1. PRESENTATION ON TRAINING AND DEVELOPMENT BY: RAJPREET KAUR ASSTT.PROFESSOR

2.  Training and Development are planned efforts to facilitate the learning of job- related behavior on the part of the employees.

3. (1) Goals of training and development The goal of training and development is to enhance employee quality and motivation so as to improve productivity and meet future needs of the organization. (2) Objectives of training and development: A. Meet organization needs. B. Meet individual needs. C. Improve productivity satisfaction.

4. April 20, 2006 LIS580- Spring 2006 4 Prentice Hall, 2002

5. In order to compete effectively, firms must keep employees well trained. 5

6. 1. Training Objectives 2. Individual Considerations 3. Motivation to Trainees 4. Use of previous Training 5. Suitable Organizational Conditions 6. Involvement of Trainees 7. Preparing the Instructor 8. Feedback 9. Practice 10. Appropriate Techniques

7.  What and Why?  Changing skills, knowledge, attitudes, or behavior.  Changing what employees know, how they work; or their attitudes toward their jobs, co-workers, managers, and the organization  On-the-Job Training Methods  Job rotation  Understudy assignments  Off-the-Job Training Methods  Classroom lectures  Films and videos  Simulation exercises  Vestibule training 7

8. On the Job  Classroom Programs  Mentoring  Coaching  Job Rotation  Internship and Assistantship Off the Job  Distance Learning  E-learning  Role Playing  Laboratory  Simulations  Case Study  Videoconferencing  Vestibule 8

9.  Continue to be effective for many types of employee training  May incorporate some of other methods 9

10.  Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development  Mentor may be located elsewhere in organization or in another firm  Relationship may be formal or informal 10

11.  Often considered responsibility of immediate boss  Provides assistance much as a mentor 11

12.  Employees move from one job to another to broaden experience  Helps new employees understand variety of jobs 12

13.  Respond to specific problems they may actually encounter in jobs  Used to teach such skills as:  interviewing  grievance handling  performance appraisal reviews conference leadership  team problem solving  communication 13

14. Training devices that model the real world or programs replicating tasks away from the job site 14

15.  Participants learn about themselves and how others perceive them  No agenda, leaders, authority, power positions  People learn through dialogue  Participants encouraged to learn about themselves and others in group  Also called T-group training 15

16.  In this training, procedures and equipment similar to those used in the actual job are set up in a special working area called a vestibule.  The trainee is then taught how to perform the job by skilled person.  It is used for training typists, word processor operators, clerks and other in similar jobs.

17.  Interactive training  Used to: increase access to training ensure consistency of instruction reduce cost of delivering T&D programs 17

18. Umbrella term describing online instruction 18

19. (1) Reinforcement theory (2) Goal-setting theory (3) Expectancy theory (4) Application of the theories (5) Basic principles of learning

20. A. The frequency of behavior is influenced by its consequences. B. Three major types of consequences:  Positive reinforcement: reward desirable behavior.  Negative reinforcement: withhold punishments to force the adoption of desirable behavior.  Punishment: punish undesirable behavior.