1 orientation and training week 3 ______________________ dr. teal mcateer-early
TRANSCRIPT
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ORIENTATION AND TRAINING
Week 3______________________
Dr. Teal McAteer-Early
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“Entry” Issues leading up to Socialization
• The Realistic Job Preview (RJP)
• The Psychological Contract
• Organizational Commitment
• Organizational Culture
• Socialization
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What is Socialization?
• Process by which an employee begins to adapt to the values, norms, and beliefs of the organization and its members– Involves learning the organization’s climate and “learning
to fit in”
• Climate– “members’ shared perceptions of the contingencies
between behaviours that occur in the work environment and their consequences”
– Learning what behaviours are expected, acceptable, unacceptable
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Strategic Importance of Socialization
• Sets the tone of employment relationship
• Clarifies expectations / how things are done
• Reduces anxiety for new employees– Will I fit in? Will I enjoy the job/coworkers/etc?
• Effects employee attitudes and behaviour– Job satisfaction, commitment– Job performance
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Socialization vs Orientation
• Socialization– Process of employees adapting to
organization– Long-term process, often informal
• Orientation– Program that informs new employees about
their job and company– Short-term, often formal
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Stages of Socialization
1. Anticipatory (Pre-Arrival)• Employees begin with certain expectations
about organization and job– May be unrealistic – if unmet, result in
dissatisfaction, turnover, etc.
– Realistic Job Preview (RJP) may be helpful• Info about job demands and working conditions –
both positive and negative aspects
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Stages of Socialization
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
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Stages of Socialization
2. Encounter (cont’d)
– 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
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Stages of Socialization
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 with organization’s
– Misalignment = dissatisfaction and turnover
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Comments / Questions ??
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Training
• 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 for
present job
• Development– Focuses on personal growth, longer-term development– Emphasis is on acquiring KSAs needed for future job or
organizational need
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Trends Affecting Training
• Training and development activities have been increasing– Low unemployment = tight labour market
• Organizations compete to attract & retain employees, by offering better T&D opportunities
– New and changing technology – new KSAs– Globalization – training for employees with
international assignments– Mergers, acquisitions, restructuring
• Jobs change, employees need new KSAs
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Training Process Model
1. Needs assessment
2. Design training objectives
3. Develop program content
4. Implement training program
5. Evaluate effectiveness of training program
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Step 1: Needs Assessment
• Needs Analysis– 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– Gaps between employee KSAs and KSAs required by jobs– E.g., performance evaluations, self- or supervisor
identification
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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 steps involved in the development of a training program, without referring to your notes”
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Step 3: Develop Program Content and Learning Principles
• Issues to consider– Needs assessment– Training objectives– Audience– Class size– Time availability– Cost– Training format– Learning principles
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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
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Bandura’s Social Learning Theory
• High self-efficacy– Belief one can achieve a
behaviour
• High outcome expectancy– Belief that behaviour will lead
to an outcome of value
Higher level of learning
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Organizational Influences on Transfer of Training
• Relates to trainee’s outcome expectancies– Will the behaviour lead to desired outcomes?
• Rewards, pay, & promotion– Are there rewards for demonstrating the new
behaviour?• Environmental constraints / obstacles
– Lack of equipment, information, time, etc.• Supervisory and peer support
– Reinforce training: provide opportunities, reward– Train coworkers together – reinforce each other
• Organization’s learning climate– Learning is encouraged, supported, rewarded, etc.
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Step 4: Deliver Training
• Numerous methods to choose from:– On-the-job techniques
• E.g., job rotation, apprenticeship, etc.
– Off-the-job techniques• Lectures• Role playing• Case studies• Simulations• Computer-based training• Virtual reality
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Strengths and Weaknesses of various Methods
MethodKnowledg
eSkills 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
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Step 5: Evaluating Training Effectiveness
• 5 Criteria - Kirkpatrick’s 4 levels plus 11.Reaction
• Are participants satisfied with training?
2.Learning• How much has been learned?
3.Attitude Change (not 1 of Kirkpatrick’s 4 criteria)• 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 company?
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Evaluating Training
• If possible, use an evaluation method that will allow you to draw accurate conclusions about the program’s effectiveness
• Reaction measures– Important, but don’t refer to effectiveness
• Measure behaviour post-training– Can’t determine whether change occurred
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Pre-test Post-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?
• Should also use a control group – Employees who did not receive training
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Example of Evaluating Training Effectiveness
• Allied Signal Corp. - Garrett Engine Division– Manufactures jet engines
• 2-day training program– Team building, communication, problem-
solving, etc.– For maintenance teams (that repair the
manufacturing machines)
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Evaluation Design
• Evaluated 4 levels (Kirkpatrick’s levels) using pre-test post-test design with a control group1. Reaction to training
2. Participants’ learning of training content• Paper-and-pencil test pre- and post-training for both trainee and
control group
3. Participants’ on-the-job use of the new skills• Trainee and control groups rated team members’ behaviours
before and after training
4. Relevant organizational outcomes• Equipment downtime; job response time; job completion time
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Results
1. Reaction – high ratings of program
2. Learning– Post-test scores higher than pre-test scores and control group
3. Behaviour change• Better communication, problem-solving, etc. after training and
compared to control group
Response time
Completion time
Down timeCost /
job
Training pre- 4.8 hrs 13.6 hrs 18.4 hrs $1,341
Training post-
4.1 hrs 11.7 hrs 15.8 hrs $1,156
Control pre- 4.4 hrs 11.6 hrs 16.0 hrs $1,165
Control post-
4.4 hrs 11.7 hrs 16.1 hrs $1,211
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Cost-benefit Analysis
• ROI estimate (for 1 month time period)– Based on training vs control group post-tests– $1156 vs $1211 (difference of $55 / job savings)– Avg of 55 jobs / wk (x 4 weeks) = $12,100
benefit– Cost of training = $5,355– Net benefit = $6,745– $6,745 (Net benefit) / $5,355 (Cost) = 1.25– 125% ROI
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Does training increase turnover?
• Debate: Do employers see a return on investment in tuition reimbursement?– 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 organization and results in increased voluntary turnover
– Which do you think is true?
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Does training increase turnover?
• Study: Benson et al. (2004) AMJ, 47(3), 315-331.
• In this study, 9543 workers whose company provided full tuition reimbursement were studied
• Results– Turnover is very low while participants are
taking classes or pursuing a degree– When participants complete advanced/graduate
degrees, turnover increases dramatically– However…
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Does training increase turnover?
• When these participants (who completed advanced degrees) were promoted, turnover was less: – 56% less than participants who earned degrees
but were not promoted– 55% less than participants who were promoted
but did not take part in tuition reimbursement• Conclusion – tuition reimbursement can be
an effective retention strategy, provided attention is paid to job-skill match after someone has received an advanced degree
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Comments / Questions