gomez_mhr05_im_08 - Chapter 8 Chapter 8 Training the...

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Chapter 8 Chapter 8 Training the Workforce CHAPTER OVERVIEW (PPT 8.1- 8.3) Organizations face several questions with respect to training. For example, they have to respond to "How can we effectively and efficiently deliver training to employees?" and "Should training programs cut across functional or craft lines?" These and other questions are addressed in this chapter. The chapter distinguishes between training and development. The major challenges managers face in trying to improve workers' performance through training are also presented. In addition, the chapter offers suggestions on managing the three phases of the training process, explores particular types of training, and considers ways to maximize and evaluate training's effectiveness. The chapter closes with a discussion of new employee orientation. ANNOTATED OUTLINE I. Training versus Development (PPT 8.4) Although training is often used with development, the terms are not synonymous. Training typically focuses on providing employees with specific skills or helping them correct deficiencies in their performance. In contrast, development is an effort to provide employees with the abilities that the organization will need in the future. Figure 8-1 in the text summarizes the differences between training and development. II. Challenges in Training (PPT 8.5- 8.6) Upgrading employees' performance and improving their skills through training is a necessity in today's competitive environment. The training process brings with it many questions that managers must answer. Included in these questions are: Is training the solution to the problems? Are the goals of training clear and realistic? Is training a good investment? Will the training work? A. Is Training the Solution? B. Are the Goals Clear and Realistic? 109
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C. Is Training a Good Investment? D. Will Training Work? III. Managing the Training Process (PPT 8.7- 8.19) Effective training can raise performance, improve morale, and increase an organization's potential. Poor, inappropriate, or inadequate training can be a source of frustration for everyone involved. To maximize the benefits of training, managers must closely monitor the training process. A. The Assessment Phase The overall purpose of the assessment phase is to determine if training is needed and, if so, to provide the information required to design the training program. Assessment consists of three levels of analysis: organizational, task, and person. The objectives of training must be clarified, related to the KSAs identified in the task analysis, and should be challenging, precise, achievable, and understood by all. 1. The levels of assessment 2. Clarifying the objectives of training B. The Training and Conduct Phase The training program that results from assessment should be a direct response to an organizational problem or need. Approaches vary by location, presentation, and type. These are summarized below: 1. Location Options a. On the job b. Off the job 2.
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This note was uploaded on 03/22/2009 for the course MANAGEMENT 5689-9856 taught by Professor Nialamnu during the Fall '08 term at Indiana State University .

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gomez_mhr05_im_08 - Chapter 8 Chapter 8 Training the...

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