1 developing office employees chapter 8 dr. linda mcgrew

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Developing Office EmployeesDeveloping Office Employees

Chapter 8Chapter 8

Dr. Linda McGrew

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Training

• Involves the specific applications of a well-defined body of:

– Knowledge

– Skills

– Procedures

– Rules

– Attitudes

Software

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Education

• Involves all aspects of one’s social environment, whereas training pertains to only the job performed by the employee

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Fundamental Elements of Training

• Specific job environment in which job performed

• Individual performing the job

• Attributes of job and individual

• Learning theories

• Training methods

• Changed job performance

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Process of Learning

• Need

• Stimulus

• Response

• Reinforcement

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To Maximize Training

• Need must be present– Desire for better performance appraisal– Higher salary– More valued reputation

• If employee sees direct

relationship between need

and outcome, he/she more

motivated to participate

in training experience

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Stimulus• Basically used to energize behavior

– For most, need deprivation is best stimulus for participation in a

training program

(If an employee wants higher

performance appraisal rating,

stimulus for participation results

from their perception of a less-than-acceptable appraisal rating)

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Employee’s Response

• Stronger employee’s perceived

need to participate in training

program, the more committed

he/she will be to respond

favorably to the stimulus

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New Behavior Needs to be Reinforced

• Praise

• Larger future salary increases

• Faster promotions

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Sole Reason for Training

• Changed job performance

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Employee Development

• Helps maximize use of human potential

• Continuous process lasting the duration of employee’s tenure with organization

• Win-Win for organization and employee

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Benefits of Employee DevelopmentBenefits of Employee Development

OrganizationOrganizationEmployees are more readily able to achieve important organizational goals.

They are able to achieve theirpotential more quickly andeasily and with less frustration.

EMPLOYEES

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Benefits of OrientationBenefits of Orientation

1. It has a positive impact on employee productivity.

2. Employees make fewer errors.3. Employees experience greater job satisfaction.

4. It helps employees become more familiar with organizational values, standards, appropriate attitudes, and behavioral patterns.5. It helps employees feel more “at home.”

6. It enhances their understanding of the nature of their job duties.

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Orientation Kits Orientation Kits

1. Organization chart

2. Map of the premises (in large organizations)3. Copy of employee handbook4. Copy of the union contract (if unionized)5. List of fringe benefits6. Copy of insurance plans7. Copy of performance appraisal form and outline of appraisal procedures8. Copy of emergency and evacuation procedures

9. List and names and telephone numbers of key organizational employees and units

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Steps in Developing Training Programs

Steps in Developing Training Programs

1. Determine need for training program. 2. Define objectives of training program. 3. Determine type of training program. 4. Determine appropriate training

techniques.

5. Provide training experiences 6. Conduct follow-up studies.

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Types of Analysis Used to DetermineNeed for a Training Program

Job ContentAnalysis

Employee Perform-ance Analysis

Examines the content of present and anticipated openings.

Determines whether a discrepancy exists between the employee’s actual performance and the minimum acceptable standards determined in the process of analyzing job content.

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Types of Analysis Used toDetermine

Need for a Training Program

Employee AttitudeSurvey

Population NeedsAnalysis

Assesses the attitudes ofemployees regarding theirperceived need for training.

Determines specific training needs of specific populations of workers.

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Types of Training Programs(1 of 3)

BasicKnowledge

Experiences are designed to help newemployees qualify for the positionfor which they have been hired.

Experiences may be considered asremedial.

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Experiences provided employees, oftennew ones, with training that supplements what they already know about their positions.

Experiences are designed to help employees perform certain activities or tasks.

Job Exposure

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RefresherRefresherExperiences are designed to help employees maintain a desirable levelof effectiveness in performing theirjobs.

Experiences are sometimes used to help employees upgrade themselves.

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Principles of LearningAffecting Training

Principles of LearningAffecting Training

Learner must want to improve if thetraining experience is to be successful.Informing learners of their performance provides needed reinforcement.

Learners learn at different speeds and in different ways; this should be recognized in the training process.

Actively involves learner in thelearning process.

Learning byDoing

Learning byDoing

MotivationMotivation

IndividualDifferences

IndividualDifferences

Knowledge ofResults

Knowledge ofResults

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Organizing Learning Experiences

Some experiences are offered aswhole units; others are broken intocomponents.

