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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 trainingcancontributeto companiesbusiness strategy.,Explain the role ofthe manager inidentifying trainingneeds andsupporting trainingon the job.,Conduct aneedsanalysis.,Evaluate employeesreadinessfor training.,Discuss the strengths andweaknesses ofpresentation, hands-on, and group training methods.,Chapter,7,Training,Explain the potential advantages ofe-learning training.,Design a training sessionto maximize learning.,Choose anappropriate evaluation designbasedon training objectives and analysis ofconstraints.,Design a cross-cultural preparationprogram.,Develop aprogram for effectively managing diversity.,7,Chapter,Training can.,Increase employeesknowledgeof foreigncompetitors and cultures.,Increase employeesknowledgeof foreigncompetitors and cultures,Helpensure that employees have thebasic skills to work with newtechnology,Helpemployeesunderstandhowto work effectivelyin teams to contribute toproduct and servicequality.,Ensure that thecompanysculture emphasizesinnovation, creativity, and learning.,Ensure employment security byprovidingnew ways for employees tocontribute tothe company when their jobs change,their interests change,or their skillsbecome obsolete.,Prepare employees toaccept and work more effectively with each other,particularly with minoritiesand women.,McGraw-Hill/Irwin, 2006 TheMcGraw-Hill Companies, Inc. All rightsreserved.,Training,Training,is aplanned effortby acompany tofacilitate thelearningof employees.,High-leverage training:,is linkedto strategic business goals and objectives,is supported bytopmanagement,relies onan instructional design model,and,is compared orbenchmarked toprograms in other organizations.,Continuouslearning,requires employees to understand the relationshipbetween their jobs,theirworkunits, and thecompany and tobe familiar with companybusinessgoals.,McGraw-Hill/Irwin, 2006 TheMcGraw-Hill Companies, Inc. All rightsreserved.,DesigningEffectiveTraining Activities,1.,NeedsAssessment,OrganizationalAnalysis,Person Analysis,TaskAnalysis,2.,Ensuring Employeesreadinessfor Training,Attitudesand Motivation,BasicSkills,3.,Creating aLearningEnvironment,Identificationof learning objectives and trainingoutcomes,Meaningfulmaterial,Practice,Feedback,Observation ofothers,Administering and coordinatingprogram,TheTrainingProcess,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Designing EffectiveTrainingActivities,(cont.),4.,EnsuringTransfer ofTraining,Self-managementstrategies,Peerandmanagersupport,2.,Selecting Training Methods,Presentational Methods,Hands-onMethods,Group Methods,3.,Evaluating TrainingPrograms,Identification of training outcomesandevaluation design.,Cost-benefitanalysis,TheTrainingProcess,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Needs Analysis,Organizational Analysis,Person Analysis,TaskAnalysis,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,EnsuringEmployee ReadinessforTraining,Motivation to learn,is the desire ofthetraineetolearn the content ofthetraining program.,Self-efficacy,is the employees beliefthat they can successfullylearn the content ofthetraining program.,Managerscanincrease employeesself-efficacy levelby:,Lettingemployees know thatthepurposeof trainingis to improve performance, not identifyincompetencies.,Providing asmuch information aspossible aboutthetrainingprogramanditspurpose.,Showingemployees the training success of theirpeers.,Providing employeeswithfeedback.,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,ReadingAbility,-,thedifficulty,level of,written,materials,McGr,aw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Creatinga LearningEnvironment,Employees need to know why theyshould learn.,Employees need meaningful training content.,Employees need to have opportunitiestopractice.,Employees need feedback.,Employees learnby observing, experiencing,andinteractingwithothers.,Employees need to committraining content tomemory.,Employees need the trainingprogramto be properly coordinated and arranged.,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights re,serv,ed.,TransferofTraining,Transfer,of,Trai,ning,Climatefor,transfer,Opportunityto use,learnedcapability,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-on Methods,On-the-job training,Simulations,Business gamesand case studies,Behavior modeling,Interactive video,Web-based training,McGraw-Hill/Irwin, 2006The McGraw-Hill Companies, Inc. Allrightsreserved.,Outcomes Usedin EvaluatingTraining Programs,OUTCOME,Cognitive Outcomes,Skill-based Outcomes,Affective Outcomes,Results,Returnon Investment,WHAT ISMEASURED,Acquisition of,Knowledge,Behavior,Skills,Motivation,Reaction to Program,Attitudes,CompanyPayoff,Economic valueof,Training,HOW MEASURED,Penciland paper tests,Work sample,Observation,Work sample,Ratings,Interviews,Focus groups,Attitude surveys,Observation,Data from informationsystem,or performancerecords,Identificationand comparison,of costs and benefitsof the,program,McGraw-Hill/Irwin, 2006The McGraw-Hill Companies, Inc. Allrightsreserved.,Pretest/Posttest withComparison Group,Pretest/Posttest,Evaluation Designs,Posttest Only,Time Series,McGraw-Hill/Irwin, 2006The McGraw-Hill Companies, Inc. Allrightsreserved.,Cross-CulturalPreparation,An,expatriate,is an employeesent by his or her companyto manage operationsin a differentcountry.,To be successful in overseasassignments,expatriates need to be:,Competent in their area of expertise,Able tocommunicate verballyand nonverbally in the hostcountry.,Flexible, tolerant, and sensitive to cultural differences.,Motivated to succeed,able to enjoythe challenges, andwillingto learn.,Supported by their families.,McGraw-Hill/Irwin, 2006The McGraw-Hill Companies, Inc. Allrightsreserved.,Three Phases of Cross-Cultural Preparation,Phase One:,Predeparture Phase,Phase Two:,On-SitePhase,Phase Three:,Repatriation Phase,McGraw-Hill/Irwin, 2006The McGraw-Hill Companies, Inc. Allrightsreserved.,Managing Workforce Diversity,To successfully manage a diverse work force, companies need toensurethat:,Employees understandhow their values andstereotypes influencetheirbehavior toward others of differentgender, ethnic, racial, orreligious backgrounds.,Employees gainan appreciation of culturaldifferences among themselves.,Behaviors thatisolate or intimidate minority group member improve.,Types of diversity training:,Attitude awareness and change programs,Behavior basedprograms,McGraw-Hill/Irwin, 2006The McGraw-Hill Companies, Inc. Allrightsreserved.,Organizationalsocialization,is theprocessby which newemployees aretransformed into effective membersof thecompany.,The threephases ofsocialization are:,Socialization and Orientation,Anticipatory,Socialization,Encounter,Phase,Settling In,McGraw-Hill/Irwin, 2006 TheMcGr,aw-Hi,ll Companies, Inc. All rightsreserved.,ThreePhases ofSocialization,Through,anticipatory socialization,expectations about the company, job, workingconditions, andinterpersonalrelationships are developed.,The,encounterphase,occurs when theemployeebegins a new job.,In the,settle-inphase, employees start tofeelcomfortable with their job demandsandsocial relationships.,Orientation programsplayan important role in socializing employees.It involves familiarizing newemployeeswithcompany rules,policies,andprocedures, 2006 TheMcGraw-Hill Companies, Inc. All rightsreserved.,McGraw-Hill/Irwin,
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