Lecture 5 Orientation & Training

7/22/2019 Lecture 5 Orientation & Training

1/30

ORIENTATION AND

TRAINING

1


2/30

Entry Issues

Realistic Job Preview (RJP) and ThePsychological Contract

Developing commitment in the newrecruit

Understanding Culture/Climate

Orientation

Socialization

2


3/30

What is Socialization?

Process by which an employee beginsto adapt to the values, norms, andbeliefs of the organization and its

members

Focus on a long term program

Involves learning the organizationsclimate and learning to fit in

Foster links between employees andorganization

3


4/30

4

trateg c mportance oSocialization Sets the tone of employment

relationship

Clarifies expectations / how things aredone

Reduces anxiety for new employees

Will I fit in? Will I enjoy thejob/coworkers/etc?

Effects employee attitudes and

behaviour


5/30

Socialization vs Orientation Socialization

Process of employees adapting toorganization

Long-term process, often informal

Orientation

Program that informs new employeesabout their job and company

Short-term, often formal

Examples of Tim Hortons employee

orientation and socialization 5


6/30

6

Stages of Socialization

1. Anticipatory (Pre-Arrival)

Employees begin with certainexpectations about organization and job

May be unrealisticif unmet, result indissatisfaction, turnover, etc.

Realistic Job Preview(RJP) may be

helpful Info about job demands and working

conditionsboth positive and negativeaspects


7/307


2. Encounter

Employee has started new job

Inconsistencies between expectations

and reality emerge Needs info re: policies, procedures, etc.

E.g., via Orientation program Organizational issues, policies, etc.

Benefits

Introductions

Job Duties


8/308


2. Encounter (contd)

Benefits of a good orientation

program Shows organization values to employee

Reduces employee anxiety and turnover

Reduces start-up costs

Clarifies job and organizational expectations

Improves job performance


9/309


3. Change (Settling in)

Inconsistencies start to get worked out

Employee begins to identify with

organization Transition from being an outsider to

feeling like an insider

Often involves taking on new attitudes,values, and behaviours to align withorganizations

Misalignment = dissatisfaction and

turnover


10/30

Summary

New employees face many challenges

Realistic job previews and employee

orientation programs can: Reduce stress

Reduce turnover

Improve productivity

10


11/30

The challenge?

Information overload

Information irrelevance

Too much selling of the organization

No evaluation program

Lack of follow up

11


12/30

Training and Development

Training vs Development Both refer to the learning of job-related behaviour

Training

Focuses on job performance Emphasis is on acquisition of specific KSAs

needed forpresentjob

Development Focuses on personal growth, longer-term

development

Emphasis is on acquiring KSAs needed for futurejob or organizational need

12


13/30

Trends Affecting Training Low unemployment = tight labour market

T&D opportunities to attract & retain employees

Alternatively, high unemployment , or economicrecession T&D opportunities to create more and better work

opportunities However, some companies may offer less T&D to cut

costs

Globalization

Training for employees with international assignments

New and changing technologynew KSAs

Mergers, acquisitions, restructuring Jobs change, employees need new KSAs 13


14/30

Training Process Model

1. Needs assessment

2. Design training objectives

3. Develop program content

4. Implement training program

5. Evaluate effectiveness of trainingprogram

14


15/30

Step 1: Needs Assessment Needs Analysis

Proactive or Reactive Diagnosis of problems and future challenges that can

be met through training & development

Organizational analysis Culture, values, mission, goals, strategy

Job / task analysis KSA requirements

Person analysis Consider pre-training states: predicted by individual

(e.g., age, anxiety, cognitive ability, etc.) and situationalcharacteristics (e.g., organizational climate) (Colquitt etal., 2000).

Gaps between employee KSAs and KSAs required by

jobs 15


16/30

Step 2: Develop Training Objectives

Must include: The desired behaviour

The conditions under which it is to occur

Performance criteria E.g., By the end of this week, you will be

able to list and define the 5 main stepsinvolved in the development of a trainingprogram, without referring to your notes

Objectives are standards that allowthe success of training to be

measured 16


17/30

Step 3: Develop Program Content andLearning Principles

Issues to consider Needs assessment

Training objectives

Audience Class size

Time availability

Cost Training format

Learning principles

17


18/30

Learning Principles How do people learn most effectively?

