Managing
Human Resources
Bohlander  Snell  Sherman
Chapter 6
Training and
Development
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Chapter 6 Learning Objectives
Discuss the systems approach to training and
development.
Describe the components of training-needs
assessment.
Identify the principles of learning and describe
how they facilitate training.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Learning Objectives, cont.
Identify the types of training methods used for
managers and nonmanagers.
Discuss the advantages and disadvantages of
various evaluation criteria.
Describe the special training programs that are
currently popular.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 6-1
Training and
Development
and other
HRM
Functions
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 6-2
Systems Model of Training
Phase
One:
Phase
Two:
Phase
Three:
Phase
Four:
Needs
Assessment
Design
Implementation
Evaluation
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 6-2
Systems Model of Training
Phase 4:
Evaluation
• Reactions
•Learning
Phase 3:
Implementation •Behavior (transfer)
•Results
• On-the-job methods
•Off-the-job methods
•Management
development
Phase 2:
Design
• Instructional objectives
•Trainee readiness
•Learning principles
Phase 1:
Needs Assessment
•Organization Analysis
•Task analysis
•Person Analysis
Note: US organizations spend over $60 billion
annually on training (1.7 billion training hours).
Much of that investment is wasted because
it is not done in a systematic way.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Organization Analysis
Examination of the environment,
strategies, and resources of the
organization to determine where
training emphasis should be placed
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 6-3
Needs Assessment
Organizational
Analysis
Task Analysis
Person Analysis
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Task Analysis
Process of determining what the content
of a training program should be
on the basis of a study of the tasks
and duties involved in the job
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Competency Assessment
Analysis of the sets of skills
and knowledge needed
for decision-oriented and
knowledge-intensive jobs
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Person Analysis
Determination of the specific
individuals who need training
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Designing Training Programs
Instructional
Objectives
Issues in
Training
Design
Trainee Readiness
and Motivation
Principles of
Learning
Characteristics of
Successful
Trainers
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Instructional Objectives
Desired outcomes of a training program
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 6-4
Principles of Learning
Principles
of Learning
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Distributed Learning
In most cases, spacing out training
periods will result in faster learning
and longer retention
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 6-5
Low
PERFORMANCE
High
A Typical Learning Curve
TIME (weeks)
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Behavior Modification
Technique that operates on the
principle that behavior that is rewarded,
or positively reinforced, will be exhibited
more frequently in the future,
whereas behavior that is penalized or
unrewarded will decrease in frequency
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Training for Nonmanagers
On-the-Job
Simulation
Apprentice
Cooperative,
Internship, and
Government
Computer-Based
Audiovisual
Materials
Classroom
Programmed
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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On-the-Job Training (OJT)
Method by which employees are
given hands-on experience
with instructions from their supervisor
or other trainer
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Job Instruction Training
STEP FOUR: FOLLOW-UP
•Put employee on his/her own.
•Check-up frequently that
instructions are followed.
•Taper off extra supervision.
STEP THREE: PERFORMANCE
•Test employee by having him/her perform the job.
•Ask questions beginning with why, how, when, where.
•Observe, correct errors & repeat instructions.
•Continue until you know the employee knows.
STEP TWO: PRESENTATION
•Tell, show, illustrate, and question in order to put of the new knowledge.
•Instruct slowly, clearly, completely, and patiently, one point at a time.
•Check, question, and repeat.
•Make sure the employee really knows.
STEP ONE: PREPARATION
•Put the employee at ease
•Find out what the employee already knows
•Get the employee interested and desirous of learning the job
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Source: The Training within Industry Report (Washington, D.C.: Bureau of Training, Training with Industry Service, War Manpower Commission).
Apprenticeship Training
System of training in which a worker
entering the skilled trades is given
thorough instruction and experience,
both on and off the job, in the practical
and theoretical aspects of the work
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Cooperative Training
Training program that combines
practical on-the-job experience
with formal educational classes
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Internship Programs
Programs jointly sponsored by colleges,
universities, and other organizations
that offer students the opportunity
to gain real-life experience while
allowing them to find out how they
will perform in work organizations
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Computer-Assisted Instruction
(CAI)
System that delivers instructional
material directly through a computer
terminal in an interactive format
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Computer-Managed
Instruction (CMI)
System normally employed in conjunction
with CAI that uses a computer to generate
and score tests and to determine the level
of training proficiency
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Training for Management
Development
 On-the-job
Experiences
 Seminars and conferences
 Case Studies
 Management Games
 Role Playing
 Behavior modeling
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Behavior Modeling
Approach that demonstrates
desired behavior and gives trainees
the chance to practice and role play
those behaviors and receive feedback
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Characteristics of Successful Trainers
Knowledge of
Subject
Interest
Adaptability
Clear Instructions
Sincerity
Individual
Assistance
Sense of Humor
Enthusiasm
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 6-6
Criteria for Evaluating Training
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Transfer of Training
Effective application of principles
learned to what is required on the job
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Benchmarking
Process of measuring one’s own services
and practices against the recognized leaders
in order to identify areas for improvement
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Presentation Slide 6-7
Special
Training
Programs
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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Orientation
Formal process of familiarizing
new employees with the organization,
their jobs, and their work units
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
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PROCESS DYNAMICS
• meeting skills
• problem solving
• brainstorming
• decision making
• negotiation skills
• goal setting
• presentation skills
• process analysis
• task evaluation
• customer/vendor
analysis
• project planning
• information
management
• creativity
Team Training Skills
Team Training
BEHAVIOR DYNAMICS
• member communications
• conflict resolution
• trusts building
• establishing norms
• handling difficult
members
• diversity awareness
• team development
stages
• team issues/concerns
• team benefits
• features of good teams
• negotiations
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning
Source: George Bohlander and Kathy McCarthy, “How to Get the Most from Team Training,” National Productivity Review, Autumn 1996 25-35.
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