FARAHANI NADIA BINTI MOHD ZAIDI 2013800826 VENUE BM304 ASSOC PROF DR ROSHIDI HASSAN

Training

Development

Short-term

Long-term educational

For a definite purpose

For general purpose

Training attempt to improve current or future performance (John M. Ivancevich & Robert Konopaske, 2013). Training is often used casually to describe almost any effort initiated by an organization to foster learning among its members (Scott Snell & George Bohlander, 2010) Training is the process of teaching new employees the basic skills they need to perform their jobs (Gary Dessler, 2008)

 Training

is a activity to enhance an employees current skill for his or her present job (Laird, 1985; Nadler,1990). is learning process that involves the acquisition of skills, concepts, rules, or attitudes to enhance employee performance (Lloyd L. Byars & Leslie W. Rue, 2008)

Training

Training Validity

Transfer Validity

Goals
Inter-organizational Validity Intra-organizational Validity

Evaluation procedures determine what the training and development accomplished.

 These

principles can be important in design of both formal and informal training programs:
The trainee must be motivated to learn The trainee must be able to learn The learning must be reinforced

 The training must provide for practice of the

material The material presented must be meaningful The material must be communicated effectively The material taught must transfer to the job

 Increase

in efficiency Increase in morale of employee Better human relations Reduce supervision Increase organizational viability and flexibility

Economics, social, technological, and government changes can make the skills learned today Planned organizational changes (new equipment)upgrade skill Performance problems within an organizational-e.g. low productivity/ large scrap problems Regulatory, contractual, professional, or certification issues

 Determine

needs and objectives Choose the trainer and trainees.

The issue of diversity is prompting many organizations to find a training response, and it is one which needs to be considered strategically (Home office, 2003). Ways to determine employees needs for training: Observe Employees Listen to Employees Ask supervision about employees need Examine the problems employees have Look for gaps between expected and actual results

Behavior discrepancy Step 2: Cost/Value Analysis Step 4: Set standards Eliminate obstacles Practice Train Change the job Transfer/terminate Step 3: Cant do/wont do situational Step 5: Step 6: Step 7: Step 8: Step 9:

Step 1:

Step 10: Motivate Employee

Performance Analysis Steps

 Success of the training program is depends on

the trainer, who should able to:

Speak well Write convincingly Organize the world of other Be inventive Inspire other to greater achievement

 Top

Management Frame the training policy Human Resource Department Plan, establishes and evaluates Supervisor Implement and apply development procedure Employees Provide feedback, revision and suggestion

 On-the-Job

Training Case Method Role Playing In Basket Technique Management Games Behavior Modeling Outdoor Oriented Program

Manager On-the-Job Training Coaching and Counseling Off-the-Job Training Lecture

Transitory Anticipating
Experiences Transfers and Rotation Apprenticeship Training

Management Games
Role Playing Outbound training Film/Video Presentation

On-the-Job Training

Off-the-Job Training

In real work environment

Imparted by experienced workers and first line supervisors at the workplace Developed the best practices for a specific job and getting the job done Method are simple and less expensive because they utilize the actual workplace. The famous method is job rotation and apprenticeship training

Outside real work environment

Academicians and professionals at any place other than real workplace Learning basic facts and skills and is more general in future Method quite expensive as they need to complete different set up.

Classroom lecture and simulation exercise

 Answer the question and explain the thing done

the way they are Introduce the proper contact for trainee Trainee be allowed to make the decision and mistake Committee assignment can be a form of coaching Helps in identifying weaknesses and focuses on areas which need improvement.

 When

it fail?

There is inadequate time for coaching or for

counseling The subordinate isnt allowed to make mistakes A rivalry develops Dependency needs of the subordinate are not recognized or accepted by the superior However, coaching and counseling, coupled with rotation through jobs and functions, are effective

 Individuals

are promoted into management jobs and allowed to learn on their own from daily experiences.

Advantages:

Attempting to perform a specific job Recognize the need for management

development

 Advantages:

Look for a means of satisfying it

Disadvantages:

Making mistake Frustrating-without the necessary knowledge and background

 Trainee

work under guidance of skilled, licensed instructor and receives lower pay than licensed workers

Strength: Develops special skills Extensive training

Weakness: Takes a long time

 Lecture

is traditional and direct method of instruction It is a verbal presentation of information by an instructor to a large audience The lecture must motivate and creative interest among the trainees in order to become effective It is presume to posses a considerable depth of knowledge of subject at hand

 Advantages:

Less time required for preparation Provides lots of information quickly Cost per trainee is very low
Disadvantages:

Does not involves training to much

Trainees may forget the teaching as it is

presented only orally.

