Chapter 3…
Training and Development
Contents …
3.1 Training
3.1.1 Meaning and Definitions
3.1.2 Objectives of Training
3.1.3 Needs / Importance of Training
3.1.4 Training Methods
3.1.5 Important Considerations in Designing Training Programmes
3.1.6.Distinction between Training and Development
3.1.7 E- Training
3.1.8 Recent trends in E- training
• Points to Remember
• Questions for Discussion
• Multiple Choice Questions
• Project Questions
• Case Study
• Questions from Previous Pune University Examinations
Learning Objectives …
• To be aware of the meaning, definition, importance and objectives of training
•To examine methods of training and evaluation
•To understand the concept, nature, process and methods of management development
•To study the distinction between training and development
3.1 Training
Training plays an important role in improving an organization’s effectiveness in areas such as productivity, health and safety at work and personal development. Every organisation needs to employ people and train and develop them. Most organizations are aware of this requirement and invest efforts and other resources in training and development. Such investment can take the form of employing specialist training and development staff. It is an investment made for future benefits of an organisation. It provides appropriate outline to the overall capabilities of an employee which helps an organization to accomplish its goal as well the personal goals of employees. It also helps to change the attitude of employees in order to get better cooperation from their subordinates.
Training is necessary to prepare existing employees to achieve more in their jobs. It is an activity of succession planning of an organization. It also bridges the gap between requirements of the job and employee’s understanding towards that job. Hence it makes a person more productive.
Many companies have adopted this broader perspective, which is known as high-leverage training. High-leverage training is linked to strategic business goals and objectives which uses an instructional design process to ensure that training is effective and compares or benchmarks the company’s training programmes against training programmes in other companies.
High-leverage training practices also help to create working conditions that encourage continuous learning. Continuous learning requires employees to understand the entire work system, including the relationships among their jobs, their work units and the company. Employees are expected to acquire new skills and knowledge, apply them on the job and share the information with their colleagues.
Definitions of 'Training':
According to Elmer H. Burack and Robert D. Smith, “Training is a planned, organised and controlled activity designed to express some aspect of present job performance. Training is skill-oriented and is usually intended for the short run welfare of the company. Training is also a key ingredient in the motivation of individuals. An untrained, unskilled employee feels very insecure, lacking the self-confidence necessary for comfortable group relations”.
According to Prof. Milkovich and Prof. Boudreau, “Training is a systematic process of changing the behaviour, knowledge, and / or motivation of present employees to improve the match between employee characteristics and employment requirements”.
According to Prof. Arun Monappa and Prof. Mirza Saiyadain, “Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organisation to acquire and apply the knowledge, skills, abilities and attitudes needed by the organisation”. They further opined that “broadly speaking, training is the act of increasing the knowledge and skill of an employee for doing a particular job”.
Fig. 3.1: Objectives of Training
1. To Perform the Task: Every task needs certain expertise. An organisation expects tasks to be completed with the given specifications only. To perform those special tasks every personnel should have thorough knowledge about their operating method, for which a company may arrange small workshops or training programmes where an employee gets hands on experience and will have a clear idea about how the task can be preformed.
2. To Bring Effectiveness: After getting knowledge of a particular task, it has to be performed with effectiveness. Training gives accurate information and also some exposure to bring in effectiveness in their work.
3. To Bridge the Gap: Education teaches theory but the training gives practical knowledge about the work. So it bridges the gap between learning a particular thing and actually doing it.
4. To Gain Acceptance from Peer Members: Competent people are always accepted well. To gain such acceptance, a person should possess knowledge, experience and judgement. Judgement comes automatically along with experience. But skills and knowledge can be developed through behavioural training programmes.
6. To Understand the Procedure: Misunderstanding often puts a person and an organisation in the situation of losing money and relations with others. To gain correct understanding about the system, a newly appointed person will need to undergo an induction programme so that he can understand the working procedure.
7. To Analyse Skills and Knowledge: Training helps in analysing the specific skills and knowledge which people should posses. Training should be provided to the person lacking the mentioned skill set to focus on the lacking area.
