Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 3 | Training and Development
Chapter 8
Training and Developing Employees
© 2008 Prentice Hall, Inc.
All rights reserved.
PowerPoint Presentation by Charlie Cook
The University of West Alabama
After studying this chapter, you should be able to:
1. Describe the basic training process.
2. Describe and illustrate how you would go about
identifying training requirements.
3. Explain how to distinguish between problems you can
fix with training and those you can’t.
4. Explain how to use five training techniques.
© 2008 Prentice Hall, Inc. All rights reserved.
8–2
Purpose of Orientation
Orientation Helps
New Employees
Feel
Welcome
and At Ease
Understand
the
Organization
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Know What
Is Expected
in Work and
Behavior
Begin the
Socialization
Process
8–3
The Orientation Process
Company
Organization and
Operations
Employee Benefit
Information
Personnel
Policies
Daily
Routine
© 2008 Prentice Hall, Inc. All rights reserved.
Employee
Orientation
Safety Measures
and Regulations
Facilities
Tour
8–4
Analyzing Training Needs
Training Needs
Analysis
Task Analysis:
Performance Analysis:
Assessing New Employees’
Training Needs
Assessing Current Employees’
Training Needs
© 2008 Prentice Hall, Inc. All rights reserved.
8–5
Assessing Current Employees’ Training Needs
Assessment Center
Results
Individual Diaries
Attitude Surveys
Tests
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Performance Appraisals
Methods for
Identifying
Training
Needs
Job-Related
Performance Data
Observations
Interviews
8–6
Programmed Learning
Presenting
questions, facts,
or problems to
the learner
Allowing the
person to
respond
Providing
feedback on the
accuracy of
answers
• Advantages
 Reduced training time
 Self-paced learning
 Immediate feedback
 Reduced risk of error for learner
© 2008 Prentice Hall, Inc. All rights reserved.
8–7
Distance and Internet-Based Training
Teletraining
Videoconferencing
Distance Learning
Methods
Internet-Based Training
E-Learning and
Learning Portals
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8–8
Literacy Training Techniques
Employer Responses
to Functional Illiteracy
Testing job
candidates for
basic skills
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Instituting basic
skills and literacy
programs
8–9
Management Development
Long-Term Focus
of Management
Development
Assessing the
company’s
strategic
needs
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Appraising
managers’
current
performance
Developing the
managers and
future
managers
8–10
Management Development (cont’d)
Managerial
On-the-Job
Training
Job
Rotation
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Coaching/
Understudy
Approach
Action
Learning
8–11
Managing Organizational Change
and Development
What to Change
Strategy
Culture
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Structure
Technologies
Employees
8–12
Managing Organizational Change
and Development (cont’d)
The Human
Resource Manager’s
Role
Overcoming
resistance to
change
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Organizing
and leading
organizational
change
Effectively
using
organizational
development
practices
8–13
KEY TERMS
employee orientation
training
performance management
negligent training
task analysis
performance analysis
on-the-job training
apprenticeship training
job instruction training (JIT)
programmed learning
simulated training
electronic performance support
systems (EPSS)
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job aid
management development
succession planning
job rotation
action learning
case study method
management game
role playing
outsourced learning
behavior modeling
in-house development center
organizational development
controlled experimentation
8–14