Participation Participants are actively involved

Repetition

Repeated review of material

Relevance Material is meaningful

Transference Application of training to actual job situations

Feedback Information given to learners re: their progress

18


19/30

Banduras Social Learning

Theory

High self-efficacy

Belief one can achieve a

behaviour

High outcome expectancy

Belief that behaviour will leadto an outcome of value

19

Higherlevel oflearning


20/30

Organizational Influences on Transfer ofTraining

Relates to trainees outcome expectancies Will the behaviour lead to desired outcomes?

Rewards, pay, & promotion Are there rewards for demonstrating the new behaviour?

Environmental constraints / obstacles Is equipment, time, etc. avail. for person to use skills?

Supervisory and peer support

Is the training reinforced / encouraged / rewarded on thejob?

Train coworkers togetherreinforce each other

Organizations learning climate Learning is encouraged, supported, rewarded, etc.

20


21/30

Step 4: Deliver Training

On-the-job Off-the-job

Job instruction

Job rotation

Apprenticeships

Coaching

Lectures & videos

Vestibule training

Role-playing/Cases

Simulation

Self-Study & Programmed

Computer-based (CBT)

Virtual reality

Internet/Web-based/Intranet

Video-conferencing

Numerous methods to choose from:


22/30

Strengths and Weaknessesof various Methods

Method Knowledge Skills Attitudes Transfer

Lecture Yes No No Low

Video Yes No Yes Med

Role play No Yes Yes High

Simulation Yes Yes No High

Case study Yes Med Yes Med

22


23/30

Step 5: Evaluating TrainingEffectiveness

5 Criteria - Kirkpatricks 4 levels plus 11.Reaction

Are participants satisfied with training?

2.Learning How much has been learned?

3.Attitude Change (not 1 of Kirkpatricks 4criteria)

Did training result in attitude change?4.Behaviour change

Did the learning transfer to the job?

5.Results criteria

Was the training worth the cost to the 23


24/30

Evaluating Training

Evaluation method used shouldassess all important training objectives

Typically, focuses on whether change hasoccurred

If possible, use an evaluation methodthat will allow you to draw accurateconclusions about the programs

effectiveness 24


25/30

Training Evaluation Designs Reaction measures

Important, but dont refer to effectiveness

Measure behaviour post-training Cant determine whether change occurred

Pre-testPost-test Design Measure Training Measure

Allows you to see if change has occurred

E.g., # of items produced before training = 10/minute # produced after training = 16/minute

But, what if other employees who did not

receive training average 15 items/minute? Is training effective? 25


26/30

Training Evaluation Designs

Mere passage of time or task experiencecould also influence post-test performance.

Could not necessarily attribute post-test scores

to training

Should also use a control group

Employees who did not receive trainingoftencalled a waiting list control group

Control group post-test could also be influencedby time and experiencetherefore, the onlydifference between the groups would be training

26


27/30

Cost benefit analysis at Fed ExCanada 2 week training program for new courier van

drivers Costs of accidents:

$ 399 for a trained driver compared to $1920 for an untraineddriver

Annual cost of all accidents for trained drivers was $2492 and$4833 for untrained drivers

Value of the training course: Difference between trained and untrained driver which is

$2341 Costs of training was $1890

Thus net benefit was $451 ($2341-$1890)

ROI is 1.24 ($2341/$1890). Thus training

program resulted in a return of $1.24 on every 27


28/30

Does training increaseturnover? Debate: Do employers see a return

on investment in tuitionreimbursement?

2 sides of the debate: Employee development leads to positive

employee attitudes and motivates them to stay

Employee development increases employees

employment options outside the organizationand results in increased voluntary turnover (asper human capital theory)

Which do you think is true? 28


29/30

Does training increaseturnover? Study: Benson et al. (2004) AMJ, 47(3), 315-331.

In this study, 9543 workers whosecompany provided full tuition

reimbursement were studied Results

Turnover is very low while participants aretaking classes or pursuing a degree

When participants completeadvanced/graduate degrees, turnoverincreases dramatically

However 29


30/30

Documents

Lecture 5 Orientation & Training