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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.
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 3
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.
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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
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 5
THE ASK MODEL
A
S
K
ChangeAttitudes
DevelopSkills
IncreaseKnowledge
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 6
TRAINING IS A LEARNING PARTNERSHIP
The GovernmentTraining Vendors
Consultants
Educational Institutions
The Training Department
EmployersEmployees
Heads of Department
The Organization
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 7
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.
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 8
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:
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 9
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
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 10
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.
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 11
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.
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 12
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.
WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? (cont.)
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 13
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.
WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? (cont.)
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 14
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
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 15
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.
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 16
THE TRAINING PROCESS
Set training objectives
Develop the training programme
Implement the programme
Evaluate the programme
Identify training needs
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 17
WHAT IS A TRAINING NEED?
A training need is a problem which prevents work being done satisfactorily and which can be
overcome by TRAINING.
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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
HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 18
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 19
TRAINING NEEDS ANALYSIS
Who needs training?
What skills or knowledge do they need? Do their attitudes need changing?
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 20
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
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 21
Sources of Information Job descriptions Heads of departments Employees Organizational records Performance review documents
TRAINING NEEDS ANALYSIS (cont.)
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 22
Situations New employees Promotion and transfer New machinery New procedures and policies New products or services
TRAINING NEEDS ANALYSIS (cont.)
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 23
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
TRAINING NEEDS ANALYSIS (cont.)
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 24
A well-written training objective includes a statement on:
Terminal behaviour required of the trainee Standards of performance Conditions for performance
TRAINING OBJECTIVES
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 25
DEVELOPING TRAINING PROGRAMMES
Factors to Consider Venue Trainer Duration Budget Individual or group Methodology Logistics
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 26
TRAINING VENUE
On-the-job?
or
Off-the-job?
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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.
HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 27
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 28
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
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 29
TRAINING METHODS
Lecture Handouts Audio-visual aids Computer-aided learning/e-learning Role-playing Case studies Simulation Coaching
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 30
TRAINING METHODS (cont.)
Apprenticeship
Projects/Special assignments
Which Methods to Use?
A, S or K? Active or Passive? Cost and facilities?
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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
HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 31
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.
HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 32
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 33
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
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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
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 35
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?
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 36
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.
All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 3 – 37
REVIEW
The concept of training.
The benefits of training.
A systematic approach to training.
Examples of learning principles.
The role of computers in training.