Human Resource

Management
TWELFTH EDITION

GARY DESSLER
BIJU VARKKEY

Part 3 | Training and Development

Chapter 8

Training and Developing Employees

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
 After studying this chapter, you should be able to:
1. Summarize the purpose and process of employee orientation.
2. List and briefly explain each of the four steps in he training process.
3. Discuss how you would motivate trainees.
4. Describe and illustrate how you would identify training requirements.
5. Explain how to distinguish between problems you can fix with training,
and those you can’t.
6. Explain how to use five training techniques.
7. List and briefly discuss the importance of the eight steps in leading
organizational change.
8. Answer the question, “What is organizational development and how does
it differ from traditional approaches to organizational change?”

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–2
 Purpose of Orientation

Orientation Helps
New Employees

Know What
Feel Understand Begin the
Is Expected
Welcome the Socialization
in Work and
and At Ease Organization Process
Behavior

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–3
 The Orientation Process

Company
Employee Benefit
Organization and
Information
Operations

Personnel Employee Safety Measures

Policies Orientation and Regulations

Daily Facilities
Routine Tour

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–4
 FIGURE 8–1
New Employee
Departmental
Orientation
Checklist

Source: Used with permission of UC San Diego Medical Center.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–5
 The Training Process
• Training
 The process of teaching new employees the basic
skills they need to perform their jobs.
• Training’s Strategic Context
 The firm’s training programs must make sense in
terms of the company’s strategic goals.
• Performance Management
 Taking an integrated, goal-oriented approach to
assigning, training, assessing, and rewarding
employees’ performance.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–6
 The Training Process (continued)

The Five-Step Training and Development Process

1 Needs analysis

2 Instructional design
3 Validation
4 Implement the program
5 Evaluation

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–7
 Training, Learning, and Motivation
Make the Learning Meaningful
1. At the start of training, provide a bird’s-eye view of
the material to be presented to facilitate learning.
2. Use a variety of familiar examples.
3. Organize the information so you can present it
logically, and in meaningful units.
4. Use terms and concepts that are already familiar
to trainees.
5. Use as many visual aids as possible.
6. Create a perceived need for training in the minds of
the trainees.
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–8
 Training, Learning, and Motivation
(continued)
Make Skills Transfer Easy
1. Maximize the similarity between the training situation and the
work situation.
2. Provide adequate practice.

3. Label or identify each feature of the machine and/or step in the

process.
4. Direct the trainees’ attention to important aspects of the job.

5. Provide “heads-up,” preparatory information that lets trainees

know what might happen back on the job.
6. Trainees learn best at their own pace. If possible, let them pace
themselves.
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–9
 Training, Learning, and Motivation

• Trainees learn best when the trainers

immediately reinforce correct responses.
• Trainees learn best at their own pace.
• The schedule is important—the learning curve
goes down late in the day; less than full day
training is most effective.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–10
 Analyzing Training Needs

Training Needs
Analysis

Task Analysis: Performance Analysis:

Assessing New Employees’ Assessing Current Employees’
Training Needs Training Needs

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–11
 TABLE 8–1
Task
Analysis
Record
Form

Note: Task analysis record

form showing some of the
tasks and subtasks
performed by a printing
press operator.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–12
 Assessing Current Employees’ Training Needs

Assessment Center
Results Performance Appraisals

Methods for Job-Related

Individual Diaries
Identifying Performance Data
Training
Needs
Attitude Surveys Observations

Tests Interviews

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–13
 Training Methods
• On-the-Job Training
• Apprenticeship Training
• Informal Learning
• Job Instruction Training
• Lectures
• Programmed Learning
• Audiovisual Training
• Simulated Training (also Vestibule Training)
• Computer-Based Training (CBT)
• Electronic Performance Support Systems (EPSS)
• Distance and Internet-Based Training
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–14
 Training Methods (continued)
• On-the-Job Training (OJT)
 Having a person learn a job
by actually doing the job.
• Types of On-the-Job Training
 Coaching or understudy
 Job rotation
 Special assignments
• Advantages
 Inexpensive
 Learn by doing
 Immediate feedback
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–15
 On-the-Job Training

Steps to Help Ensure OJT Success

1 Prepare the Learner

2 Present the Operation

3 Do a Tryout

4 Follow Up

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–16
 FIGURE 8–3 Some Popular Apprenticeships in the United States

