UNIVERSITY OF EDUCATION, WINNEBA

SCHOOL OF BUSINESS
DEPARTMENT OF MANAGEMENT SCIENCES
FIRST SEMESTER, 2021/2022 ACADEMIC YEAR

BBA 116: INTRODUCTION TO HUMAN

RESOURCE MANAGEMENT
Lecture 6
By
Mr. John N. O. Yeboah
&
Ms. Linda Quagraine
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2
EMPLOYEE TRAINING
AND DEVELOPMENT

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 DEFINITION OF CONCEPTS
• What is Training? training typically involves
providing employees the knowledge and skills
needed to do a particular task or job.

• Training refers to the teaching and learning

activities carried on for the primary purpose of
helping members of an organization to acquire
and apply the knowledge, skills, and abilities
and attitudes needed by that organization.

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 Cont.…
According to Patna (2010), training is a learning
process that involves the acquisition of
knowledge, sharpening of skills, concepts, rules
and the change of attitudes and behaviours to
enhance the performance of employees.

Development is an unfolding process that enables

people to progress from a present state of
understanding and capability to a future state in
which higher-level skills, knowledge and
competencies are required (Armstrong, 2010).
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 Cont.…
• Development however, has a long-term focus
on preparing for future work responsibilities,
while also increasing the capacities of
employees to perform their current jobs.

 Its purpose (i.e. training and development), in

the work situation, is to develop the abilities of
the individual and to satisfy the current and
future needs of the or the organization.
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 Training Process
• The training process generally involves 5 main
steps often referred to as the “ADDIE Five-Step
Training Process”. These steps are as follows;
 Analyze the training need (needs assessment).
– Design the overall training program.
– Develop the course (actually
assembling/creating the training materials).
– Implement training, by actually training the
targeted employee group using methods such as
on-the-job or online training.
– Evaluate the courses effectiveness. 7
A TRAINING MODEL(PROCESS)
1. Analyse Training Needs: Needs assessment is
a process used to determine if there is the need
for training and what type of training is
necessary to the organisation.
• Organizational analysis: examining a firm’s
mission, resources, and goals.
• Individual/ Person analysis: determining who
needs training and their readiness for it.
• Task analysis: identification of the tasks,
knowledge, skill, and behaviours that should be
included in a training program 8
 Cont.…
2.Design the overall training program. Set
Training Objectives (Evaluation Criteria). You
need to determine what trainees needs to know at
the end of the training programme (Targets of the
training programme)

3.Develop the course: Choose training materials

and methodsDeveloping or acquiring the
appropriate materials for the trainees to use and
selecting the most appropriate method or
methods to conduct the program.
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 Cont.…
4. Implement Training: At this stage, the training
programme or intervention designed in the
previous phase is conducted/ implemented or
executed.

5.Evaluate Training: This involves monitoring

the effectiveness of the training and comparing
outcomes against criteria - evaluation

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Evaluating Training Effectiveness
• Evaluation of training programs can be
done by concentrating on four main
areas namely;
–Reaction
–Learning
–Behaviour
–Results
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 Cont.…
• Reaction
– This tries to find out how well the trainees like the
program.
– Reaction evaluation should consider a wide range
of topics including;
–The program content
–Instructional techniques
–Instructor ability and style
–Quality of learning environment
–Extent to which training objectives were
achieved
– Recommendations 12
• Learning
– Learning evaluation is concerned with how
well the principles, facts and skills were
understood and absorbed by trainees.
– Learning evaluation could be done by using
• Demonstrations
• Paper and pencil tests
• Etc.
– In order to obtain an accurate picture of what
was learned it is very necessary to for trainees
to be tested both before and after the program.
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• Behaviour
– Behaviour evaluation concerns with the nature
of change in the job behaviour of the trainees.
the training aim to find out whether trainees
have the opportunity to put into practice what
they have learned.

• Results
– Result evaluation attempts to measure
changes in variables such as reduced turnover,
improved efficiency, reduction in grievances,
increase sales and increase in quantity and
quality of production. 14
 Benefit of Training
 Minimizes the costs of obtaining the skills the
organization needs.
 Enhances an individual’s portfolio of skills: Even if
not specifically related to the current job, training
can be useful in other contexts. The employee
becomes more attractive in the labour market
(‘employability’) and more profitable within the
firm.

 Psychologically, the trainee might feel pleasured

that (s)he is of continuing value to the organization.
A perception of competence also enhances self-
esteem and confidence. 15
 Provide higher levels of service to customers

Increases productivity: Training helps in

increasing the productivity of the employees
which helps the organization further to achieve
its long-term goal

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 Training Methods
1) Off-the-job training
2) On-the-job training

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 ON THE JOB TRAINING METHODS
 on-the-job training(OJT) involves conducting
training at a trainee’s regular work –
station(desk, machine etc) and it is the most
common form of training.
Advantages of OJT
 It facilitate the transfer of learning to the job
because the trainee has an immediate
opportunity to practice the work tasks on the
job.
 OJT also reduces training cost because no
training facilities are needed. 18
 Disadvantages of OJT
 The job site may have physical constraints,
noise and other distractions that could inhibit
learning.

