This assignment involves keeping a journal recording your thoughts, insights, and introspections following each week. In addition, you should examine and discuss your reactions and notions about how the material pertinent to a given session relates to your own past/future work/non-work situations. The purpose of this assignment is to let you take a little time once a week to reflect, so as to improve your understanding of yourself and organizational development.
Each entry should have 4 identifiable headings: Summary, Meaningful Ideas, Personal Connecting, Changes.
Nature of Training
Training
A process whereby people acquire capabilities to aid in the achievement of organizational goals.
Includes both hard and soft skills
Poorly trained employees may perform poorly and make costly mistakes.
Types of Training
Developing Strategic Training Plans
Effective training efforts consider the following questions:
Is there really a need for the training?
Who needs to be trained?
Who will do the training?
What form will the training take?
How will knowledge be transferred to the job?
How will the training be evaluated?
Systematic Training Process
Training Design
Learning Styles
Auditory learners
Tactile learners
Visual Learners
Training Delivery Options
Internal Training
Informal Training
Training that occurs through interactions and feedback among employees.
On-the-Job Training (OJT)
Based on a guided form of training known as job instruction training (JIT)
Problems with OJT:
Poorly-qualified or indifferent trainers
Disruption of regular work
Bad or incorrect habits passed on
Stages for On-the-Job Training
External Training
Reasons for External Training
Less expensive to outsource training
Insufficient time to develop training
Lack of expertise
Advantages of interacting with outsiders
Outsourcing of Training
Cost and greater emphasis on internal linking of training to organizational strategies, and other issues.
Increasing popularity of vendor training/certification
Government-supported job training
Educational assistance programs
E-Learning: On-Line Training
E-Learning
The use of the Internet or an organizational intranet to conduct training on-line.
E-Learning Methods
Distance Training/ Learning
Simulations and Training
Blended Learning
Advantages and Disadvantages of E-Learning
Levels of Training Evaluation
Possible Costs and Benefits in Training
General Career Periods
Development versus Training
Leadership Development
Leadership Development
Coaching
Modeling
Management Mentoring
Executive Education
Stages in Management Mentoring Relationships
Performance Management versus Performance Appraisal
The Nature of Performance Management
Performance Standards
Define the expected levels of employee performance
Should be realistic, measurable, and clearly understood
Benefit both organizations and employees
Ensure that everyone involved knows the levels of accomplishment expected
Can be both numerical and non-numerical
Assessing non numerical standards can be difficult
Performance Appraisals
Assess an employee’s performance
Provide a platform for feedback
Help administering wages and salaries
Help identifying individual employee strengths and weaknesses
Provide answers to work-related questions
Help improve job performance
Who Conducts Appraisals?
Supervisors rating their employees
Employees rating their superiors
Multisource or 360° feedback
Outside sources rating employees
Team members rating each other
Employees rating themselves
Sources of Performance Appraisals
Category Scaling Methods
Behaviorally Anchored Rating Scale (BARS)
Composed of job dimensions (specific descriptions of important job behaviors) that anchor performance levels on the scale
Developing a BARS
Identify important job dimensions
Write short statements of job behaviors
Assign statements (anchors) to job dimensions
Set scales for anchors
Comparative Methods
Ranking: Listing of all employees from highest to lowest in performance
Drawbacks
Does not show size of differences in performance between employees
Implies that lowest-ranked employees are unsatisfactory performers
Becomes an unwieldy process if the group to be ranked is large
Forced distribution: Causes ratings of employees to be distributed along a bell-shaped curve
Forced Distribution
Advantages
Helps deal with “rater inflation”
Makes manages identify high, average, and low performers
Ensures that compensation increases reflect performance differences among individuals
Disadvantages
Managers resist placing people in the lowest or highest groups
Explanation for placement can be difficult
Performance may not follow normal distribution
Managers may make false distinctions between employees
Narrative Methods
Critical incident – Manager keeps a written record of highly favorable and unfavorable employee actions
Drawbacks
Variations in how managers define a “critical incident”
Time involved in documenting employee actions
Most employee actions are not observed and may become different if observed
Employee concerns about manager’s black books
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