7 7 Gary Dessler Human Resource Management, 8th Edition Chapter Seven Training and Developing...
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7 Gary Dessler Human Resource Management, 8th Editio Chapter Seven Training and Developing Employees © Prentice Hall, 2000
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Transcript of 7 7 Gary Dessler Human Resource Management, 8th Edition Chapter Seven Training and Developing...
77
Gary Dessler
Human Resource Management, 8th Edition
Chapter Seven
Training andDevelopingEmployees
© Prentice Hall, 2000
© Prentice Hall, 2000 Chapter 7
Behavioral Objectives
Describe the basic training process.
Explain the nature of at least five training techniques.
Discuss what management development is and why it’s important.
Describe the five on-and-off-the-job development techniques.
Explain why training evaluation is important and how it is best accomplished.
When you finish studying this chapter, you should be able to:
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© Prentice Hall, 2000 Chapter 7
The Training Process
Training refers to the methods used to give new or present employees the skills theyneed to perform their jobs.
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© Prentice Hall, 2000 Chapter 7
The Five Steps in the Training and Development Process
1. Needs Analysis
2. Instructional Design
3. Validation
4. Implementation
5. Evaluation and Follow-Up
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© Prentice Hall, 2000 Chapter 7
Legal Aspects of Training
Precautions to take include:
1. Confirm claims of skill and experience for all applicants.
2. Reduce the risks of harm by extensively training any employees who work with dangerous equipment, materials, or processes.
3. Ensure that the training includes procedures to protect third- parties’ health and safety (including that of other employees).
4. Evaluate the training activity to determine its effectiveness in reducing negligence risks.
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© Prentice Hall, 2000 Chapter 7
Training Techniques
On-the-Job TrainingApprenticeship TrainingInformal LearningJob Instruction TrainingLecturesProgrammed LearningAudiovisual TechniquesVestibule or Simulated TrainingComputer-Based TrainingTraining Via CD-ROM and the Internet
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© Prentice Hall, 2000 Chapter 7
Management Development
Management development is any attempt toimprove managerial performance by impart-ing knowledge, changing attitudes, orincreasing skills.
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© Prentice Hall, 2000 Chapter 7
Managerial On-the-Job Training Techniques
Job Rotation
Coaching/Understudy Approach
Action Learning
The Case Study Method
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© Prentice Hall, 2000 Chapter 7
Managerial Off-the Job Training and Development Techniques
Management Games
Outside Seminars
University-Related Programs
Role Playing
Behavior Modeling
In-House Development Centers
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© Prentice Hall, 2000 Chapter 7
The Behavior Modeling Procedure
1. Modeling
2. Role playing
3. Social reinforcement
4. Transfer of training
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© Prentice Hall, 2000 Chapter 7
Training Effects to Measure
Four basic categories of training outcomes can be measured:
Reaction
Learning
Behavior
Results
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