 Second, using expensive equipment for training

could result in costly damage or disruption of
the production schedule

 Using OJT while customers are present may

inconvenience them and temporarily reduce the
quality of service.
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 OJT TECHNIQUES

Job instruction training(JIT)

Job rotation
Coaching
mentoring

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 JOB INSTRUCTION TRAINING
Job instruction training(JIT) is defined as a sequence
of instructional procedures used by the trainer to train
employees while they work in their assigned job. The
content of JIT program is distinguished by its
simplicity.
FOUR-STEP PROCESS OF JIT
• Step 1: Prepare the worker: Preparing the workers is
important because they need to know what to expect.
• Preparation may include providing employees with a
training manual, handouts or other job aids that can be
used as references.
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 Cont.…
• Step 2: Present the task: Presenting the
task should be done in such a way that
the trainee understands and can replicate
the task.

• Some trainers demonstrate the task

before asking trainees to repeat the
process.

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 Cont.…
 Step 3: Practice: Practice time is important
for the trainer to master a particular set of
skills. E.g. Have trainee explain the steps,
have trainee perform the task(s) and
reinforce correct behaviour.

 Step 4: Follow up: Finally, the trainer

needs to conduct a follow-up as a way of
ensuring that the trainee is making progress.
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 JOB ROTATION
Job rotation involves a series of assignments to
different positions or departments for a specified
period.

During this assignment, the trainee is supervised

by a department employee, usually a supervisor,
who is responsible for orienting, training and
evaluating the trainee.

Throughout the training cycle, the trainee is

expected to learn how each department functions,
including some key roles, policies and procedures.
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 COACHING
Coaching is the process of providing one-on-one
guidance and instruction to improve knowledge,
skills and work performance.
It typically occurs between an employee and
that person’s supervisor and focuses on
examining employee performance and taking
actions to maintain effective performance and
correct performance
Coaching is usually directed at employees with
KSA deficiencies, but could also be used as a
motivating tool for those performing adequately.
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 MENTORING
Mentoring is a training technique in which a
senior manager is paired with a more junior
employee which provides the more junior
employee with guidance and clear understanding
of how the organization goes about its business .

Whereas coaching focuses on the technical

aspects of the job, mentoring focuses more on
improving the employee’s fit within the
organization.
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 OFF-THE JOB TRAINING (CLASSROOM)
APPROACHES
These approaches are conducted outside of the
normal work setting. In this sense, it could be any
training space set away from the work site.
Advantages of off-the- Job Training
1. It permit the use of a variety of training
techniques such videotaping, lecture, discussion,
role playing and simulation.
2. the environment can be designed or controlled
to minimize distractions and create a climate
conductive for learning
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 Cont….
Classroom training can accommodate larger numbers
of trainees than the typical on –the-job setting,
allowing for more efficient delivery of training.

Disadvantages of off-the-Job Training

1.There is an increased costs(such as travel and the rental

or purchase and maintenance of rooms and equipment).

2. Dissimilarity to the job setting, making transfer of

training more difficult.
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 Techniques of the Off-the-job
(Classroom) Training
Lecture method
The discussion method
The case study method
Business games and simulation

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 THE LECTURE METHOD
The lecture method involves the oral presentation
of information by a subject matter expert to a group
of listeners.

It is a popular training technique because it is an

efficient way of transmitting factual information to a
large audience in a relatively short amount of time.

When used in conjunction with visual aids, such as

slides, charts, and handouts, the lecture can be an
effective way to facilitate the transfer of theories,
concepts, procedures and factual material.
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 THE DISCUSSION METHOD
The discussion method involves the trainer in a two-
way communication with the trainees; and the
trainees in communication with each other.

Because active participation is encouraged, the

discussion method offers trainees an opportunity for
feedback, clarification, and sharing points of view.

Given this dynamic, the discussion technique can

overcome some of the limitations of the straight
lecture method.
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 THE CASE STUDY METHOD
The case study method helps trainees learn analytical
and problem-solving skills by presenting a story(called a
case) about people in an organization who are facing a
problem or decision.

The case study attempts to simulate decision-making

situations that trainees might find on the job.

The trainer must convey that no single solution is right

or wrong and that many solutions are possible
Cases may be based on actual events involving real
people in an organization, or they can be fictional
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 SIMULATION
A training technique designed to reproduce
processes, events and circumstances that occur in the
trainee’s actual job.
a training method that represents a real-life situation,
allowing trainees to see the outcomes of their
decisions in an artificial environment.
Thus trainees can experience these events in a
controlled setting where they can develop their skills
to improve performance.
Simulators train airline pilots, air traffic controllers,
military officers and taxi drivers etc.
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 • THANK YOU!

• QUESTIONS!

• CONTRIBUTIONS!

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