HRM- CHAPTER 5

64問 • 1年前

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is the process where people acquire capabilities to aid in the achievement of organizational goals. It is a planned effort of the company to facilitate learning on the job-related competencies. These competencies include knowledge, skills or behavior that are critical for successful job performance. The goal of it is for employees to master the knowledge, skills and behaviors emphasized in training programs and to apply them in day-to-day activities

TRAINING

It is the planned introduction of new employees to their jobs, co-workers and the organization. The employees need to know the company policies, rules and regulations and the company direction in order to adapt to the new working environment.

ORIENTATION

These cover reporting for work time in, time out policies related to employee discipline and behavior while at work and other important company regulations.

COMPANY POLICIES, RULES AND REGULATION

From the perspective of the employers and the employees, the orientation process has the following purposes;

PRODUCTIVITY ENHANCEMENT, TURNOVER REDUCTION, ORGANIZATION EFFECTIVENESS, FAVORABLE EMPLOYEE IMPRESSION AND EMPLOYEE INTERPERSONAL ACCEPTANCE

Both the employer and employee want to start right and become productive as soon as possible.

PRODUCTIVITY ENHANCEMENT

Employees with effective orientation programs tend to stay longer with the company. Fast employee's turnover rate affects productivity and efficiency.

TURNOVER REDUCTION

Well-oriented employees can immediately contribute to the goals and objectives of the organization

ORGANIZATION EFFECTIVENESS

A good orientation program creates a favorable impression of the organization and its work.

FAVORABLE EMPLOYEE IMPRESSION

It tries to ease the employee's entry in the work group. Employees often of concerned about meeting new people in the work force.

EMPLOYEE INTERPERSONAL ACCEPTANCE

The development of intellectual capital includes the following:

BASIC SKILLS, ADVANCED SKILLS AND UNDERSTANDING OF THE CUSTOMER NEEDS

skills needed to perform one's job effectively.

BASIC SKILLS

The use of technology to share with other employees.

ADVANCED SKILLS

The global market is quality competitive

UNDERSTANDING OF THE CUSTOMER NEEDS

The following steps are integral instructional processes:

CONDUCTING NEEDS ASSESSMENT, ENSURING EMPLOYEE'S READINESS FOR TRAINING, CREATING THE LEARNING ENVIRONMENT, ENSURING TRANSFER OF TRAINING, SELECTING TRAINING METHODS AND EVALUATING TRAINING PROGRAMS

Training is designed to help the organization accomplish its objective. Planners determine the need for training and specify the training objectives and the training efforts. An important part of the company's strategic human resource planning is the identification of the knowledge, skills, abilities that will be needed by the employees in the future as both jobs and the organization change. Both internal and external forces that will influence training must be considered when doing organizational analysis. The problem posed by the technical obsolescence of current employees and an insufficiently educated labor pool from which to draw new workers should be confronted before those training needs become critical.

ASSESSMENT PHASE

3 analysis in Assessment phase

ORGANIZATIONAL ANALYSIS, TASK ANALYSIS AND INDIVIDUAL ANALYSIS

the specific source of information and operational measures or an organization level needs analysis, which include the following: Grievances Accident record Observations Exit interview Customer's complaints Equipment utilization and breakdown Material wastage, scraps, and quality control data Training committee, observation and need assessment data

ORGANIZATIONAL ANALYSIS

the job description and the job specifications provide information on the performance expected and the skills necessary for employees to accomplish the required work. Changes in the work environment due to the introduction of new technology or machinery require changes in the task requirements of the position.

TASK ANALYSIS

The use of performance appraisal data in making this kind of analysis is the most common approach. A performance review reveals the employee's inadequacy to perform certain types of task and this will reveal what necessary training is needed to correct the weaknesses. An employee's potential may mean further training to assume a higher position in the future

INDIVIDUAL ANALYSIS

The employees must set a positive tone for training. That attitude toward training must be cultivated and made an integral requirement before the employee sets foot in the training room.

EMPLOYEES READINESS FOR TRAINING

The following factors influence the motivation to learn:

SELF-EFFICACY, UNDERSTANDING THE BENEFITS OR CONSEQUENCES OF TRAINING, AWARENESS OF TRAINING NEEDS, CAREER INTEREST AND GOALS, AND BASIC SKILLS

It is the employee's belief that he can successfully learn the content of the training. The employee must understand that the training is for his advantage and learning gain could be an asset for the future advancement

SELF-EFFICACY

The employee must understand that the training is related to his job, personal and career benefits as it may include process or procedures to make his work easier and is needed due to change in work technology.