8. To Identify a Specific Problem: Identifying the problem areas related to a person’s work is a difficult task. He is unable to give his best due to such unidentified problems. Through training unidentified problems can be definitely found and solved.
Example: A newly appointed person doesn’t have adequate knowledge about the machinery or the technology he is working on, due to which he is performing badly. He needs hands-on experience to get acquainted with the new system. Through training he can gain appropriate experience of working on that machine.
9. To Stay Updated with the Changing Technology: Maintaining speed with the changing technology has become essential in the present competitive business world. But everyone cannot be fully aware of new technology. Training ensures that employees stay updated with the changing technology.
10. Activity Analysis: Identifying training needs, activities and tasks are important aspects of any job. It involves systematic and detailed analysis of various components of a job and indicates if the nature of the job has changed over a period of time and whether the organisation has capable manpower who can handle the changing tasks and activities.
11. Personal Analysis: Employees’ psychology, attitude towards work, work-life balance and overall abilities need to be reviewed at regular time interval. It reveals his perception about the organisation and importance of work in his life. This analysis helps the organisation to change employees’ attitude towards work and can also prevent losses due to wrong perception.
Accomplishing all the above mentioned objectives satisfy the personal as well as organisational needs of any enterprise or company. The follow up and continuation of training will fulfil these needs and make the organisation successful.
1. Converting Weaknesses into Strengths: Professional and personal weaknesses hinders a person from giving the best services. Training assists in eliminating these weaknesses, by strengthening workers’ skills. A well organised development programme helps employees gain similar skills and knowledge, thus bringing them all to a higher and uniform level. This simply means that the whole workforce is reliable, so the organisation doesn’t have to rely only on a few employees.
2. Performance Improvement: A properly trained employee becomes more informed about procedures for conducting various tasks. The worker’s confidence is also boosted by training and development. This confidence comes from the fact that the employee is fully aware of his / her roles and responsibilities. It helps the worker carry out the duties in a better way and even find new ideas to incorporate in the daily execution of duty.
3. Consistency in the Performance: Consistency is vital when it comes to an organisation’s procedures and policies. This mostly includes administrative procedures and ethics during execution of duty. Through knowledgeable training programmes, workers can bring in tremendous change in their work which will also bring consistency due to positive impact on overall results.
4. Job Satisfaction: Training and development makes employees feel satisfied with the role they play in the organisation. This is driven by the greater ability they gain to execute their duties. They get a sense of belongingness for the organisation they work for and try to give their best in return.
5. Increases Productivity: Through training and development, the employee acquires all the knowledge and skills needed for his day to day tasks. Workers can complete their tasks at a faster rate and with efficiency thus increasing overall productivity of the company. Employees also learn new tactics of overcoming challenges they face.
6. Enhances Quality of Products and Services: Employees learn standard methods to use in their tasks. They are also able to maintain uniformity in the output they give. This helps the company in providing satisfying services or goods.
7. Minimal Wastage: Wrong use of machinery leads to wastage of resources and it can also cause accidents at times. Training results in optimal utilisation of resources of an organisation and reduction in accidents. All the machines and resources are used economically, reducing expenditure.
8. Reduction in Supervision: Employees become more confident when they gain the necessary skills and knowledge. They become self reliant and require little guidance when they perform their tasks. The supervisor can depend on the employee’s decision for quality output. This relieves supervisors from the burden of constantly giving directives on what should be done.
Once the organisation realises the need for training, the manager needs to design the training programme and the training material. Some trainings need actual machinery to practice whereas some trainings are intellectual lectures. Thus training can be given through ON-the-JOB, OFF-the-JOB and WEB based Training.
Fig. 3.2
On-the-Job Training: In most firms, this is the only method applied for training. It includes Orientation, Job instruction, Internship, Apprenticeship Coaching and Job rotation. OJT is the most dominant form of training in the world today not just because it is safe or economical but also because in many instances it is the only practical way of learning a job. It is a traditional and proven methodology. Numerous studies indicate that it is the most effective form of job training.
On-the-job training programmes range from formal training with one-on-one master-apprentice set-ups to learning by watching master-to-many-student arrangements. In this sense, the most formal types of on-the-job training are distinct from classroom training largely as they take place onsite where work is being performed.
