CHAP 8 • • • • Training is a program that helps employees learn specific knowledge or skills to improve performance in their current roll Development is more expansive and focuses on employee growth and future performance, rather than an immediate job role ,,,,,, People also Outsider Passage (topic): Thinking of individuals accorded the organization external is called outsider passage. Inside passage: When employees enter in the organization then thinking eternally is called inside passage. Socialization: The process of learning to behave in a way that is acceptable to society Assumptions: 1- Socialization strongly influence employee performance & organization stability. 2-New member suffer from anxiety. 3- Socialization does not occurs in vacuum. 4-Individuals adjust to new situations remarkably similar ways. socialization process (topic) Pre-arrival stage: when new employees enter in the organization with same existing perceptions & expectations is called pre-arrival stage. Encounter stage: When you enter in the organization and face difference between your expectations and actual environment is called encounter stage Metamorphosis stage: When individual decided to will remain in the organization is called metamorphosis stage. Orientation: Activities that introduce new employees to the organization and their work units Employees Training: Is a program that is designed to increase the technical skills, knowledge, efficiency, and value creation to do any specific job in a much better way. Training increases the needed skill set and helps in development of an employee as well as overall growth of the organization. Employee development: Is defined as a process where the employee with the support of his/her employer undergoes various training programs to enhance his/her skills and acquire new knowledge and skills. TRAINING METHODS (topics) On the Job training Employee training at the place of work while he or she is doing the actual 1-Job Rotation: The practice of moving employees between different tasks to promote experience and variety. 2-Apprenticeships: Combine instructions with coaching from an experienced mentor. 3-Internships: Structured program for students to gain employment experience in their area of study. Off the Job Training: occurs when employees are taken away from their place of work to be trained. 1-Classroom lectures: Training in traditional classroom setting. 2-Multimedia Learning: Videos, simulations and games are used for learning and training. 3-Vestibule Training: Using actual work tools or equipment in a training situation. • • • • • • • • • • Development method (topic) 1-Job Rotations 2-Assistant-To Position 3-Committee Assignment 4-Lecture courses Training evaluation (topic) Is a systematic process to analyze if training programs and initiatives are effective and efficient .Trainers and human resource professionals use training evaluation to assess if the employee training programs are aligned with the company's goals and objectives. Post-training Performance method: Evaluating Training Programs based on how well employees can perform their jobs after training. Pre-post training performance method: Evaluating training programs based on the difference in performance before and after training. Pre-post training performance with control group method: Evaluating Training by comparing pre and post-training results with individuals Chap 9 • CAREER an occupation undertaken for a significant period of a person's life and with opportunities for progress • Career development is the lifelong process of managing learning, work, leisure, and transitions in order to move toward a personally determined and evolving preferred future. Communicating clearly the organization’s goals and future strategies. When people know where the organization is headed, they’re better able to develop a personal plan to share in that future. ■ Creating growth opportunities. Employees should have opportunities for new, interesting, and professionally challenging work experiences. ■ Offering financial assistance. The organization should offer tuition reimbursement to help employees keep current. ■ Providing the time for employees to learn. Organizations should be generous in providing paid time off from work for off-the-job training. Additionally, workloads should not be so demanding that they preclude employees from having the time to develop new skills, abilities, and knowledge • Career Development versus Employee Development (topic) 1-Value for the Organization::::More specifically, several positive results can accrue from a well designed career development program. We’ll examine them. 2-Needed Talent Will Be Available:::Career development efforts are consistent with and a natural extension of strategic and employment planning. 3-Ability to Attract and Retain ::: Outstanding employees will always be scarce and competition to secure their services considerable. Such individuals may prefer employers who demonstrate a concern for employees’ futures and personal interests. 4-Minorities and Women Have Opportunities::: Courts frequently look at an organization’s career development efforts with these groups when ruling on discrimination suits. 5-Reduced Employee Frustration:::as periods of economic stagnation increase organizations’ efforts to reduce costs, they also reduce opportunities. 