FARAHANI NADIA BINTI MOHD ZAIDI2013800826

VENUEBM304

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 employee’s current skill for his or her present job (Laird, 1985; Nadler,1990).

Training 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 ValidityTraining Validity Transfer ValidityTransfer Validity

Intra-organizational

Validity

Intra-organizational

Validity

Inter-organizational

Validity

Inter-organizational

Validity

Evaluation procedures determine what the training and development accomplished.

Goals

Goals

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

Cost/Value Analysis

Motivate Employee

Can’t do/won’t do situational

Set standards

Behavior discrepancy

Eliminate obstacles

Practice

Train

Change the job

Transfer/terminate

Step 1:

Step 2:

Step 6:

Step 5:

Step 4: Step 10:

Step 7:

Step 8:

Step 9:

Step 3:

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 Off-the-Job Training

Coaching and Counseling Lecture

Transitory Anticipating Management Games

Experiences Role Playing

Transfers and Rotation Outbound training

Apprenticeship Training Film/Video Presentation

On-the-Job Training Off-the-Job Training

In real work environment Outside real work environment

Imparted by experienced workers and first line supervisors at the workplace

Academicians and professionals at any place other than real workplace

Developed the best practices for a specific job and getting the job done

Learning basic facts and skills and is more general in future

Method are simple and less expensive because they utilize the actual workplace.

Method quite expensive as they need to complete different set up.

The famous method is job rotation and apprenticeship training

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 isn’t 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 mistakeFrustrating-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 one’s 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 manager’s 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-the-job 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).

Development

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 individual’s 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 Brief DescriptionReaction Measures participant’s reaction to

the program and outlines specific plans for implementation

Learning Measures skills, knowledge, or attitude changes

Job Applications Measures change in behavior on the job and specific application of the training material

Business Results Measures business impact of the program

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

Source: J.J Philip’s (1997) expanded from Kirkpatrick’s 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

Efficient use of people, money, and facilities

Complete the evaluation phase and sound research used

Complete the evaluation phase and sound research used

Not easy, but necessary and often glossed-often

Not easy, but necessary and often glossed-often

The management must make sure those who trains

and develop employee be

accountable for the effectiveness