The on-the-job types of training are discussed below:
1. Apprenticeship Training: It is a process by which unskilled workers become skilled workers, with the combination of formal learning and long term on-job training.
Apprenticeship training, "means a course of training in any industry or in pursuance of a contract of apprenticeship and under prescribed terms and conditions which may be different for different categories of apprentices": Directorate General of Employment and Training Ministry of Labour Government of India
2. Informal Learning: Majority of people learn effectively through informal learning while performing their jobs on a daily basis in collaboration with their colleagues.
It can take place in any organisation. Managers do not actually arrange informal training but they make sure that it occurs. It brings good results in employees’ work since it is arranged informally where workers show active interest in learning.
3. Job Instruction Training: Many jobs consist of a logical sequence of steps and are best taught in a step–by-step manner. This step-by-step process is called Job Instruction Training (JIT).
Performa of JIT
Job Instruction Training
1. Prepare a Training Timetable
Define Objectives
•Who is going to attend the training?
•Training for which skill is to be given
•What is the training duration?
2. Break-down of the Job • Enlist important steps
•Highlight key points and mention reasons
•Make safety as a main point
3. Keep Everything Ready
•Keep all the components required for the training ready
4. Arrange the Work AArrange the work area just like actual working conditions
4. T group: It is also known as sensitivity training. It is a small group of people generally of five to seven accompanied by one or two trainers. The purpose of this training is to focus on and develop the behavioural aspects of an individual’s personality. Focus is on developing decision making skills, leadership skills and group dynamics of an individual.
5. Job Rotation: Job rotation is the method in which an employee is moved from one job to another. This helps an employee to have a general understanding of how the organisation operates. The purpose of this method is to provide trainees with a larger organisational perspective and a greater understanding of different functional areas. However it may give rise to several problems especially when the trainees are put on various jobs at frequent intervals. In such a case, trainees do not stay in any single phase of the operation for long which is required to develop a high degree of expertise. But it generally improves participants’ job skills and job satisfaction. It also provides scope to develop a network within the organisation. For the fast learners there are opportunities of promotion and higher salaries. Lateral transfers are beneficial for developing new talents.
But there are also chances of getting more workload for participants.
6. Coaching: It is a kind of training which is performed on a daily basis where feedback is given to employees by their immediate supervisors. It is a continuous process of learning. Supervisor explains things, answers questions and throws light on how things should be done. Coaching is very useful when an employee demonstrates a new competency or expresses interest in a different job with the same organization. It involves observation, explanation, offering possible alternatives and follow up.
Off-the-Job Training
1. Simulated Training: In this type of training the trainee learns on actual equipment which they need to operate but the training is done off-the-job. It is provided when on-the-job training is costly and dangerous. It is also called vestibule training. It is undertaken in a separate room where all the equipment is placed to provide training. It involves the use of simulators.
Simulation presents likely problem situations and decision alternatives to the trainee. For example, certain activities are simulated and the trainee will be asked to make appropriate decisions to support those activities. The results of that decision are provided with an explanation of what would have happened if the given decision was applied at the actual workplace. In this way trainee can judge the situation with the given decision. Simulation can be exercised with case study, role playing and vestibule training.
2. Management Games: Various leadership, motivational, analytical and decisive games are organized for employees in groups of five to six persons. Each group typically is asked to decide how much to produce, how much inventory to maintain and how much to spend on advertising etc.
Management games can be effective when participants are involved completely with their best interest. Trainees can develop their problem solving skills and focus their attention on planning.
3.Outside Seminars: Many companies and universities offer traditional as well as web-based classroom seminars on management development. These bring professionals from different areas ranging from accounting, finance, IT, TQM etc. and specialized seminars can be delivered.
4.University Related Programmes: Many universities provide special extension programmes to executives on leaderships, supervision, motivation etc. These can run for a week to one or two months as well. Students are generally experienced managers from various industries. Case studies and lecture methods provide the top level management with the latest management skills.
5. Role Playing: This creates a realistic situation and makes employees assume the role of a specific person in that situation. The aim is to develop trainees in various areas such as leadership, delegating and decision making.
