Training and Developing

Employees

Chapter 5

© 2002 Prentice Hall, Inc.

 Objectives

 Describe the basic training process.

 Discuss at least two techniques used for
assessing training needs.
 Explain the pros and cons of at least five
training techniques.
 Explain what management development is
and why it is important.
 Describe the main development
techniques.

© 2002 Prentice Hall, Inc.

 Chapter 5 Overview

 Orienting employees
 The training process
 Training techniques
 Managerial development and
training
 Evaluating the training and
development effort

© 2002 Prentice Hall, Inc.

 Orienting Employees

Employee orientation provides

new employees with the basic
background information they
need to perform their jobs
satisfactorily, such as
information about company
rules.

© 2002 Prentice Hall, Inc.

 Orienting Employees

 The new employee should feel welcome.

 The new employee should understand the
organization in a broad sense.
 The new employees should be clear about
what is expected of them in terms of work
and behavior.
 The new employee should begin the
process of becoming socialized into the
firm’s traditional ways of acting and doing
things.
© 2002 Prentice Hall, Inc.
Training

The methods
used to give
new or present
employees the
skills they need
to perform their
jobs.

© 2002 Prentice Hall, Inc.

The Five Step Training and
Development Process
 Needs analysis
 Instructional design

 Validation

 Implementation

 Evaluation and follow up

© 2002 Prentice Hall, Inc.

 Data Sources for
Operational Analysis

 Job descriptions
 Job specifications
 Performance standards
 Perform the job
 Observe job-work sample

© 2002 Prentice Hall, Inc.

 More Data Sources for
Operational Analysis
 Review literature concerning
the job.
 Ask questions about the job.
 Training committees or
conferences.
 Analysis of operating problems.
 Card sort.

© 2002 Prentice Hall, Inc.

 Training Techniques

 On-the-job training
 Apprenticeship training
 Simulated training
 Distance learning
• Teletraining
• Video conferencing distance learning
 Computer based training
 Training via CD-ROM’s and the Internet

© 2002 Prentice Hall, Inc.

 Training for Special
Purposes
 Literacy training techniques
 Values training

 Diversity training

 Training for teamwork and

empowerment

© 2002 Prentice Hall, Inc.

Managerial Development
and Training

Management development is
any attempt to improve
managerial performance by
imparting knowledge, changing
attitudes, or increasing skills.

© 2002 Prentice Hall, Inc.

Managerial Development
and Training
 Managerial on-the-job training
 Action learning
 The case study method
 Management games
 Outside seminars
 University related programs

© 2002 Prentice Hall, Inc.

Managerial Development
and Training (cont’d)

 Behavior modeling
 In-house development centers
 Organizational development
 Building learning organizations
 Organizational change

© 2002 Prentice Hall, Inc.

 Behavior Modeling

 Modeling
 Role Playing

 Social reinforcement

 Transfer of learning

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 Lewin’s Process for
Overcoming Resistance

 Unfreezing

 Moving

 Refreezing

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Evaluating the Training
and Development Effort
 Reaction

 Learning

 Behavior

 Results
© 2002 Prentice Hall, Inc.