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Power Point byCheng-Chiang(Johnnie)ChenDa-Yeh UniversityChapter 5Training and Developing Employees Human resource management(HRM):The management function that is concerned with getting,training,motivating,and keeping competent employees.對組織內人力資源的管理，一般指企業內所有人力資源的取得，運用和維護等過程。Managers and the Human Resource Management ProcessPersonnel management VS.Human resource management人事管理被動、消極偏重日常事務的執行、缺乏規劃滿足組織利益與工作要求為目標獨立於其他企業功能一般人事流程的管理訓練以工作技能為主將人士支出視為不可避免的費用 人力資源管理主動、積極具有長期導向之規劃尋求組織與員工工作均衡與企業功能緊密結合兼具組織發展(OD)的功能強調人力資源發展將人力資源視為企業的長期投資Human Resource Management ProcessHumanResourcePlanningRecruitmentor DownsizingSelectionof EmployeesOrientationTraining andDevelopmentPerformanceAppraisalsSafety andHealthCompensation and BenefitsCompetent High-Performing WorkersThe Strategic HRM ProcessSafety and healthCompensation and benefitsPerformance appraisalsIdentification and selection of competent employeesAdapted and competent employees with up-to-date skills,knowledge,and abilitiesCompetent and high-performing employees who are capable of sustaining high performance over the long termTraining and developmentStrategic human resource planningRecruitment and downsizingSelectionOrientationUnionsReengineeringGlobalizationDiversityEnvironmentDownsizingRestructuringLegislation人力資源管理程序 圖6-1 The Legal Environment of HRMHuman ResourcePlanningEmployment planning Human resource inventory report:A report listing the name,education,training,prior employer,languages spoken,and the like of each employee in the organization.Job analysis:An assessment of the kinds of skills,knowledge,and abilities needed to successfully perform each job in an organization-決定工作職責與性質決定工作職責與性質.Job description(工作說明書):A written statement of what a job holder does,how it is done,and why it is done-說明工作內容及方法說明工作內容及方法.Job specification(工作規範):A statement of the minimum acceptable qualifications that an incumbent must possess to perform a give job successfully-說明擔說明擔任此工作的人所需要的資格與條件任此工作的人所需要的資格與條件 Popular Job Analysis MethodsRecruitment and selection Recruitment:The process of locating,identifying,and attracting capable applicants.Selection process:The process of screening job applicants to ensure that the most appropriate candidates are hired.Reliability:The degree to which a selection device measures the same thing consistently.Validity:The proven relationship between a selection device and some relevant criterion.Performance-simulation tests:Selection devices that are based on actual job behaviors;work sampling and assessment centers.RejectErrorCorrectDecisionAcceptErrorCorrectDecisionSelection DecisionAcceptRejectSuccessfulUnsuccessfulLater Job PerformanceSelection Decision OutcomesThe Effectiveness of Interviews Prior knowledge about an applicant Attitude of the interviewer The order of the interview Negative information The first five minutes The content of the interview The validity of the interview Structured versus unstructured interviewsSelection Devices(contd)Written Tests Renewed employer interest in testing applicants for:Intelligence:trainable to do the job?Aptitude:could do job?Ability:can do the job?Interest(attitude):would/will do the job?Integrity:trust to do the job?Tests must be show validated connection to job-related performance requirements.Selection Devices(contd)Performance-Simulation Tests Based on job-related performance requirements Yield validities(correlation with job performance)superior to written aptitude and personality tests.Orientation,Training,and Development Orientation(引導-新生訓練):The introduction of a new employee to the job and the organization.對新進員工提供公司的基本資訊，使員工能早一點進入工作狀況 Orientation 的技術 舉辦座談會，雙向溝通 樹立良好企業文化和組織氣候 培養直線主管與新進員工的關係，建立師徒制 即早回饋新進員工的績效表現 Training:提供新進員工或現職員工工作所需的技能 Development:長期性培養，訓練現在的管理者與未來的管理者，解決組織問題之觀念性能力 Employee OrientationSmooth Insider-Outsider TransitionImprove Work PerformanceMinimize ResignationsLearning the Ropes Realistic Orientation Programs for new Employees Stress(ROPES)Warn about disappointments How to cope is key Supervisors should monitor newcomersTraining 101 Teaching new employees the basic skills they need to perform their jobs The hallmark of a good manager Lack of productivityWhy Training Is Booming NOT just technical training any more over$19 billion spent last year on outside training Team building Decision making Communication Customer service Technology and computer skills Training helps management meet strategic goals5 Step Training and Development ProcessNeeds analysis InstructionaldesignValidationImplement Evaluation&follow-upDetermining if training is neededWhat deficiencies,if any,do job holders have in terms of skills,knowledge,or abilities required to exhibit the