6.Behaviour Modelling: It includes educating on the right way of doing things and provides feedback on the trainee’s performance. In this type, firstly, the trainees watch live or video example that shows the model behaving effectively in a problem situation. A video helps to know the situation more clearly. Secondly, trainees are given roles to play in a simulated situation. They practice and rehearse effective behaviours as shown in videos. And the trainer then provides detailed feedback based on the trainees' performance in a role play situation.
7. Corporate Universities: Many firms establish their in-house development centers which are also called Corporate Universities. They typically offer a catalog of courses and special programmes to support employees for their different corporate training needs. Web based educational portals provide added value to such corporate universities.
8.Executive Coaches: It is an outside consultant who questions the executive’s boss, peers, subordinates and family in order to indentify the executive’s strength and weaknesses and to counsel the executives so that he or she can capitalise on those strengths and overcome weaknesses.
9.Audio-visual Training: It includes DVD’s, films, power point presentations, video conferencing and audiotapes which are very effective and widely used. According to recent trends trainers mostly give presentations through modern methods though it is very expensive as compared to conventional methods. But audiovisual training drags more attention of the trainees and also helps them to remember easily. Audiovisual training gives more illustration on actual troubleshooting which helps the worker in resolving problems easily.
10.Web Based Training
1. Computer Based Training: It is one of the interactive systems which increases employees’ knowledge or skills. Many firms have developed courses for their franchisee’s employees and made them available on DVDs. Interactive multimedia training integrates text, video, graphics, photos, animation and sound to produce a training environment with which the trainer interacts with the trainee.
It includes:
(a) Programmed instructions (PI): It consists of texts, graphics and multimedia that are stored in a computer’s memory and are connected to one another electronically.
(b) Computer Managed Instruction (CMI): It uses a computer to manage administrative functions such as registration, record keeping, scoring, grading etc.
(c) Intelligent Tutoring System (ITS): It makes use of artificial intelligence for providing tutoring.
(d) Virtual Reality: It is the advance form of computer simulation, creating a simulated environment that is virtually same as physical environment. A trainee learns by interacting with objects in the electronic environment.
2. Electronic Performance Support System: According to Barry Raybould, ”An Electronic Performance Support System is a computer-based system that improves worker’s productivity by providing on-the-job access to integrated information, advice and learning experiences".
Gloria Gery defines it as "an integrated electronic environment that is available to and easily accessible by each employee and is structured to provide immediate, individualised on-line access to the full range of information, software, guidance, advice and assistance, data, images, tools and assessment and monitoring systems; to permit job performance with minimal support and intervention by others."
Electronic performance support systems are used for understanding the task and helps in following procedures and processes. It also gives access to knowledge where users can find information they need. Another important aspect is alternate forms of knowledge representation which may be video, audio, text, image and data.
3. Distance and Internet Based Training: Distance learning methods range from paper and pencil correspondence courses to tele-training, video-conferencing and modern Internet based courses.
Tele Training: From the central location, the trainer teaches groups of employees at remote locations. It saves time and cost on physical based training.
Video-conferencing: It allows people from one location to communicate with people from another location through necessary equipments. It involves using video cameras and different participants joining a video conference lecture room.
Various products, like Blackboard and WebCT, support online learning endeavours. For example, WebCT provides a process for delivering course content via Power Point slides. It enables learners and instructors to interact live and asynchronously via online chat rooms and discussion forums.
Internet Based Learning: It is a popular method which is demanded more than any other method. It is more effective than classroom method for teaching descriptive topics. Web based instruction and classroom instruction are equally effective for teaching procedural topics.
4. Virtual Classrooms: It is a software that enables multiple remote learners, using their PC’s or laptops to participate in the video based classrooms. It enables communication with members of the training by two way audio, video and chats.
Apart from the above three methods there is programmed learning which also helps to provide training to the trainees.
Programmed Learning:
It is a systematic method for teaching job skills involving presentation of questions or facts, allowing the person to respond and give immediate feedback to the learner on the accuracy of his or her answer.
It consists of three parts:
Presenting facts, questions, and problems to the learner.
Allowing a person to respond.
Providing feedback on the basis of answer.