Experiences are distributed over alonger period of time

DistributedLearning

Whole vs. PartLearning

Transfer ofLearning

Learning by parts is generally moreeffective.

Learning experiences should betransferable to what trainees actually do on the job.

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Information Distribution Techniques


LectureMethod

LectureMethod

Allows the presentation of alarge amount of informationto a number of people in ashort time.

Does not allow for individualdifferencesWhat are some advantages anddisadvantages (p.160)

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ConferenceMethod

ConferenceMethod

Trains employees in small groups headed by the conferenceleader.

Learner plays an active rolein the process.

Is considered to consume aconsiderable amount of time before results are apparent.

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ProgrammedInstruction

ProgrammedInstruction

Presents material to learner intwo formats: textbook orteaching machine.

Provides immediate knowledgeof results.

Is costly to develop.Advantages and disadvantages?(p. 161)

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Closed-CircuitTelevision

Closed-CircuitTelevision

Enables an organization to develop its own videotapes ofvarious procedures, processesor methods.

Facilitates providing a close-upview of the process being taught.

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Uses motion pictures and slidepresentations in the trainingprocess.

Motion Picturesand Slide

Presentations

Motion Picturesand Slide

Presentations

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DistanceLearning

DistanceLearning

Is a new training technique.

Delivers the instructional process to the trainee’s siterather than requiring thetrainee to go to the site where the training originates.

Is increasingly becoming Internet based.

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College-LevelRefresherCourses

College-LevelRefresherCourses

Involves using college/university courses to trainemployees.

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Simulation Techniques(1 of 9)


Role Playing

Role Playing

Trainees assume the role ofsomeone in an existingenvironment.

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CaseMethod

CaseMethod

Trainees are given a descriptionof organizational conditionsinvolving either a hypotheticalsituation or a real situation.

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IncidentMethod

IncidentMethod Trainees are given a few details

about a given situation; they continue to ask questions of thetrainer until they have sufficientinformation to make an informeddecision.

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BusinessGames

BusinessGames

Trainees use realistic games in learning about the concept being taught.Are an effective technique in helping employees acquire an understanding of the various interrelationships within the organization.

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In-BasketIn-Basket Focuses on decision making and problem solving.

Trainee determines the priority of each situation and devises a solution to each problem.

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Computer-AssistedTraining

Computer-AssistedTraining Is a training process that

involves the use of the computer.

Often resembles, as a process, the programmed instruction technique.

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Audio-CassetteTraining

Audio-CassetteTraining

Involves the use of audio cassettes in training employees.

Trainees are able to listen to the cassette as many times as they need to to achieve mastery.

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Video Training

Video Training

Uses one of the new media (tapes, lasers, video disks, etc.) in presenting the training with the training experiences.

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InteractiveVideo

InteractiveVideo

Is a new training technique.

Trainee carries on a dialogue with a computer.

Results in a fast learning process.

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On-the-Job Techniques(1 of 5)


Employer-Employee

CooperativeTraining

Employer-Employee

CooperativeTraining

Combines in-classroom instruction with on-the-job instruction.

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On-the JobCoaching

On-the JobCoaching

Trainee’s supervisor becomes the trainer.

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Job RotationJob Rotation

Trainees learn new job processes by rotating through a variety of positions.

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Job-instructionTraining

Job-instructionTraining

Involves providing trainees with a series of training experiences about various aspects of their job tasks.

Materials are developed around the various sequential steps comprising a job.

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Job-in-TimeTraining

Job-in-TimeTraining

Provides employees with training experiences as they need them to perform their job tasks.

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Special-Purpose Training

Involves providing trainees with informationabout a variety of areas, includingdiversity, AIDS, teamwork, etc.

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Legal ConsiderationsLegal Considerations

Training experiences must not discriminate against employees on the basis of the provisions of the

Civil RightsAct of 1964

Civil RightsAct of 1964

Vocational Re-habilitation Act

of 1973

Vocational Re-habilitation Act

of 1973

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Counseling

Predicting when employees will need counselingis difficult.

Nondirective ApproachNondirective Approach

Is generally preferred.

Gives employee the opportunity to determinethe scope of the counseling session.

1 developing office employees chapter 8 dr. linda mcgrew

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