07 Training for Improved Performance

07 Training for Improved Performance - Training for...

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Unformatted text preview: Training for Improved (High) Performance HRM The Big Picture S t r a t e g y L e g a l I s s u e s Focus of this Section Understanding the process of designing training programs Training needs analysis Evaluating different training techniques Establishing methods for evaluating training Employee Training Org. effort to help employees learn job- related knowledge/skills/attitudes critical for successful job performance Learning = Change in knowledge, skills, attitudes (competencies) May be formal or informal US Companies spent $125.88 billion in 2009 Why Train? If we do a good job selecting workers, why do we need to train people? 1. Selection based on trainability Cognitive ability, personality, integrity testing, etc. 2. Remediation for poor performers 3. Retraining of employees Continuous Learning System of learning requiring employees t o: 1. Understand the entire work system Their job, relationships among jobs & work units, company objectives & strategy 2. Continuously acquire new skills and knowledge Training not a one time phenomenon Apply them on the job and share with other employees Cascading training Transfer of Training Learning is only one of the outcomes we want from training Transfer of training Application of knowledge, skills, and behaviors learned in training to the actual job Ultimate goal of all training. Why? Positive vs. negative transfer Strategic Training Instructional Design Process Systematic process with 3 components: 1. Training needs assessment 2. Training design and delivery a) Select training method(s) b) Create effective learning environment c) Facilitate transfer of training 2 Approaches to Instructional Design...
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This note was uploaded on 02/26/2012 for the course MGT 310 taught by Professor Donovan during the Fall '11 term at Rider.

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07 Training for Improved Performance - Training for...

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