6-Enhanced Cultural Diversity:::Extended career opportunities make cultural diversity, and the appreciation of it, an organizational reality. 7Goodwill::::If employees think their employing organizations care about their longterm well-being, they tend to respond in kind by projecting positive images .. TRADITIONAL career stages (topic) 1-Exploration::: (E)Advice and examples of relatives, teachers, friends, and coaches (I )Tentative choices and commitments, changes 2-Establishment::: (E) Explicit search for a job ,Acceptance of a job Induction and orientation (I) Reality shock—what the work is really like, doing the “dirty work” 3-Mid-Career::: (E)Explicit signs from boss and co-workers that one’s progress has plateaued (I) More feeling of security, relaxation, but danger of leveling off and stagnation 4-Late Career::: (E)Job assignments drawing primarily on maturity of judgment (I) Psychological preparation for retirement Deceleration in momentum 5-Decline::: (E) Formal preparation for retirement Retirement rituals (I) Learning to accept a reduced role and less responsibility • career choice (topic) 1-Realistic :::Best job matches are Agriculture, Nature, Adventure, Military, Mechanical. Investigative Scientific, task-oriented, prefer abstract problems, prefer to think through problems rather than to act on them Artistic Enjoy creative self-expression, dislike highly structured situations, sensitive, emotional, independent, original. Corresponding jobs are Music/Dramatics, Art, Writing. Social Concerned with the welfare of others, enjoy developing and teaching others, good in group settings, extroverted, cheerful, popular. Enterprising Good facility with words, prefer selling or leading, energetic, extroverted, adventurous, enjoy persuasion. Conventional Prefer ordered • • • • • • Enhancing Your Career (topic) Know yourself Manage your reputation Build and maintain network contacts Keep current Balance your specialist and generalist competencies. • Document your achievements. • Keep your options open. Chap 10 Appraisal process • 1. Establish performance standards with employees. • 2. Communicate expectations. • 3. Measure actual performance. • 4. Compare actual performance with standards. • 5. Discuss the appraisal with the employee. • 6. If necessary, initiate corrective action. Appraisal methods 1-Evaluating Absolute Standards::: • critical incident appraisal A performance evaluation that focuses on key behaviors that differentiates between doing a job effectively or ineffectively. checklist appraisal A performance evaluation in which a rater checks off applicable employee attributes. graphic rating scale A performance appraisal method that lists traits and a range of performance for each. forced-choice appraisal A performance evaluation in which the rater must choose between two specific statements about an employee’s work behavior behaviorally anchored rating scales (BARS) A performance appraisal technique that generates critical incidents and develops behavioral dimensions of performance. The evaluator appraises behaviors rather than traits. • relative standards Evaluating an employee’s performance by comparing the employee with other employees. • individual ranking Ranking employees’ performance from highest to lowest. paired comparison Ranking individuals’ performance by counting the times any one individual is the preferred member when compared with all other employees. CHAP 11 • ESTABLISHING PAY STURUCTURE(topic) • compensation surveys Used to gather factual data on pay practices among firms and companies within specific communities. A Wage Curve Wage curves like this one plot a position’s value in points against the wages paid for each of those positions. Jobs that do not fall within an accepted range may be “red circled.” wage structure A pay scale showing ranges of pay within each grade. • EXTERNAL FACTOR 1-Geographic Differences 2-Labor Supply 03-Competition:::: match, lead, lag 4-Cost of living 5-Collective bargaining • Compensation: • Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction Intrinsic rewards are ones that come from within the employee. An employee who is motivated intrinsically is working for his/her own satisfaction and may value challenging work he/she perceives to be meaningful to the company. . Extrinsic rewards—usually financial—are the tangible rewards given employees by managers, such as pay raises, bonuses, and benefits. They are called “extrinsic” because they are external to the work itself and other people control their size and whether or not they are granted • Special Cases of Compensation (topic) • Incentive Compensation Plans::: • individual incentive plans Motivation systems based on individual work performance. merit pay An increase in pay, usually determined annually. group incentive Motivational plan provided to a group of employees based on their collective work. organization-wide incentive A motivation system that rewards all facility members based on how well the entire group performed. Scanlon Plan An organization-wide incentive program focusing on cooperation between management and employees through sharing problems, goals, and ideas. • pay-for-performance programs Rewarding employees based on their job performance. competency-based compensation Organizational pay system that rewards skills, knowledge, and behaviors. team-based compensation Pay based on how well the team performed.