The main advantage of programmed learning is the less amount of time involved. It also facilitates learning because it lets trainees learn at their own pace and reduces the learner’s risk of error.
In order to meet the training and development needs of an organisation, various training programmes are designed from time to time. It is a continuous process. Many organisations organise their own training programmes with the help of training professionals, experts. But arrangements are also made for the employees to attend the training programmes organised by outside professional organisations.
However, there are some important considerations which are taken into consideration while designing the training programmes
. They are : (1) Area of training contents, (2) Characteristics of trainees, (3) Key learning principles, and
(4) Cost of training. Let us consider each of these considerations in brief:
Areas of Training Contents: Information, acquisition of skills and abilities, decision-making skills and problem solving skills are important basic areas of training programme content and generally, training programmes include more than one of these content. The success of any training programme depends much on the identification of proper areas of training content.
Characteristics of Trainees: Characteristics of trainees is another important area of consideration which affect the choice of a training programme. While organising training programmes, the number of trainees, their abilities, skills, attitudes, needs and other such factors are required to be taken into consideration. If an organisation decides to bring about major changes in its objectives, policies, it is obvious that every employee is required to be given the training.
Key Learning Principles: Training is an organised procedure and people learn knowledge and also acquire various skills. The training is rooted in the learning process. Learning is that process by which skills, knowledge, habits, attitudes etc., are acquired and utilised by the learners in such a way so that their behaviour is modified. Training endeavours to induce learning for bringing about a relatively permanent change in knowledge, skills, behaviour etc. Studies of human learning imply several principles which offer valuable guidance for designing training programmes. Some of the important learning principles are conditions of practice, knowledge of results, relevance of material and transfer to the job. Training programmes are expected to motivate the trainees to learn these principles and therefore, training methods selected should incorporate important key learning principles depending upon the area of training content.
Cost of Training: Cost of training is yet another consideration in designing a training programme. Budget size of a training programme depends upon the number of trainees, methods adopted for completing training programme etc. Cost-benefit analysis is done while deciding the budget of a training programme.
E- Training :
Objectives • After completing this chapter, you should be able to: – Understand the meaning and significance of etraining – Classify the e-training programs – Acknowledge the advantages and disadvantages of e-training. – Know the meaning of blended training and its relationship with c-training.
3. Nature and meaning of e-training • Much e-training is praised and innovated, computers will never completely eliminate human instructors and other forms of educational delivery. • E-training means the delivery of a learning or training program by electronic means. • E-training involves the use of a computer or any other electronic device to provide training or educational material • E-training is the convergence of the internet and learning, or Internet-enabled learning.
4. Importance of e-training • The continuous efforts of technology giants the world over have brought in user-friendly training or learning technologies at affordable prices which were unheard in the past. • The workplaces and homes are being networked with sophisticated communication devices, thereby paving the way for information from anywhere in the world and at any time.
5. Importance of e-training • The business and product lifecycles have compressed substantially in the ever changing world of business. • Thus, when business cycles are shortened, organizations cannot afford to send their employees away from work for several weeks or months to undergo classroom training. • Under these conditions organizations, by deploying the e-training solutions, want employees to learn and perform simultaneously.
6. Importance of e-training • E-training solutions can bridge this gap by providing ready information to such distributed workforce anywhere and anytime, thereby creating an instant expertise. • Traditional classroom training is quite expensive. • Business processes and products are constantly changing, which creates the need for retraining people very often.
7. Types of e-training • E-training can be classified as – synchronous and – asynchronous training • depending on how the learning and teaching takes place.
8. Types of e-training • In the synchronous approach, both learning and teaching takes place in real time even though the trainer and learners are physically separated from each other. – The advantages • learning from anywhere without having to travel to a farther distance to reach a training center and the convenience of interacting with the trainer and other learners instantly. – The disadvantages • learner has to find time to attend the classes in keeping the appointed time and without having the option to learn whenever he wants or finds time.
9. Types of e-training • In the asynchronous approach, the learning takes place with time delay as well as the trainer and learner are physically separated from each other. – The advantages • The learner not only can learn from any place of his choice but also at a time of his own convenience. The cost of asynchronous training is quite lower than synchronous training. – The disadvantages • there is no scope for an instant question-answer session and listening to the perspectives of other learners. The learner is cut-off from other learners and the trainer, at the lime of learning.
