PERSONNEL PSYCHOLOGY

CBCS
B.A (H) PSYCHOLOGY, SEMESTER 5

NEED ANALYSIS AND

SUPERVISORY TRAINING
Presented by :
1. Zobia Rehman Khan
2. Farheen Kamal
3. Ummul Fatima
4. Rija Qureshi
5. Sharika Baqual
6. Sarah Zaheer

SUBMITTED TO : DR.SAMINA BANO MA’AM

Supervisory Training
1. Analyzing supervisor’s job.
2. Analyzing problems.
3. Asking the supervisors themselves.
4. Asking subordinates.
6 Testing knowledge and skills.
7. Using advisory committee.
 NEED ANALYSIS
It involves the identification and evaluation of needs in organization for
the purpose of improving employee performance.

Assessment Centre Method :

Standardized evaluation of behavior
First introduced during WW II
In India, it was introduced in 1975
Case

Important areas highlighted :

1 Professionalism
2 Relationship and communication
3 Accountability
4Diversity
5 Self care
Managerial Development
Any attempt to improve current or future
management performance by impacting
knowledge , sharing knowledge , changing
attitude or inheriting skills .
MANAGEMENT DEVELOPMENT
PROCESS CONSISTS OF:
 Assessing the companies strategic
needs(to fill executive openings or to boost
competition).
 Appraising managers current
competitiveness performance.
 Developing the managers and the future
manager.
 SUCCESSION PLANNING
Succession planning refers to the process
through which senior level openings are
planned for and eventually filled.
SUCCESSI The primary need for succession planning in
the current day corporate world is to maintain
ON continuity and stability.

PLANNING CHARACTERISTICS OF GOOD PLANNING :

(1) Able to deliver the ideal candidate for the
role.

(2) Attainable.

(3) Planned in advance.

 ON THE JOB TRAINING METHODS.

1. COACHING - The trainee works directly with a senior

manager or with the person he/she is to replace;
the latter is responsible for the trainee’s coaching.
2. ACTION LEARNING - This gives managers and others
released time to work analyzing and solving
problems full time in departments other than their
own.
3. JOB ROTATION – It involves moving a trainee from
department to department to broaden his/her
experience and identify strong and weak points.
OFF THE JOB TRAINING
METHODS
On the job training methods have their own
limitations, and in order to have the overall
development of employee’s off-the-job
training can also be imparted. The methods
of training which are adopted for the
development of employees away from the
field of the job are known as off-the-job
methods.
 The Case Study
Case Study method presents a trainee with a written description of an
organization problem. The trainee is given an opportunity to analyze
the case and come out with all possible solutions. This method can
enhance analytic and critical thinking of an employee. Discussion of a
case is generally in groups . Each member is asked to present his
analysis , suggest alternative solutions and offer comments.
This method has been developed by Harvard Business School of the
USA.
 Management Games
Learning should be enjoyable and
listening to a person talk is one of
many methods of learning.
However, it is less suitable for
people who prefer a more
practical, active approach.
Management games help
make learning interactive,
enjoyable and realistic
with key learning points to
take back to the
workplace.
 A game simulates 'real life'
conditions of what the training is
trying to communicate
 It is enjoyable with lots of
learning in a short space of time
 It generates interest in the
subject and is rich in
experiential learning
 The game allows participants to
easily interact, socialise, and
network with others
THROW THE PEG
OUTSIDE SEMINARS
To convey specific information, rules, procedures
and methods outside seminars are conducted.
Different types of rules and methods and current
methods are taught to them through the seminars.
TRAINING IN THE FORM OF : Seminars and
Conferences.
Advantages :
High productivity, minimize errors, economical, no
disturbance.
 UNIVERISTY RELATED PROGRAMS
 Training of Senior level
Employees

 --Many universities provide

executive education and
continuing education programs in
leadership, supervision, and the
like.

 --Range :-
 1- to 4-day programs 
 Executive development programs
lasting 1 to 4 months.

 -- Students are experienced

managers from around the world.
It uses cases and lectures to
provide them with the latest
management skills.
HASBRO A N D TU C K B U SI N ES S S C H O O L
 Tuck's Advanced Management Program

The Tuck  Advanced Program duration : 2 weeks

Management Program is
designed specifically for senior
executives in roles that have
strategic implications  complex global
The program targets those senior
executives who are comfortable
with what they know about the
business basics, but are seeking
more advanced thinking about
their most challenging business
problems
Skills focused on : Strategy,
Innovation, Leadership across
organizations, developing a new
organizational culture, ensuring a
successful rollout of a new innovation,
expanding into new global markets,
meeting financial goals, or driving an
effective competitive strategy.
Hybrid open-enrollment program and a
custom engagement for particular
business organizations. 
BEHAVIOURAL MODELLING
A training technique in which trainees are
first shown good management techniques in
a film and then asked to play roles in a
simulated situation, and are then given
feedback and praise by their supervisor.

MODELLING ROLEPLAY REINFORCEMENT

TRANSFER OF
TRAINING
CORPORATE UNIVERSITIES
 Corporate universities were first created in the late 1980s as
an enhancement to traditional training departments. This new
approach was designed to align the training arm of
companies with the organizations’ vision and strategy.
 Corporate Universities are also known as ‘in-house
development centres’. They offer a course to support the
employer’s management development needs.
 The primary goal of a corporate university is to provide the
infrastructure for management training and leadership
development.
Corporate Universities
(HAMBURGEROLOGY)
 ROLE PLAY
 Aim of the role play is to create a realistic situation and then
have trainees assume the parts(or roles)of specific persons
in that situation.
 When combined with general instructions and other roles,
role playing can trigger spirted discussion among the role
players/trainers.
 The aim is to develop trainees skills in areas like leadership
and delegating .
 Role playing may also train someone to be more aware of
sensitive to other feelings.
Executive Coaches
An executive coach is an outside consultant who
questions the executive’s boss, peers, subordinates,
and (sometimes) family in order to identify the
executive’s strength and weaknesses, and to counsel
the executive so he or she can capitalize on those
strengths and overcome the weaknesses.

Many firms retain executive coaches to develop

their top manager’s effectiveness.
THANK YOU.
WE HOPE YOU ENJOYED AND UNDERSTOOD THE
CONCEPT WELL.