Training and Developing Employees: Fundamentals of Human Resource Management, 10/E, Decenzo/Robbins
Training and Developing Employees: Fundamentals of Human Resource Management, 10/E, Decenzo/Robbins
Training and Developing Employees: Fundamentals of Human Resource Management, 10/E, Decenzo/Robbins
1 2
socialization strongly
influences new members
employee performance suffer anxiety
and organizational stability
3 4
socialization does not occur individuals adjust to new
in a vacuum situations in similar ways
The Insider-Outsider Passage
Outcomes
Productivity
Turnover
The Purpose of New-Employee Orientation
Orientation
http://www.southwest.com/careers/culture.html
http://www.hp.com/hpinfo/abouthp/diversity/sharedvalues.html
http://www.google.com/corporate/culture.html
http://walmartstores.com/AboutUs/321.aspx
Employee Handbook
http://humanresources.about.com/od/handbookspolicies/a/sample_handbook.htm
lists items that may be included in an employee handbook
The Purpose of New-Employee Orientation
CEOs can
1. welcome employees
2. provide a vision for the company
3. introduce company culture
4. convey that the company cares about employees
5. allay some new employee anxieties
adventure job
training rotation
employee
assistant-to
simulations development
positions
methods
lecture
committee
courses/
assignment
seminars
Employee Development
job rotation
assistant-to
positions
committee
assignment
lecture courses/
seminars
Traditional forms of instruction revolve around formal lecture courses and seminars.
These help individuals acquire knowledge and develop their conceptual and
analytical abilities.
benefit from today’s technology and are often offered in a distance learning format
Employee Development
simulations
adventure training
systems people
processes technology
Organization Development
OD techniques include:
1. survey feedback gets workers’ attitudes/perceptions on the change,employees
generally respond to a set of specific questions regarding how they view
organizational aspects such as decision making, leadership, communication
effectiveness, and satisfaction with their jobs, coworkers, and management
2. process consultation gets outside experts to help ease OD efforts
3. team building organizational members frequently must interact with peers, a
primary function of OD is to help them become a team. Team building helps work
groups set goals, develop positive interpersonal relationships, and clarify the role
and responsibilities of each team member.
4. intergroup development achieves cohesion among different work groups.
intergroup development attempts to change attitudes, stereotypes, and
perceptions that one group may have about another group. Doing so can build
better coordination among the various groups.
Characterized by
Level 1
What was reaction to training?
Level 2
What was learned?
Level 3
Did training change behavior?
Level 4
Did training benefit employer?
Evaluating Training and Development Effectiveness
Level one measures the reactions of the participants toward the training and
answers questions about whether the participants liked the training; felt they
achieved their learning goals; how much they liked the trainers; and any
suggestions they have for improving the training.
Level two measures how much the participants learned. This could be
accomplished by pre- and post-testing the participants or by evaluating the
participants against a control group that has not been trained.
Level three measures whether the training actually changes the employee’s
behavior when he or she returns to the job. This might be evaluated by the
participants, supervisors, or trainer.
Level four measures whether the training benefited the employer or not. This
could be done by determining ROI as we have above, or by evaluating a
behavior against another standard, such as a benchmark.
Evaluating Training and Development Effectiveness