is the process where people acquire capabilities to aid in the achievement of organizational goals.

is the planned introduction of new employees to their jobs, co-workers and the organization.

Skills needed to perform one's job effectively.

The use of technology to share with other employees.

The global market is quality competitive

Integral Instructional Processes

determine the need for training and specify the training objectives and the training efforts.

the specific source of information and operational measures or an organization level needs analysis, which include the following:

- the job description and the job specifications provide information on the performance expected and the skills necessary for employees to accomplish the required work.

- The use of performance appraisal data in making this individual analysis is the most common approach. A (performance review) reveals the employee's inadequacy to perform certain types of tasks and this will reveal what necessary training is needed to correct the weaknesses.

Itis the employee's belief that he can successfully learn content of the training

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.

- 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.

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

It represent the level of how well the trainees have leamed 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.

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 observer performance as a gauge to effectiveness of training.

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

refers to formal education, job experiences, relationships, and assessments of personality and abilities that employees prepare for the future Development can be thought of as the growing capabilities that go beyond the required by the current lo

- Employees are sent to assessment centers to take examination covering personality tests, communication skills, personal inventory assessments, benchmarking and other examinations. 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.

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

-Performance appraisal that measures the employee’s 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.

- The planned activities that could be developed within the company or while the employee is at work are those activities that will hance employees' potential to assume other jobs that the company needs in its seration.

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

- 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

- 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.

- 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

- 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

- 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

- the company sends the employee to formal seminars workshops and other training programs offered by training consultants and agencies.

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

- This is a classroom type of training techniques that provide a medium through the application of management behavior concepts and analysis. Cases are either through the use of multimedia 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.

-Roleplaying 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.

- 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.