Source: www.doleta.gov/oa,
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd accessed July 3, 2009
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–17
 Training Methods (continued)
• Effective Lectures
 Don’t start out on the wrong foot.
 Give listeners signals.
 Be alert to your audience.
 Maintain eye contact with audience.
 Make sure everyone in the room can hear.
 Control your hands.
 Talk from notes rather than from a script.
 Break a long talk into a series of five-minute talks.
 Practice and rehearse your presentation.
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–18
 Programmed Learning

Presenting Providing
Allowing the
questions, facts, feedback on the
person to
or problems to accuracy of
respond
the learner answers

• Advantages
 Reduced training time
 Self-paced learning
 Immediate feedback
 Reduced risk of error for learner
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–19
 TABLE 8–2 Names of Various Computer-Based Training Techniques

PI Computer-based programmed instruction

CBT Computer-based training
CMI Computer-managed instruction
ICAI Intelligent computer-assisted instruction
ITS Intelligent tutoring systems
Simulation Computer simulation
Virtual Reality Advanced form of computer simulation

Source: P. Nick Blanchard and James Thacker, Effective Training: Systems,

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd Strategies, and Practices (Upper Saddle River, NJ: Pearson, 2003), p. 144.
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–20
 Computer-Based Training (CBT)
• Advantages
 Reduced learning time
 Cost-effectiveness
 Instructional consistency

• Types of CBT
 Interactive multimedia training
 Virtual reality training

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–21
 Distance and Internet-Based Training

Teletraining

Videoconferencing
Distance Learning
Methods
Internet-Based Training

E-Learning and
Learning Portals

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–22
 Management Development

Long-Term Focus
of Management
Development

Assessing the Appraising Developing the

company’s managers’ managers and
strategic current future
needs performance managers

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–23
 Management Development (continued)

Managerial
On-the-Job
Training

Coaching/
Job Action
Understudy
Rotation Learning
Approach

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–24
 Management Development (continued)

Off-the-Job Management Training

and Development Techniques

The Case Study Method Role Playing

Management Games Behavior Modeling

Outside Seminars Corporate Universities

University-Related Programs Executive Coaches

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–25
 Managing Organizational Change
and Development

What to Change

Strategy Culture Structure Technologies Employees

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–26
 Managing Organizational Change
and Development (continued)

The Human
Resource Manager’s
Role

Effectively
Organizing
Overcoming using
and leading
resistance to organizational
organizational
change development
change
practices

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–27
 Managing Organizational Change
and Development (continued)

Overcoming Resistance to Change:

Lewin’s Change Process

1 Unfreezing
2 Moving
3 Refreezing

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–28
 How to Lead the Change
• Unfreezing Phase
 Establish a sense of urgency (need for change).
 Mobilize commitment to solving problems.
• Moving Phase
 Create a guiding coalition.
 Develop and communicate a shared vision.
 Help employees to make the change.
 Consolidate gains and produce more change.
• Refreezing Phase
 Reinforce new ways of doing things.
 Monitor and assess progress.
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–29
 Using Organizational Development

Organizational Development (OD)

1 Usually involves action research.

2 Applies behavioral science knowledge.

3 Changes the organization in a particular direction.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–30
 TABLE 8–3 Examples of OD Interventions

Human Process Applications HRM Applications

T-groups (Sensitivity Training) Goal setting
Process consultation Performance appraisal
Third-party intervention Reward systems
Team building Career planning and development
Organizational confrontation meeting Managing workforce diversity
Survey research Employee wellness
Technostructural Interventions Strategic OD Applications
Formal structural change Integrated strategic management
Differentiation and integration Culture change
Cooperative union–management Strategic change
projects Self-designing organizations
Quality circles
Total quality management
Work design

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–31
 Evaluating the Training Effort
• Designing the Study
 Time series design
 Controlled experimentation

• Training Effects to Measure

 Reaction of trainees to the program

 Learning that actually took place

 Behavior that changed on the job

 Results achieved as a result of the training

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–32
 FIGURE 8–6
Using a Time
Series Graph
to Assess a
Training
Program’s
Effects

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–33
 FIGURE 8–7
A Sample Training
Evaluation Form

Source:
www.opm.gov/employment_and_benefits/worklife/.

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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–34
 KEY TERMS

employee orientation job aid

training management development
performance management job rotation
negligent training action learning
task analysis case study method
performance analysis management game
on-the-job training role playing
apprenticeship training outsourced learning
job instruction training (JIT) behavior modeling
programmed learning in-house development center
simulated training organizational development
electronic performance support controlled experimentation
systems (EPSS)
Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Human
Resource Management, 12/e
8–35