essential and necessary job behaviors?What behaviors are necessary for each job holder to complete his or her job duties?What are the organizations strategic goals?What tasks must be completed to achieve organizational goals?Is there a need for training?Training and Development ProgramsIndividualizing Formal Training to Fit the Employees Learning StyleParticipation andExperientialExercisesReadingsLecturesVisual AidsEmployee Training Determine strategic goals Identify essential tasks Determine critical behaviors Assess deficiencies in skills,knowledge,and abilitiesTypical training methodsSample On-the-Job Training Methods(OJT)-在職訓練在職訓練Job rotation Lateral transfers allowing employees to work at different jobs.Provides good exposure to a variety of tasks.Understudy Provides support and encouragement from an experiencedassignments worker.In the trades industry this may also be an apprenticeship.Sample Off-the-Job Training MethodsClassroom lectures Lectures designed to convey specific technical,interpersonal,or problem-solving skills.Films and videos Using the media to explicitly demonstrate technical skills that are not easily presented by other training methods.Simulation exercises Learning a job by actually performing the work(or its simulation).May include case analyses,experiential exercises,role playing,and group interaction.Vestibule training Learning tasks on the same equipment that one actually will use on the job but in a simulated work environment.典型的訓練方法 表6-7 Traditional Training Methods On-the-job training Apprenticeship training Informal learning Job instruction training Lectures Programmed learning Audiovisual tools Simulated training On-the-job Training Learn by doing 4 steps to successStep 1 Prepare1.Put the learner at easerelieve the tension.2.Explain why he or she is being taught.3.Create interest,find out what the learner knows.4.Explain the whole job and relate it to a known job.5.Place close to the normal working positions.6.Familiarize with equipment,materials,&tools.Step 2 Present1.Explain quantity and quality requirements.2.Go through the job at the normal work pace.3.Go through the job several times,giving each step.4.Repeat slowly again.5.Have the learner explain the steps as you go through.Step 3 Tryout1.Have the learner go through the job several times.2.Run the job at the normal pace.3.Learner does the job,building up skill and speed.4.Let the work begin stick around for a while.Step 4 Follow-up1.Designate to whom the learner should go for help.2.Gradually decrease supervision,monitor quality.3.Correct faulty work before it becomes a habit.4.Compliment good work;goal is to achieve quality.Job Instruction Training List each step in order with key stepsStart motorSet cutdistanceRead scalecarefullyPlace paperon cutting tableVerify paperis evenPush paperto cutterVerify paperis tightGrasp releasewith left handDont releaseto preventinjuryGrasp releasewith right handDont releaseto preventinjuryPull cutter&safety releasesKeep bothhands in placeWait for cutTo finishMaintaingripRetractpaperVerifycutteris doneShut off motorLectures Give listeners signals Keep conclusions short Maintain eye contact Control your hands Break long talk into shorter series Practice makes perfect Dont begin on wrong foot Be alert to your audience Make sure all can hear Speak from notes not scriptProgrammed Learning Programmed learning(or programmed instruction)is a step-by-step self-learning method that consists of three parts:Presenting Responding Feedback Apprenticeship Training Informal learning or daily interaction Audiovisual tools Simulated trainingOther Traditional Training TechniquesElectronic Training Computers and the Internet have revolutionized training CBT or CD-ROM Electronic Performance Support Systems Distance and Internet based Tele-training Videoconferencing Internet training Learning portalsElectronic Training(Cont.)Job Aids Electronic performance support system(EPSS)Tele-training Teletraining:A trainer in a central location teaches groups of employees at remote locations via television hookups.Videoconferencing Videoconferencing allows for distance teaching or training Many PCs currently can participate in remote training with programs like w Instructors might need to change some teaching habitsLearning Portals Insight Corporate web pages or enterprise information portals focus learning on company specifics Some are highly specialized portals likeTraining For Special Purposes Literacy training techniques 50%of workers may read below 8th grade level AIDS education One million workers may be infected;this can cause anxiety in othersTraining For Special Purposes Global business training samples include:Executive etiquette for