 Series of Job Functional transfer One job to another Geographical transfer Advantages: Broadens background of manager-competence

individuals Increase the effectiveness of organization Introduce more new idea into organization

To improve decision making and analytical skills. To develop awareness of the need to make decisions lacking complete information. To develop an understanding of the interrelationship. To develop the ability to function cooperatively and effectively in a small group situation.

Types:
Executive Games-to train general executive
Functional Games-focus on middle management decision

 Human

interaction that involves realistic behavior in imaginary situations. Their actions are based on the roles assigned to them. Emphasis is not on problem solving but on skill development.

Types: Multiple role play Single role play

Types: Role rotation Spontaneous role play

Benefits: Develop interpersonal skills and communication skills Conflict resolution Group decision making Developing insight into ones own behavior and its impact on others

 Outdoor

and action-oriented programs through experiential learning Develop leadership, teamwork and risk-taking abilities Conducted by professional who are very cooperative

 Advantages:

Trainees can immediately see the consequences

of wrong action Materialistically enhance their thinking and behavior

Disadvantages:

Work time has to be allotted for it

Interest of the participant is required

 Content

for the training experience comes primarily from a videotape or computer based program Interest of the audience can be maintained by showing them audio visuals Easy to handle and explain Provides a lot of content to talk about

 Advantages:

Easy and can follow up with questions and

discussion The information are standardized to all the trainees

Disadvantages:

Expensive to develop
Outsourced which make training less content

specific

 Participant

is required to simulate the handling of a specific managers mail and telephone calls and to react accordingly. e.g. important customer who is angry while letter from local civic club may request for donation. They are evaluated on the basis of the number and quality of decisions and on the priorities assigned to each situation.

 Strengths:

Effective for corrective action or reinforcement. Widely used in assessment centers for measuring

management potential.
Weakness:

Tendency to be or become overly simplistic.

 In

the study by Karmegam Karuppiah (2005), it can be conclude the most effective and frequent adopted is on-thejob training, because the learners apply their training in real-time than sitting in the classroom environment, and forgetting what they learned when they return to their work, citation from Tenant et al. (2002).

Development

is a process of becoming increasingly complex, more elaborate and differentiated, by virtue of learning and maturation (Julie Beardwell & Tim Claydon, 2010).

Organizational

Management

Individual Team Building

 Seeks

to improve the performance of groups, departments, and the overall of the organization. It is an organization wide, planned effort managed from the top, with the goal of increasing organizational performance through planned interventions and training experience.

 Process

concerned with developing the experience, attitudes, and skills necessary to become or remain an effective manager (Lloyd L. Byars & Leslie W. Rue, 2008)

Uses behavioral science knowledge to deal

with problems of change A continuous process in effective firms

 Should

be planned because it requires Systematic diagnosis Development of a program Mobilization of resources Top-management commitment

 One

way to classify development techniques is on basis of the target area they are intended to affect. Behavioral modification is the use of individual learning through reinforcement. Goal setting is designed to improve an individuals ability to set and achieve goals.

 Behavioral

modication consists of:

Positive Behavior Negative Behavior Punishment Extinction Criticisms on Behavior

The process that helps organizational members work better in groups such as for Problem-solving skill Communication Sensitivy to other It requires cooperation Teams of people must work in harmony Includes task forces, committees, project teams, and interdepartmental groups

The results will be:

Participation is encouraged and sustained

Improved communication
Improved problem solving within & between teams Technique is tailored to the needs/problems of the

groups involved

Level
Reaction

Brief Description
Measures participants reaction to the program and outlines specific plans for implementation
Measures skills, knowledge, or attitude changes

Learning

Job Applications

Measures change in behavior on the job and specific application of the training material
Measures business impact of the program

Business Results

Return on Investment

Measures the monetary value of the results and costs for the program, usually expressed as a percentages.

Source: J.J Philips (1997) expanded from Kirkpatricks model (1994, 1998).

 To

be used to review the relevant issues or question Relevant issues: improvement in skills, training, and development materials, costs, and long-term effects crucial question: whether learning transfer to the job, simply asking they like the program and the question can be answered by use of evaluation.

Efficient use of people, money, and facilities

Complete the evaluation phase and sound research used

Not easy, but necessary and often glossed-often

The management must make sure those who trains and develop employee be accountable for the effectiveness