
Roleplayer
Teamplayer
Developing star
On the bubble
Under-achiever
Potential starJo
b P
erfo
rman
ce Hig
hM
ediu
mL
ow
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Training & Development Skills of Managers: Hierarchy of Management Skills
Conceptual Human Technical
Types of Skill Needed
Supervisors
Middle
Top
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Expatriate Training
Expatriate managers face special challenges.
Problems of adjustment
Cross-cultural training
Culture shock
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OSHA Mandated Training
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Sexual Harassment & Discrimination Training
Training designed to prevent harassment is part of an employer’s affirmative defense when cases go to trial.
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PerformanceManagement
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Performance Evaluation
All the human resource functions associated with evaluating & rewarding employee performance.
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Performance Criteria
What three basic types of behavior ought to be included in a performance appraisal?
What sources of data are available to reliably measure various aspects of performance?
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What to Evaluate
In deciding what to evaluate, an important issue is whether to focus on outcomes
(results) or behaviors (activities).
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Rating Errors
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A Classification Procedure Evaluating Four Dimensions
1. Quantity of work
2. Quality of work
3. Cooperativeness
4. Overall performance
Outstanding Excellent Good Fair Poor
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Ranking
To order a group of employees from highest to lowest along some dimension,
usually overall performance.
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1. Amount of work
2. Quality of work
3. Dependability
4. Judgment
5. Comprehension
6. Attitude
7. Cooperation
8. Capacity for future growth
9. Overall job accomplishment
5
5
5
5
5
5
5
5
5
4
4
4
4
4
4
4
4
4
3
3
3
3
3
3
3
3
3
2
2
2
2
2
2
2
2
2
1
1
1
1
1
1
1
1
1
5Outstanding
Top 5%
4Superior
10%
3At expected level
70%
2Below expected
10%
1Marginal level
5%
Graphic Rating Scale
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A. Job Knowledge
B. Job Knowledge
C. Job Knowledge
D. Job Knowledge
E. Job Knowledge
F. Job Knowledge
Rating Scales for Evaluating Job Knowledge
Low High
Low High / / / / / / 1 2 3 4 5 6 7
1 2 3 4 5 6 7Low High
OutstandingGoodAveragePoor
Low Below Average Average Above Average High
Knows where all items are located and price of
each item, could identify mis-marked items
Knows where most items are located and knows the prices of
several items
Knows where major items are located but does not know very
many prices
Does not know where items are located in the
store and does not know prices
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Limited foresight
Can’t deal with uncertainty
Forced-Choice Evaluation Procedure
Sometimes pompous or overly formal
Uncomfortable with people he/she doesn’t know
Incisive thinker
Experienced in chosen field
Needs supervision on most job assignments
Doesn’t provide job guidance to subordinates
Needs careful supervision
Manages own people effectively
Anticipates problems
Follows up on job as needed
Works at a slow pace
Unimaginative
Respected by most who know him/her
Technically competent
Effectively does many assignments at once
A steadying influence
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Narrative Appraisals/Essays
Used to describe an employee’s performance
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Critical Incidents
Descriptions by qualified observers of behaviors that are especially effective or ineffective.
One of the best techniques for identifying the most important dimensions of a job.
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Discussion Question:
How is MBO both a performance evaluation procedure and a philosophy of management?
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Management by Objectives
Espouses a positive, proactive way of managing rather than a reactive way.
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Types of Appraises:
Supervisor Appraisals
Peer Appraisals
Client Appraisals
Self Appraisals
Team Appraisals
Subordinate Appraisals
360-Degree Appraisals
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Linking Appraisals to Employment Decisions
The purpose of an evaluation should be to provide information for making important decisions.
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Defensible Evaluations
identify objective, job-related criteria
document performance events
communicate performance standards
use reasonable care
train evaluators
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ChangeManagement
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Constant Change
Organizations live in an ever-changing environment & their survival depends on their
ability to adapt to new demands & opportunities.
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Lasting Change
Why do most organizational change efforts fail to produce lasting change?
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Crucial Factors to Successful Change Effort
1. having a change sponsor
2. creating a shared need
3. creating a shared vision
4. mobilizing commitment
5. changing systems and structures
6. monitoring progress
7. making change last
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Driving Forces for Change Forces Resisting Change
Internal Forces Individual Resistance
1. New technology2. Changing work values3. Creation of new knowledge4. Product obsolescence5. Desire for leisure & alternative
work schedules
1. Fear of the unknown2. New learning3. Disruption of stable friendships4. Distrust of management
Environmental Forces Organizational Resistance
1. Competition2. Changes in consumer demands3. Resource availability4. Social and political changes5. International changes
1. Threat to the power structure2. Inertia of organizational
structure3. System relationships4. Sunk costs & vested interests
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Developmental Change
Transitional Change
Transformational Change
Per
form
ance
Time
Low High
Degree of complexity, cost, uncertainty, & frustrationPotential for resistance to change
Kinds of Organizational Change
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Discussion Question:
What are the major targets of organizational change and why is it important to identify the right targets?
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Most Common Targets of Change
Individual Personality
Dyad
Group
Work Teams
The Entire Organization & its Divisions
Organizational Structure
Organizational Strategy
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0% 20% 40% 60% 80% 100% 120% 140% 160%
Productivity Levels
Financial incentives
Pressure from supervisor
Intrinsic satisfaction
Physical exhaustion
Peer resistance
Mechanical difficulties
Driving Force Restraining ForceEquilibrium
Point
Kurt Lewin’s Force Field Analysis
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1. generalized goals specific objectives
2. former social ties new relationships
3. self doubt heightened self-esteem
4. external motives for change internal motive for change
Dalton’s Change Model
Change will not occur unless there is sufficient pain and tension to motivate it.
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Additional Change Theories
Education
Reinforcement
Peer Group
Inspiration of One’s Personal Example
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Action Research Model
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Discussion Question:
What is a learning organization and what are its competitive advantages?
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Learning Organizations
Organizations need to develop and acquire new skills, technologies, and products, or they may
become obsolete and lose their competitive position.
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Re-energizing a Mature Organization
What can be done to re-energize a mature organization?
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OrganizationalDevelopment Interventions
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OD Interventions
An OD intervention is a set of structured activities designed to improve some aspect
of organizational functioning.
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Interpersonal Interventions
coaching and counseling
sensitivity training
process consultation
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Group Interventions
Group diagnostic meetings
Team-building meetings
Role analysis technique
Responsibility charting
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Responsibility Chart for an Employment Office
Decisions Karen Jill Ken Bob Dick Janet
Advertise jobs R I — S — A-V
Screen applicants I R I I — A-V
Interview applicants I I R — S S
Contact references — I R — S S
Make job referrals I I — I S R
Update data files — R — — — A-V
Administer tests — I — — R S
R = Responsibility (initiates)A-V = Approval (right to veto)S = Support (put resources against)I = Inform (to be informed)
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Intergroup Interventions
Finding a common enemy
Joint activities
Rotating membership
Conflict resolution meetings
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Organizational Interventions
Survey feedback
Knowledge management programs
Structural change
Quality and performance management-TQM
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Quality & Performance Management
The purpose of TQM is to reduce errors to zero and to improve the quality of service.
What steps are taken in implementing a TQM intervention program?