global transactions Cross-cultural technology transfer International protocol and presentation Business basics for the foreign executive Language trainingTraining For Special Purposes Diversity training Better cross-cultural sensitivity Results examples:Improving technical skills Socialization U.S.work ethicTraining For Special Purposes Customer service training Almost two-thirds of U.S.workers are in service jobsTraining For Special Purposes Teamwork training Outward Bound“Recipes for Success”Lifelong Learning Lifelong learning provides continuing training from basic remedial skills to advanced decision-making techniques throughout an employees career New&old skills alike are learned&updated continuouslyManagerial Development Management development is any attempt to improve managerial performance by imparting knowledge,changing attitudes,or increasing skills with an aim to enhance the future performance of the company itselfManagerial On-the-job Training Job rotation Coaching/understudy approach Action learning Managerial Off-the-job Training The case study method Games Seminars University programs Role playing Behavior modeling-4 steps In house developmentDo women make better managers?What do you think?Have you ever worked for a female manager?What are the positives?Negatives?Global Executive Development Candidates backgrounds Family situations Brief candidates on all relocation policies Comprehensive training Provide a mentor Establish a repatriation programEvaluating the Training Effort Controlled experimentation is preferred way to design a study as it has a control group which gets no training Measure 4 outcomes of the study:Reaction Learning Behavior ResultsTraining evaluationformPerformance appraisal methods Method Advantage Disadvantage Written essay Simple to use More a measure of evaluators writing ability than of employees actual performanceCritical incidents Rich examples behaviorally Time-consuming;lack based quantificationGraphic rating Provide quantitative data;less Do not provide depth of job scales time-consuming than others behavior assessedBARS Focus on specific Time-consuming;difficult to and measurable job behaviors develop measuresMultiperson Compares employees with one Unwieldy with large number of another employeesMBO Focus on end goals;results Time-consuming oriented3600 Appraisal More thorough Time-consuming績效評估方法 表6-8Performance Evaluation What Do We Evaluate?Performance Evaluation Who Should Do the Evaluating?Suggestions for Improving Performance EvaluationsOne managers perspective 360-degree appraisal:An appraisal device that seeks feedback from a variety of sources for the person being rated.Discipline:Actions taken by a manager to enforce an organizations standards and regulations.Employee counseling:A process designed to help employees overcome performance-related problems.360-Degree EvaluationsThe Union-Management InterfaceKeep Keep Jobs Jobs HereHereNo More LayoffsNo More LayoffsMore WagesMore WagesBetter Working Better Working ConditionsConditionsCompensation and Benefits Compensation administration:The process of determining a cost-effective pay structure that will attract and retain competent employees,provide an incentive for them to work hard,and ensure that pay levels will be perceived as fair.Employee benefits:Nonfinancial rewards designed to enrich employees lives.Compensation Administration Knowledge,skills,abilities Authority and responsibility Nature of the business The environment Geographic location Performance levels Seniority Compensation philosophyAdministration of Employee CompensationManaging Diversity in OrganizationsIntegration orSegmentationManaging Diversity in Organizations(cont)Diversity Training Participants learn to value individual differences,increase cross-cultural understanding,and confront stereotypes.A typical diversity training program:Lasts for half a day to three days.Includes role-playing exercises,lectures,discussions,and sharing experiences.Current issues in HRM Sexual harassment:Sexually suggestive remarks,unwanted touching and sexual advances,requests for sexual favors,or other verbal and physical conduct of a sexual nature.Family-friendly benefits:A wide range of work and family programs to help employees;includes on-site day care,child and elder care,flexible work hours,job sharing,part-time employment,relocation programs,adoption benefits,parental leave,and other programs.Current issues in HRM Layoff-survivor sickness:A set of attitudes,perceptions,and behaviors of employees who remain after involuntary employee reductions;include security,guilt,depression,stress,fear,loss of loyalty,and reduced effort.
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