hrm chap. 3

All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 1HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 1

All Rights Reserved

TRAINING

3CHAPTER

All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 2

PREVIEW

The concept of training. The benefits of training. A systematic approach to training. Examples of learning principles. The role of computers in training.


WHAT IS TRAINING?

Training is the attempt by an organization to change employees through the learning

process so that they are able to perform their jobs as efficiently as possible.

All Rights Reserved

1. According to Leonard Nadler, training is about_____

a)a)Preparing employees to perform well in their Preparing employees to perform well in their current jobs.current jobs.b)Preparing employees for future jobs.c)Developing an employee’s potential.d)None of the above.

HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 4


THE ASK MODEL

A

S

K

ChangeAttitudes

DevelopSkills

IncreaseKnowledge


TRAINING IS A LEARNING PARTNERSHIP

The GovernmentTraining Vendors

Consultants

Educational Institutions

The Training Department

EmployersEmployees

Heads of Department

The Organization


THE HUMAN RESOURCE DEVELOPMENT FUND

2. Which of the following parties do not have a major interest in the provision of workplace training?a)Employers and employees.b)Employers and the government.c)Employers and training vendors.

d)d)Employers and company auditorsEmployers and company auditors.


THE HUMAN RESOURCE DEVELOPMENT FUND

Manufacturing, with more than 50 employees Manufacturing with 10–49 employees but paid

up capital of RM2.5 million and above

Sectors Which Are Required to Contribute to the Human Resource Development Fund:


THE HUMAN RESOURCE DEVELOPMENT FUND (cont.)

Services with more than 10 employees in the following areas:

Computer services Freight forwarding Private higher

education Warehousing services Security Services Hypermarket,

supermarket and department stores

Training Accounting & auditing Direct selling Engineering Consultancy Private hospitals Road transport Railways

Hotel Tour operators (in-

bound) Shipping

Air transport

Advertising Telecommunication

Postal and courier services


WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES?

Margaret Anne Reid (2004) and her co-authors in Human Resource Development point

out that the following costs will be incurred if an employer does not

train his employees.


WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? (cont.)

Payment to employees when learning on the job, which may take longer if it is not properly planned for.

Costs of wasted materials, sales and customers lost because of mistakes made by untrained employees.


Management time cost taken to undo the mistakes made by the untrained employees.

Lowered morale, leading to higher turnover, amongst team members who are demotivated by working with an untrained employee.



Accident-related costs; it is well-documented that untrained workers tend to have more accidents.

Higher turnover leading to recruitment costs because employees feel they have no prospects of further development.



BENEFITS OF TRAINING

Training opportunities attract and help to retain talented workers

Training increases worker productivity

Training increases workers’ job satisfaction

Training keeps workers up-to-date

Training helps to motivate workers


LEARNING ORGANIZATIONS

A learning organization is one which is permeated with a culture whereby all employees continuously attempt to increase their knowledge and skills on a cooperative basis.

The organization takes proactive steps to retain this knowledge within the organization.


THE TRAINING PROCESS

Set training objectives

Develop the training programme

Implement the programme

Evaluate the programme

Identify training needs


WHAT IS A TRAINING NEED?

A training need is a problem which prevents work being done satisfactorily and which can be

overcome by TRAINING.

All Rights Reserved

3. A training need is _________a)an outcome of job analysisb)an annual training plan for an organization

c)c)a gap between an actual situation and a desired a gap between an actual situation and a desired situationsituationd)a checklist of items used to ensure training facilities are complete



TRAINING NEEDS ANALYSIS

Who needs training?

What skills or knowledge do they need? Do their attitudes need changing?


TRAINING NEEDS ANALYSIS (cont.)

Levels of AnalysisOrganizational Level Organizational culture Quality and productivity schemes

Operations Level Job analysis

Individual Level Evaluating individual performance against standards


Sources of Information Job descriptions Heads of departments Employees Organizational records Performance review documents



Situations New employees Promotion and transfer New machinery New procedures and policies New products or services



Problems suggesting a training need include:

Falling output Rising error, scrap, waste, mistakes Increasing time taken to complete work Increasing accident rate Increasing customer complaints



A well-written training objective includes a statement on:

Terminal behaviour required of the trainee Standards of performance Conditions for performance

TRAINING OBJECTIVES


DEVELOPING TRAINING PROGRAMMES

Factors to Consider Venue Trainer Duration Budget Individual or group Methodology Logistics


TRAINING VENUE

On-the-job?

or

Off-the-job?

All Rights Reserved

4. Which of the following is most accurate?

a)a) Off-the-job training can cause problems with transfer Off-the-job training can cause problems with transfer of learning.of learning.b) On-the-job training is the most expensive method of training.c) Off-the-job training is the cheapest method of training.d) On-the-job training is most suitable for high-risk jobs.



JOB INSTRUCTIONAL TRAINING/ ON-THE-JOB TRAINING

Step 1: Break down the job into its separate parts

Step 2: Give an overview of the job

Step 3: Demonstrate a part of the job for the trainee

Step 5: Correct any mistakes made

Step 6: Let the trainee practise

Step 4: Let the trainee try to do what has been demonstrated


TRAINING METHODS

Lecture Handouts Audio-visual aids Computer-aided learning/e-learning Role-playing Case studies Simulation Coaching


TRAINING METHODS (cont.)

Apprenticeship

Projects/Special assignments

Which Methods to Use?

A, S or K? Active or Passive? Cost and facilities?

All Rights Reserved

5. Determining the appropriate training methods for a particular programme depends mostly on the_________a)budget available, target learners and availability of a computer

b)b)budget available, skills of the trainer and objectives of the budget available, skills of the trainer and objectives of the programmeprogrammec)budget available, availability of a computer and location of the training venued)budget available, location of the training venue and objectives of the programme


All Rights Reserved

6. Which of the following training methods are relatively low cost and require high levels of participation from trainees?a)Role-play and outdoor learning programmes.b)Case-studies and simulation exercises.

c)c)Role-play and case studies.Role-play and case studies.d)Lectures and role-play.



LEARNING PRINCIPLES

The learner must want to learn Active learning is more effective than passive

learning Feedback or knowledge of results is essential Learning is faster in teams

All Rights Reserved

7. All of the following are principles of learning, excepta)feedback should be given to trainees as often as possible.b)learning is more likely with active training methods.c)trainees must be motivated to learn.

d)d)computers help workers learn.computers help workers learn.HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 34


THE KIRKPATRICK MODELOF EVALUATION

Reaction: How do trainees feel about the programme?

Learning: What have the trainees learned?

Behaviour: What on-the-job changes in behaviour have taken place?

Results: Have cost reductions resulted?


E-LEARNING

E-learning allows learners to learn at the speed which suits them best.

E-learning allows for savings on logistics costs.

E-learning allows employees to learn at times which suits them best.


REVIEW

The concept of training.

The benefits of training.

A systematic approach to training.

Examples of learning principles.

The role of computers in training.

hrm chap. 3

Documents