UNDERSTANDING THE BENEFITS OR CONSEQUENCES OF TRAINING

The employee must be given the choice of what training program he would like to attend. This should be related to his needs, career interest and personal goals in the organization as discussed with his immediate superior.

AWARENESS OF TRAINING NEEDS, CAREER INTEREST AND GOALS

This refers to the degree of the employee's desire to learn the cognitive ability, reading and writing skills and other technology changes necessary in the work environment.

BASIC SKILLS

Learning involves a permanent change in behavior. For employees to acquire knowledge and skills in the training program and apply the information in their job, the training program needs to include specific learning principles.

THE LEARNING ENVIRONMENT

They must understand why they have to attend the training program. The objective and purpose must be made clear to the employees.

EMPLOYEES NEED TO KNOW WHY THEY SHOULD LEARN

Training could be meaningful if it is linked to their current job experiences and tasks. The lessons should be presented on the level of employees' understanding.

EMPLOYEES NEED TO USE THEIR OWN EXPERIENCES AS BASES FOR LEARNING

The opportunity to practice the learning should be provided in the program. Practice makes perfect as the saying goes.

EMPLOYEES NEED TO HAVE THE OPPORTUNITY TO PRACTICE

The employees need to know how they are meeting the training objectives. Feedback should focus on specific behavior and should be immediately communicated to the employee.

EMPLOYEES NEED FEEDBACK

Community of practice refers to a group of employees who work together to learn from each other and develop a common understanding on how to get the work done

EMPLOYEES LEARN BY OBSERVING AND INTERACTING WITH OTHERS

Coordination is the most important aspect of training administration. It means coordinating activities before, during and after the program.

EMPLOYEES NEED TRAINING PROGRAMS TO BE PROPERLY COORDINATED AND ARRANGED

It is the practical application of what was learned in the program. Immediate supervisors and peers support opportunity to practice what was learned the technology in the work area and self-management skills influence the climate of transfer. The environment is the laboratory for the transfer of learning.

TRANSFER OF TRAINING

A number of different methods can be used to help employees acquire new knowledge, skills and behavior. Technology has a major impact on the delivery of training programs. New technology allows trainees to see, feel and hear how equipment and other persons respond to their behavior. The multimedia has greatly changed the training landscape and training now could be less costly

SELECTING THE TRAINING METHODS

It is the passive receipt of information that includes the traditional instructions, distance learning and audiovisual techniques. These are ideal for presenting new facts, information, different philosophies and alternative solutions or processes.

PRESENTATION METHOD

refers to the training method that require on-the- job training, simulation, business games, case studies, behavior modeling, interactive videos and web-based training.

HANDS-ON TRAINING

It helps trainees share ideas and experiences, build group or team identity, understand the dynamics of interpersonal relationship and get to know their own strengths and weaknesses and those of their co-workers. Various training techniques are available to improve work-group or team performance to establish new teams and to improve interactions among different teams. All involve examinations of feelings, perceptions and beliefs about the function of the team. This develops discussions and development of plans to apply what was learned that will improve team performance on the job.

GROUP BUILDING METHOD

Evaluation of training compares the post-training results to the objectives expected by the management, trainers and the trainees. Training is often done without any thought of measuring, evaluating and seeing how well it works after. Training is both time-consuming and costly and therefore evaluation must be done. Training assessment will measure the benefits derived from the activity. What the employees learn is directly related to what they earn; hence, evaluation of training is put into practice.

EVALUATING TRAINING PROGRAMS

It represent the level of how well the trainees have learned facts, ideas, concepts, theories and attitudes. Tests on training materials are commonly used for evaluating learning and can be given before and after training to compare results.

LEARNING

There must be a change in the work attitude and behavior of the trainee after the training. Observable behavior must be measured in terms of work improvement, increased work output, and work effectiveness. The trainee must be able to display a better look at the work environment and increased productivity must be observed. Management should observe performance as a gauge to effectiveness of training

BEHAVIOR

Employer evaluate results by measuring effects of training on the achievement of organizational objectives. Because results such as productivity, turnover, quality, time, sales volume, and cost are relatively concrete, comparing records before and after the training can do the evaluation.

RESULTS

Five steps to a meaningful evaluation:

DETERMINE WHAT TO MEASURE, ESTABLISH BASELINE, ISOLATE VARIABLES, MEASURE ATTITUDE AND MEASURE PERFORMANCE

Decide before you begin training what you want to change. The number of customer complaints? The rate of scrap? The number of employee grievances? The number of quality defects?