10. E-training process There are a sense of activities involved in the successful implementation of e-training programs which can together be termed as e-training program process. E-training program process is by and Large similar to traditional training process with minor changes. The e-training process has following stages: Needs Identificatio n Design the program Infrastructure Launching
11. E-training process •
Needs Identification: – The idea of introducing etraining should start with needs identification. Needs identification will have to look at the business case for investment in e-training as well as the need and comfort level of employees with specific reference to etraining. •
Design the program: – Once a clear need is identified and the management accepts the proposal for investment to develop e-training programs, then the training managers have to look for designing appropriate programs based on the nature of learning as well as the characteristics of the learners.
12. E-training process •
Infrastructure: – After designing the program structure, the training managers have to create the E-training infrastructure like computers, broad band connectivity, video conferencing and other devices. •
Launching: – Once all the development work is completed it is now time for launching the program. A company should always start with pilot programs to test the suitability and understand the bottlenecks, if any.
13. Advantages and disadvantages of etraining • Advantages: – Reduced cost and saved revenues – Learning times can be reduced, an average of 40% to 60%. – Expert knowledge is communicate, but more importantly captured, with good e-training and knowledge management systems. – On-demand availability enables students to complete training conveniently at off-hours or from home. – Confidence that refresher or quick refresher materials are available reduces burden of responsibility of mastery.
14. Advantages and disadvantages of etraining • Disadvantages: – Costs Involved: • Initial cost required of an e-training solution is larger due to the need for technology infrastructure and costs associated with program development. – Learner capabilities: • Learner capabilities matter a lot in the USC of e-training techniques particularly of asynchronous training. An illiterate employee cannot be expected to operate computer and the Internet for training.
15. Advantages and disadvantages of etraining • Disadvantages: – Cultural barriers: • There are still people in this world, particularly among the working classes, who believe that use of computer and communication technology at work renders thousands of people jobless. Such unfounded beliefs may really work as stumbling blocks for the penetration of e-training across larger population. – Trainer Personality: • Online training demands much more openness, flexibility, concern and friendly attitude on the part of the trainer. The trainer has to compensate for the lack of physical proximity in every possible way.
Distinction between Training and Development
Points to Remember
• Training is a very essential component of an organisation as it improves employees’ abilities and leadership skills and brings in positive attitude. Performance is drastically enhanced with the right kind of training in the right place with the right people.
• Training is a planned programme which is designed to improve performance, impart skills, abilities and attitude.
• Formal Training methods include: On-the-Job Training which covers coaching, mentoring, job rotation, apprenticeship training, and committee assignments whereas Off-the-Job training includes Case study, Role Play, lectures, conferences, simulation and programmed instructions.
• Management Development programmes are techniques of developing managers with their abilities and attitude towards the work.
• MDP has On-the-Job as well as Off-the-job training methods.
Questions for Discussion
1. Explain training with its needs and objectives.
2. Describe various types of training programmes.
3. Define training evaluation and explain the training evaluation system.
4. Write a brief note on “On-the-Job” and “Off-the-Job” training.
5. What is a Management Development Programme?
6. Explain the steps in evaluation of a Management Development Programme.
7. Explain the difference between Training and Development.
8.Describe methods of Management Development.
9. Training Programmes are helpful to avoid personnel obsolescence” - Discuss
10. Explain Kirkpatrick’s view about Management Development Programme evaluation.
Multiple Choice Questions
1. …… provides new employees with the basic background information required to perform their jobs satisfactorily.
