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Click To Edit Master Title Style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Training,Discuss how training can contribute to companies business strategy.,Explain the role of the manager in identifying training needs and supporting training on the job.,Conduct a needs analysis.,Evaluate employees readiness for training.,Discuss the strengths and weaknesses of presentation,hands-on,and group training methods.,Chapter,7,Training,Explain the potential advantages of e-learning training.,Design a training session to maximize learning.,Choose an appropriate evaluation design based on training objectives and analysis of constraints.,Design a cross-cultural preparation program.,Develop a program for effectively managing diversity.,7,Chapter,Training can.,Increase employees knowledge of foreign competitors and cultures.,Increase employees knowledge of foreign competitors and cultures,Help ensure that employees have the basic skills to work with new technology,Help employees understand how to work effectively in teams to contribute to product and service quality.,Ensure that the companys culture emphasizes innovation,creativity,and learning.,Ensure employment security by providing new ways for employees to contribute to the company when their jobs change,their interests change,or their skills become obsolete.,Prepare employees to accept and work more effectively with each other,particularly with minorities and women.,McGraw-Hill/Irwin,2006 The McGraw-Hill Companies,Inc.All rights reserved.,Training,Training,is a planned effort by a company to facilitate the learning of employees.,High-leverage training:,is linked to strategic business goals and objectives,is supported by top management,relies on an instructional design model,and,is compared or benchmarked to programs in other organizations.,Continuous learning,requires employees to understand the relationship between their jobs,their work units,and the company and to be familiar with company business goals.,McGraw-Hill/Irwin,2006 The McGraw-Hill Companies,Inc.All rights reserved.,Designing Effective Training Activities,1.,Needs Assessment,Organizational Analysis,Person Analysis,Task Analysis,2.,Ensuring Employees readiness for Training,Attitudes and Motivation,Basic Skills,3.,Creating a Learning Environment,Identification of learning objectives and training outcomes,Meaningful material,Practice,Feedback,Observation of others,Administering and coordinating program,The Training Process,McGraw-Hill/Irwin,2006 The McGraw-Hill Companies,Inc.All rights reserved.,Designing Effective Training Activities,(cont.),4.,Ensuring Transfer of Training,Self-management strategies,Peer and manager support,2.,Selecting Training Methods,Presentational Methods,Hands-on Methods,Group Methods,3.,Evaluating Training Programs,Identification of training outcomes and evaluation design.,Cost-benefit analysis,The Training Process,McGraw-Hill/Irwin,2006 The McGraw-Hill Companies,Inc.All rights reserved.,Needs Analysis,Organizational Analysis,Person Analysis,Task Analysis,McGraw-Hill/Irwin,2006 The McGraw-Hill Companies,Inc.All rights reserved.,Ensuring Employee Readiness for Training,Motivation to learn,is the desire of the trainee to learn the content of the training program.,Self-efficacy,is the employees belief that they can successfully learn the content of the training program.,Managers can increase employees self-efficacy level by:,Letting employees know that the purpose of training is to improve performance,not identify incompetencies.,Providing as much information as possible about the training program and its purpose.,Showing employees the training success of their peers.,Providing employees with feedback.,McGraw-Hill/Irwin,2006 The McGraw-Hill Companies,Inc.All rights reserved.,S,K,I,L,L,S,Basic Skills,Cognitive Ability,-,verbal,comprehension,quantitative,ability,and,reasoning ability,Reading Ability,-,the difficulty,level of,written,materials,McGraw-Hill/Irwin,2006 The McGraw-Hill Companies,Inc.All rights reserved.,Creating aLearningEnvironment,Employeesneedto know why they should learn.,Employeesneedmeaningfultrainingcontent.,Employeesneedto have opportunities topractice.,Employeesneedfeedback.,Employeeslearnby observing,experiencing,and interactingwithothers.,Employeesneedto committraining content tomemory.,Employeesneedthe training programto be properlycoordinated and arranged.,McGraw-Hill/Irwin,2006 TheMcGraw-Hill Companies,Inc.All rightsreserved.,Transfer of Training,Transfer,of,Training,Climate for,transfer,Opportunity touse,learned capability,Technological,Support,Self-management,skills,Managersupport,PeerSupport,McGraw-Hill/Irwin,2006 The McGraw-Hill Companies,Inc.All rights reserved.,Selecting Training Methods,PresentationMethods,Instructor-led classroomformat,Distancelearning,Audiovisualtechniques,Hands-onMethods,On-the-job training,Simulations,Businessgames and casestudies,Behaviormodeling,Interactivevideo,Web-based training,McGraw-Hill/I
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