DETERMINE WHAT TO MEASURE

Make sure you know the level of performance before training begins. This allows you to make a legitimate comparison to determine training effects.

ESTABLISH THE BASE LINE

One variable is the Hawthorne Effect, named after a General Electric plant that was studied in landmark performance experiment several years ago. The effect: Employees improved their performance simply because of the attention of the research study not because of any changes in their working condition.

ISOLATE VARIABLES

This goes back to the problem of measuring initial reactions, but it is valuable in the overall evaluation. Did the trainees like the training? Did they think it was valuable? Often, they can

MEASURE ATTITUDE

Go back to your base line and see what the results of the training are in terms of the criteria you have established. Track performance over a long period of time so you can be sure the improvement is established.

MEASURE PERFORMANCE

It refers to formal education, job experiences, relationships, and assessments of personality and abilities that employees prepare for the future.

DEVELOPMENT

The center is manned by a group of teams that assesses the individual potential for leadership and other capabilities or qualities that may be used by the organization in its future operations.

ASSESSMENT CENTERS

Pencil and paper tests have been used for years to determine employees' development potentials and needs. Intelligence tests, verbal and mechanical reasoning tests can furnish useful information about factors of motivation, reasoning, abilities, leadership styles, interpersonal response traits and job preferences

PSYCHOLOGICAL TESTING

It measures the employees' potential when done properly could be a good source of development information. Observable and measurable output, attitude and behavior, data on productivity, employee relations, job knowledge and leadership behavior are important source of employee information. These are usually available in the personnel file.

PERFORMANCE APPRAISAL

The planned activities that could be developed within the company or while the employee is at work are those activities that will enhance employees' potential to assume other jobs that the company needs in its operation. It is imperative that managers and supervisors plan coordinate development efforts so that the desired developments actually occur.

IN-HOUSE OR ON COMPANY SITE

The immediate supervisor coaches he subordinate employee in performing certain functions that are necessary for its advancement. It combines observations and suggestions. This is best when involves good relationships.

MANAGEMENT COACHING

Assigning promising employees to important committees can give the employees a broadening exercise and can help them to understand the personalities, issues and processes governing the organization.

COMMITTEE ASSIGNMENTS

this is the process of shifting employees from one job to another. A substantial managerial time is needed when trainees change positions. The trainees must be acquainted with different people and techniques in each new unit.

JOB ROTATION

This is the assignment of an assistant to the position who works directly under the manager. He is given the opportunity to deal with challenging and interesting tasks. Studies and other tasks are assigned for analysis before they are given to the head for final implementation.

ASSISTANT TO THE POSITION

refers to adding challenges or new responsibilities to the employee's current job. This could include such activities as special projects assignments, switching roles within a work team or research activities

JOB ENLARGEMENT

Employees can also develop skills and increase their knowledge about the company and its operation by interacting with more experienced organization members. Mentoring helps new members bring together successful senior employees with less experienced members.

MENTORING

This technique can be effective because the individuals are given the opportunity to get away from the job and concentrate solely on what is to be learned. These interventions are usually held outside at the company's expense and will serve as a break from the office monotony

ON-SITE OR OUTSIDE DEVELOPMENT INTERVENTION

the company sends the employee to formal seminars, workshops and other training programs offered by training consultants and agencies. Some companies send their employee to take advanced studies in the graduate programs in exclusive schools or take courses in foreign countries.

FORMAL EDUCATION

These organizational interventions are usually conducted away from work about three to four days. The employees are organized into team and solve common problems related to relationships. The focus is on human relation issues and poor team-work.

TEAM BUILDING

This is a classroom type of training techniques that provides a medium through the application of management behavior concepts and analysis. Cases are either through the use of multi-media or case problems that are developed similar to those existing in the work environment. Group case analysis and presentations are made and discussions facilitate the learning experience.

CASE STUDIES

is a development technique requiring the trainee to assumes a role in a given situation and act the behavior associated with it. The facilitators provide the script and the group evaluate the performance. The other participants provide comments and suggestions after each performance.

ROLE PLAYING

These are business games developed by human resource experts that require the participants to analyze a situation and decide the best course of action based to the given data

SIMULATION

VITMOLOGY-PPT2

Anndrea S. Galupo · 22問 · 1年前

VITMOLOGY-PPT2