(a) Employee recruitment (b) Employee selection
(c) Employee orientation (d) Employee development
(e)Training
2. Orientation typically includes information on …….
(a) employee benefits (b) personnel policies
(c)daily routine (d) safety measures
(e)all of the above
3. The methods used to give new or present employees the skills they need to perform their jobs are called …….
Orientation (b) training
(c)development (d) appraisal
(e) Management
4. Employers use …… to ensure that employees are working towards organisational goals.
(a) performance management process
(b ) employee orientation programme
© management by objectives programme
(d)rewards programme
(e) just-in-time system
5. Which of the following has the highest influence on organisational effectiveness?
appraisal (b) feedback
(c)training (d) goal-setting
(e)technology
6. The first step in a training programme is to ……
assess the programme’s successes or failures
(b)present the programme to a small test audience
(c) design the programme content
(d) conduct a needs analysis
(e) train the targeted group of employees
7. What is the second step in the training process?
(a) assess the programme’s successes or failures
(b) present the programme to a small test audience
(c) design the programme content
(d) conduct a needs analysis
(e) train the targeted group of employees
8. The third step in the training process is to ……
(a) assess the programme’s successes or failures
(b) present the programme to a small test audience
(c) design the programme content
(d) conduct a needs analysis
(e) train the targeted group of employees
9. The fourth step in the training process is to ……
(a) assess the programme’s successes or failures
(b) present the programme to a small test audience
(c) design the programme content
(d) conduct a needs analysis
(e) train the targeted group of employees
10. What is the final step in the training process?
(a) assess the programme’s successes or failures
(b) present the programme to a small test audience
(c) design the programme content
(d) conduct a needs analysis
(e) train the targeted group of employees
11. Rao is currently identifying the specific job performance skills needed by analysing the skills of prospective trainees and developing knowledge and performance objectives based on the deficiencies found. Rao is working on the …… step in the training and development process.
(a) first (b) second
(c) third (d) fourth
(e) fifth
12. Which of the following is not a consideration when designing a training programme that motivates the trainees?
(a) provide the opportunity to apply the material
(b) provide prompt feedback
(c) utilise a half or three-fourths day schedule
(d) pay the trainees for the time spent in training
(e) allow trainees to set their own pace
13. Which of the following is recommended for training sessions to maximise learning?
(a) a full day (b) a half-day
(c) one hour (d) three hours
(e) two hours
14. If an employer fails to train an employee adequately and an employee subsequently does harm to a third party, the court could find the employer liable for …….
(a) negligent hiring (b) discrimination
(c) negligent training (d) occupational fraud
(e) adverse action
15. Which of the following steps will not help employers to protect themselves against charges of negligent training?
(a) confirm employee claims of skill and experience
(b) provide extensive training
(c) evaluate the degree to which training lowers risks associated with job
(d) pay employees for time spent in training
(e) all of the above
16. Under which situation below, should an employer pay an employee for time spent in training?
(a) the training programme is voluntary
(b) the training programme is directly related to the trainee’s job
(c) the trainee does not perform any productive work during the programme
(d) the training programme is conducted outside working hours
(e) the training provides no immediate benefit to the employer
17. …… is a detailed study of the job to determine what specific skills the job requires.
(a) Needs analysis (b) Task analysis
(c) Performance analysis (d) Training strategy
(e) Development planning
18. Employers can supplement the job description and specification with a …… that consolidates information regarding required tasks and skills, in a format that is helpful for determining training requirements.
(a) performance record form (b) training assessment form
(c) task analysis record form (d) skill sheet
(e) work function analysis
19. A task analysis record form contains all of the following information except ……
(a) task list (b) required skill set
(c) quality of performance (d) employee name
(e) performance conditions
20. Employers can identify training needs for new employees by ……
(a) reviewing job descriptions (b) reviewing performance standards
(c) performing the job (d) questioning current job holders
(e) all of the above
1. (c) 2. (e) 3. (b) 4. (a) 5. (d) 6. (d) 7. (c) 8. (b) 9. (e) 10. (a) 11. (a) 12. (d)
13. (b) 14. (c) 15. (d) 16. (b) 17. (b) 18. (c) 19. (d) 20. (e)
Project Questions
1. You are training someone to use SAP software in their office. Which training methods do you suggest?
2. Analyse the training programme of a heavy machinery industry. Discover the steps of training and development of their employees.
3. Design a training programme for the candidates who are going to join an Automobile Company.
Case Study
Introduction
South wood school administrators realised that a newly designed performance management system for their support staff would require a formal training programme. Designing and implementing the new performance management system was a challenge for the organisation; the last system was unpopular with employees, and negative feelings about the value of performance management linger.
