Strategy for Human Resource Management Lecture 17 HRM 765.

Strategy for Human Resource Management

Lecture 17

HRM 765

Last Lecture

• Socialization, training and development• Stages of orientation and socialization.

– Pre-arrival---encounter stage-----Metamorphosis stage.

• The Purpose of New-Employee Orientation• The CEO’s Role in Orientation • The HR manager’s Role in Orientation • Employee Training

– Indicators of need for more training– Determining Training Needs– On-the-job training methods– Off-the-job training methods

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Topic

Socializing, Orienting, and Developing Employees


Learning Outcomes

• Discuss the term organizational development and the role of the change agent.

• Explain the term learning organization.• Describe the methods and criteria involved in

evaluating training programs.• Explain issues critical to international training

and development.


Employee Development• Employee development is a joint, on-

going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities.

• Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done..


Employee DevelopmentEmployee development methods

– Job rotation involves moving employees to various positions in the organization to expand their skills, knowledge and abilities.

– Assistant-to positions allow employees with potential to work under and be coached by successful managers.


Employee DevelopmentEmployee development methods

– Committee assignments provide opportunities for:

• decision-making• learning by watching others• becoming more familiar with organizational

members and problems

– Lecture courses and seminars benefit from today’s technology and are often offered in a distance learning format.


Employee Development

Employee development methods– Simulations include case studies, decision

games and role plays and are intended to improve decision-making.

– Outdoor training typically involves challenges which teach trainees the importance of teamwork.


Organization Development

• What is change?

• OD efforts support changes that are usually made in four areas: – The organization’s systems– Technology– Processes – People



• Two metaphors clarify the change process. – The calm waters metaphor describes

unfreezing the status quo, change to a new state, and refreezing to ensure that the change is permanent.

– The white-water rapids metaphor recognizes today’s business environment which is less stable and not as predictable.


Change Process



OD Methods

• Organizational development facilitates long-term organization-wide changes.

• OD techniques include:– survey feedback– process consultation– team building– intergroup development


Organization Development• Survey feedback assesses

organizational members’ perceptions and attitudes.

• The summarized data are used to identify problems and clarify issues so that commitments to action can be made.


Organization Development• Process consultation uses

outside consultants to help organizational members perceive, understand, and act upon process events.


Organization Development• Team building may include:

– goal setting– development of interpersonal

relationships– clarification of roles

• Team building attempts to increase trust, openness, and team functioning.


Organization DevelopmentThe Learning Organization • Values continued learning and

believes a competitive advantage can be gained from it.

• Characterized by: – capacity to continuously adapt – employees continually acquire and share

new knowledge – collaboration across functional

specialties – teams are an important feature


Evaluating Training and Development Effectiveness

Evaluating Training Programs: • Typically, employee and manager opinions are

used, – These opinions or reactions are not necessarily valid

measures– Influenced by things like difficulty, entertainment value

or personality of the instructor.

• Performance-based measures (benefits gained) are better indicators of training’s cost-effectiveness.



Performance-Based Evaluation Measures – Post-training performance method.

Employees’ on-the-job performance is assessed after training.

– Pre-post-training performance method . Employee’s job performance is assessed both before and after training, to determine whether a change has taken place.



Performance-Based Evaluation Measures • Pre-post-training performance with

control group method. – Compares the pre-post-training results of the

trained group with the concurrent job performance of a control group, which does not undergo instruction.

– Used to control for factors other than training which may affect job performance.


International Training and Development Issues

Cross-Cultural Training • Necessary for expatriate

managers and their families:– before assignments (to learn

language and culture)– during, and after foreign

assignments (to adjust to changes back home).



• Cross-cultural training is more than language training

• Involves learning about the culture’s:– History– Politics– Economy– Religion– Social climate– Business practices

• May involve role playing, simulations.



Development • Often, organizations do not do a good job of

planning for the return of overseas managers.

• Leads to the managers’ being frustrated

• Returning expatriates can:– be assigned a domestic position– prepare for a new overseas assignment– retire or be terminated


Summary • Employee Development• What is change and the Change Process• OD techniques include:

– survey feedback– process consultation– team building– intergroup development

• The Learning Organization

• Evaluating Training Programs• Cross-Cultural Training

• International Training and Development Issues


Strategy for Human Resource Management Lecture 17 HRM 765.

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