1. Training and Developing Employees Discussion Questions 8 Chapter 8-1

2. Define employee orientation. Explain the benefits of a proper orientation for new employees. Chapter 6-2 Question – 1:

3. Answer - 1: Orientation as a process for providing new employees with basic background information about the firm. Benefits of employee orientation:  Better awareness about the company’s activities & business  Closer bond among employees  Implantation of the organizational culture in a new batch of recruits  New employees get acclimatized to the work environment & work expectations  Greater loyalty to the company Chapter 4-3

4. 4–4 List and briefly explain each of the steps in the training process. Question – 2:

5. Answer - 2: The employer should use a rational training process. The gold standard here is still the basic analysis-design-develop-implement-evaluate (ADDIE) training process model that training experts have used for years. As an example, one training vendor describes its training process as follows: Chapter 4-5

6. Answer - 2: 1. Analyze the training need—The training needs analysis may address the employer’s strategic/longer term training needs and/or its current training needs. 2. Design the overall training program—Design means planning the overall training program including training objectives, delivery methods, and program evaluation. Sub-steps include setting performance objectives, creating a detailed training outline (all training program steps from start to finish), choosing a program delivery method (such as lectures or Web), and verifying the overall program design with management. Chapter 4-6

7. Answer - 2: 3. Develop the course (actually assembling/creating the training materials) — Program development means actually assembling the program’s training content and materials. It means choosing the actual content the program will present, as well as designing/choosing the specific instructional methods (lectures, cases, Web-based, etc.) you will use. Training equipment and materials include (for example) iPads, workbooks, lectures, PowerPoint slides, Web- and computer-based activities, course activities, trainer resources (manuals, for instance), and support materials. Chapter 4-7

8. Answer - 2: 4. Implement training, by actually training the targeted employee group using methods such as on- the-job or online training. 5. Evaluate the course’s effectiveness—With today’s emphasis on measuring results, it is crucial that the manager evaluate the training program. There are two basic issues to address when evaluating training programs. One is the design of the evaluation study and, in particular, whether to use controlled experimentation. The second is, “what should we measure?” Chapter 4-8

9. 4–9 There are several types of on-the-job training. Identify and describe three types. Which one is used most often? Why? Question – 3:

10. Answer - 3: The types of on-the-job training include the coaching or understudy method, the job rotation method, and the special assignments method. Using the understudy method, an experienced worker or the trainee’s supervisor trains the employee. At lower levels, the trainee might observe the supervisor, but it is also used at higher levels. Using the understudy method, an experienced worker or the trainee’s supervisor trains the employee. At lower levels, the trainee might observe the supervisor, but it is also used at higher levels. Job rotation means that an employee moves from job to job at planned intervals. This is common in management training programs. Job rotation means that an employee moves from job to job at planned intervals. This is common in management training programs. Chapter 4-10

11. Answer - 3: The types of on-the-job training include the coaching or understudy method, the job rotation method, and the special assignments method. Special assignments give employees firsthand experience in working on actual problems. The coaching or understudy method is used most often. It is the simplest to execute and still offers the advantages of OTJ training. Special assignments give employees firsthand experience in working on actual problems. The coaching or understudy method is used most often. It is the simplest to execute and still offers the advantages of OTJ training. Chapter 4-11

12. 4–12 Changing employee attitudes, skills, and behaviors can be difficult. Explain how Lewin’s Change Process proposes how change should be implemented. Question – 4:

13. Answer - 4: According to Lewin, all behavior in organizations is a product of two kinds of forces–those striving to maintain the status quo and those pushing for change. Implementing change means either weakening the status quo forces or building up the forces for change. Lewin’s change process consists of three steps: 1) unfreezing the forces that seek to maintain the status quo, 2) moving to develop new behaviors and attitudes, 3) refreezing the organization into its new system to prevent it from reverting to its old ways. Chapter 4-13