Case Overview
Some of the issues identified with the previous performance management system included:
• Annual deadlines to complete the process were missed by many staff members.
• Some staff members were confused about what exactly is needed to be completed and when.
• There were complaints that the previous system was a “waste of time” and that there were no measurable outputs.
• A trade union representative felt that the system was not appropriate for all staff members.
• Criteria on the forms were irrelevant for support staff. For example, support staff could not set objectives in pupil progress or have lessons observed.
• There was little attention on identifying training needs and where needs had been identified, there was no follow-up with appropriate actions.
• Appraisals were led by teachers with little knowledge on their appraisees’ jobs.
• Performance meetings were a one-way process; often, performance goals were identified before the meeting and without the appraisee’s input.
Case Details
The case study consists of two parts:
I. Designing the training programme for managers (appraisers).
II.Designing the training programme for appraisees.
I. Designing the training Programme For managers (appraisers).
The managers in this case study are the appraisers in the new performance management process. In some cases, they will be teachers with no formal management qualifications. In other cases, they will be support staff with specific management responsibilities in the organisation.
Needs Analysis
Initially, the director of administration recommended that a selection of managers complete a standard Internet-based training programme provided by an online training organisation. Managers who completed the online training would receive a certificate of achievement. Based on input from the HR manager, however, it was decided that a custom-designed programme would be more appropriate because it would better meet managers’ needs. A custom-designed programme would also allow the school to relate the training back to their new performance management system and provide flexibility in the programme’s delivery.
There were a number of options available to determine who would design and deliver the programme:
• The HR manager could design and deliver the training.
• The HR manager could design the content and the training could be conducted by a member of the school’s senior management team.
• An external consultant could design and deliver the training.
• An external consultant could design the content and the HR manager could conduct the training.
In the end, it was decided that the HR manager would design and develop the programme with support from the senior management team, if necessary.
The reasons for this decision:
• Specialised knowledge: The HR manager had developed the new performance management system and was therefore the most knowledgeable person about it.
• Experience: The HR manager was experienced in developing training programmes.
• Cost: This was the least expensive option; no direct costs would be incurred
• Context: It would be easier to include specifics about the new performance management system if the training was designed by an internal person.
• Flexibility: The sessions could be run at the times convenient to managers, which may have been more difficult to accommodate with an external trainer.
Designing the Training
A focus group discussion was held with five managers, to find out what they wanted from the training and to assess their concerns about performance management. This was a useful process. The managers wanted to include training on how to deal with difficult people, which otherwise may not have been included in the programme. Including this also assured managers that their views were important and had been considered in the programme’s design.
The training would take place in-house and outside the normal workday. It was agreed that the most appropriate method was a two-hour workshop. The workshop would include various activities geared to develop the skills and knowledge of the participants:
Trainer-led interactive presentations. Role play exercises.• Use of a specially designed case study.
Questions:
1. Analyze the case and give a suitable title.
2. Define the problem area and solve it with the right approach.
Question Bank
1. What is Performance Appraisal? Explain Modern Methods of Performance Appraisal.
2. What is Management Development? Describe Management Development Process.
3. What are the Objectives of Performance Appraisal? Explain Modern Methods of Performance Appraisal.
4. State Benefits of Employee Training and also explain Training Methods.
5. Discuss Objectives of Management Development. 6. Explain Various Methods of Management Development Programme. 7. What is Performance Appraisal? Explain its Objectives. 8. What is Training and Development? Describe Off-the-Job Training Methods.
9. Explain in detail any three most commonly used Methods of Performance Appraisal.
10. Discuss Need and Objectives of Training Programmes. How Training Programmes are Evaluated? 11. Explain Different Methods used for Performance Appraisal.
12. Explain in brief Management Development Process. 13. State the Need and Objectives of Training.
14. Explain Various Methods of Performance Appraisal.
15. Write Short Notes:
(A) 360° Appraisal Concept. (B) Evaluation of Training Programme.
(C) Management Development Programme. (D) MBO.
(E) On-the-Job Training.
(F) Objectives of Performance Appraisal.
(G) Objectives of Training.
16. Discuss briefly Important Methods of Training of Personnel.
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