Professional Documents
Culture Documents
DEVELOPMENT
BY BABASAB PATIL
Development:
Development Managers Current and future job Total personality Ongoing and continuous Scope is on entire group Meet future requirement General knowledge Proactive process, which is result of internal motivation
Job Experience
Classroom Concepts
General Concepts Broad Perspective
Specific Tasks
Narrow Perspective
Oriented towards to individual needs and organizational needs o Aimed towards management people Enable to carry out functions like problem solving, decision making etc
Training allows the employee to learn a specific skill, such as plumbing or carpentry. This in turn, minimizes the amount of time needed to perform the task & costs the employer less money. Education teaches multiple skills to the employee. This helps the employee learn new & more efficient & productive. It also gives the employee new grounds to find a better position &/or get a larger earning. Development provides knowledge and understanding that will enable people to carry out non technical organizational functions
Workplace Literacy
Orientation
Saves time & money Communications improve Work relationships become stronger
This helps save time and money due to the less rework and scrap that may normally happen otherwise.
Communications in the work place are strengthened & the work relationships grow, causing more productivity in the work place.
NEW-EMPLOYEE ORIENTATION
Reduces time to learn job Increases productiveness All share a common goal Can help increase team-work Meet the needs of organizations
It is said that it would take the average person six to twelve months to learn their job, but due to orientations this has dropped to less then two months. This also helps with its increases the employees productivity by being able to concentrate more on the job instead of where they stand in the origination. With most orientations sharing a common goal based off of loyal and hard working employees, they are also used to help team-based working skills & helping meet the needs of the organizations
By expanding the employees skills & knowledge of their job &/or job functions can be done through Retraining and Cross-Training programs. This could increase job satisfactions and increase job performances as well.
In simple terms, Training and Development refer to the imparting of specific skills, abilities and knowledge to an employee.
FEATURES OF TRAINING
Increases knowledge and skills for doing a particular job; it bridges the gap between job needs and employee skills, knowledge and behaviors. Focuses attention on the current job, it is job specific and addresses particular performance deficits or problems Concentrates on individual employees; changing what employees know, how they work, their attitudes toward their work or their interactions with their co-workers or supervisors.
FEATURES OF TRAINING
Continued.. Tends to be more narrowly focused and oriented toward short term performance concerns.
More clearly, training and development may be understood as any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge.
THE NEED FOR TRAINING AND DEVELOPMENT IS DETERMINED BY THE EMPLOYEES PERFORMANCE DEFICIENCY, COMPUTED AS FOLLOWS:
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Determine training needs Identify training objectives Implementation Select training methods Conduct training Evaluation Compare training outcomes with criteria
Training at the job site is training the trainee at the location where the tasks will be performed. Advantages: Realism, transfer of training, less time loss from work
Off-the-job-site Training is training the trainee anywhere else other then where the tasks will be performed. Advantages: more methods can be used, no disruption of operation
Can any one say a disadvantage for either one?
Job Instruction - a learning method that uses the four steps of tell, show, do, & review. Vestibule - Training done adjacent to the actual work area with the same equipment & tools. Job Rotation - training done by cycling through a variety of jobs or positions Apprenticeship - Lengthy training in a skill or trade that involves a combination of supervised on-thejob work & classroom instruction Mentoring - a formal or informal relationship in which a more experienced worker helps a less experienced worker develop job-&-career-related skills.
OFF-THE-JOB-SITE TRAINING
Non-technology Methods
Lectures Role Playing Behavior Modeling Sensitivity Training Case Studies
Lectures - not the best method to use but can improve just by getting the trainees involved by asking questions. Role Playing - a training method in which the learner practices new ways of interacting. Behavior Modeling - a training method in which the learner watches someone doing an action & then tries to repeat that action. Sensitivity Training - experiential learning of emotional skills & behaviors.
Case Studies - learning on an in-depth analysis of a particular person or situation. Conference Training - a method that involves a group discussion about a specific topic, led by someone with knowledge of that topic
Technology-Based Methods
Audiovisual Training Simulation Training
Business Games
Audiovisual Training - the use of multimedia in training presentations. Simulation Training - learning based on practicing skills in a replica of the work situation. Business Games - are uniquely adapted for teaching cognitive skills, such as problem solving, & showing how the parts of an organization interact.
JOB EVALUATION-DEFINITION
Job
evaluation is the process of analyzing and appraising the content of jobs , set in the family of other jobs, so as to put them in a suitably evolved rank-order which can then be utilized for installation of an acceptable wage structure in an organization. It tries to assess jobs , not people. The standards of job evaluation are relative and not absolute. Job evaluations are carried out by groups , not by individuals. Some degree of subjectivity is always present in job evaluation. Job evaluation does not fix pay scales , but merely provides a basis for evaluating a rational wage structure.
offers a systematic procedure for determining the relative worth of jobs. An equitable wage structure is a natural outcome of job evaluation. Helps resolve wage related grievances. It links the pay with the requirements of the job. It points out possibilities of more appropriate use of the plants labor force by indicating jobs that need more or less skilled workers than those who are manning these jobs currently.