HRMSession 7 Training Development Learning Motivation

8/8/2019 HRMSession 7 Training Development Learning Motivation

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Training and Development

Learning and Motivation

MGT 351: Human Resource Management

North South University

School of Business

Fall 2005

Farah Haq Quazi

Room STR 1007


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Why do we do HRD?

Why do firms perform Training?

To orient new recruits

To improve the performance of the current employees

To prepare the employees for future positions

To cope with competitiveness

To introduce technological innovations to the firm

To restructure and downsize

The recent trend of the aging employees: to keep them

effective and competitive with regards to the new age

employees


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Training

Training is a learning experience in that it seeks a relatively permanent changein an individual that will improve his/ her ability to perform on the job.

(Decenzo/ Robbins)

Training and Developmentis a planned, continuous effort by management toimprove employee competency levels and organizational performance.

Training vs. Development:

Trainingis designed to provide learners with the knowledge and skills neededfor their present jobs.

On the other hand,Developmenthas a more long-term focus; it involveslearning that looks beyond todays job.

(Mondy, Noe, Premeaux)


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Training vs. Development

What affects what

Training Development

Focus Current job Current & future jobs

Scope Only the employee group or organization

Time frame immediate Long-term

Goal fix current skill deficit prepare for future

work demands


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Trends in Training and Development

More firms are thriving to become learning organizations.

Firms are increasingly responding to rapid technological changes.

Modern workforce are better educated and more motivated to learn

than their previous generations. As outsourcing of training increases, training departments are

shrinking and popularity of independent consultants is growing.

The growing trend ofLeaner and Meanerorganizations is asking

firms to introduce training and development.

The increasing importance of HRM is pushing the idea that people are

a firms most valuable assets.


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Relationship of Training with

Other HRM functions

1. HR PlanningAmount and level of training

needed for new employees2. Recruitment &

Selection

3. High selection

standard

Reduce need for formal training

4. Performance

Evaluation

1. Performance discrepancies signal need for

training

2. P.E. can be used as a criteria for evaluating

training effectiveness

5. Compensation Relates to training in organizations that use payfor-skills system


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The Training Process

Factors Influencing Training

Performance of other HR functions

The learning principles

Behavioral science knowledge

Preparation for higher level

tasks

Organizational structural support

Prevention of obsolescenceTechnological advances

Improved productivity at allorganizational levels

Commitment & motivation

Top mgt. Support

Purposes of TrainingFactors Influencing Training

Trainin

g&

Developme

nt



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Training and a few Learning Principles

Learning begins rapidly, then plateaus (Learning curves)

Learning is enhanced when the learner is motivated

Learning requires feedback

Practice increases a learners performance

Learning must be transferable to the job --- positive/ negative?


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Training and Motivation

During performance analysis you must determine whether the deficiency can berectified through training or some other means (such as transfer, or a change inthe compensation structure)

Distinguish between cant do and wont do cases

If its a wont do case, motivational improvement may help

Motivation is the willingness to do something to satisfy some need. Motivatedpeople exert a greater effort to perform a task.

Note, an unsatisfied need creates tension; which stimulates people to search fora particular goal which, if achieved, will satisfy the need and reduce tension.

Motivation also plays an important role during training

Learning is enhanced when the learner is motivated


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Training and Motivation

A few Motivation Theories in practice:

Maslows Hierarchy of Needs

Herzbergs Two factor Theory


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Abraham Maslows Hierarchy of Needs

Physiological

Safety

Social

Esteem

Self-

Actualization

Search for growth and self

fulfillment

Search for self-respect, autonomy,

status, recognition and attention

Search for affection, acceptance,

friendship

Search for security and protection

from physical and emotional harm

Search for hunger, thirst, shelter,

and other bodily needs

Within every human being there is a hierarchy of five needs. As each of these needs is satisfied, the

next need becomes dominant until the person moves up the hierarchy. Note, lower order needs aresatisfied externally (wages etc.)


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Herzbergs Two Factor Theory

The question is: What do people want from their jobs?

Herzberg concluded that certain characteristics relate to job satisfaction and others to job

dissatisfaction. But note, they are significantly different from each other. Herzberg here

indicated the existence of a dual continuum: that the opposite of Satisfaction is No

Satisfaction, and the opposite of Dissatisfaction is No Dissatisfaction.

Hygiene factors affect job dissatisfaction

(Extrinsic factors)

Motivator factors affect job satisfaction

(Intrinsically rewarding factors)

Quality of supervision Promotional opportunities

Pay Opportunities for personal growth

Company policies Recognition

Physical working conditions Responsibility

Relations with others Achievement

Job security


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Other Contemporary Theories of Motivation:

David McClellands Theory of Needs

The need for Achievement (nAch)

The need for Power (nPow)

The need for Affiliation (nAff)


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Other Contemporary Theories of MotivationGoal Setting Theory

The goal setting theory suggests that goals can be a major source of

work motivation.

Characteristics of Effective Goals:

Difficult but achievable

Specific rather than do your best

Must be accepted by employee


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Other Contemporary Theories of MotivationReinforcement Theory

Behavior that is rewarded will continue:

Positive reinforcement is better than negative reinforcement

Reinforcement works most effectively when the reward is

given intermittently

Rewarding positive behavior is more effective than is

punishing negative behavior.


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Recognize the Need for Change

Determine Training Needs

Establish Specific Objectives

Select Training Method(s)

Implement Training Programs

Evaluate Training Programs

External Environment

Internal Environment



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Step 1: Recognizing the need for change

The process begins by recognizing corporate change caused byinternal/ external environment

The most prominent changes:

Changes in org. structure caused by M&A, rapid growth, anddownsizing

Changes in technology and the way people work

Changes in human resources

Reducing resistances to change is crucial to success

Requires trust and respect of employees

Requires shifts in peoples attitudes


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Step 2: Determine Training Needs

3 types of analysis are often performed to determine training needs:

Organization AnalysisStudy organizations strategy, goals, culture, future plan,

financial resources

Task Analysis

Duties & Responsibilities of the job

Knowledge, skills & abilities needed for the job

Importance of the task

Individual Analysis

Compare employee performance with established standards


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Methods and Sources of Information

for Needs Assessment

Methods of Gathering Data Sources of Info

Search of Existing Records

Interviews

Questionnaire

Performance Review (360o)

Assessment Centers

Observation

Existing Records

Incumbents

Superiors

Subordinates

Clients


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Step 3: Establish Specific Objectives

Meaning translate the needs into measurable, clear, and conciseobjectives

Without proper objectives designing meaningful T&D programswould not be possible

A good objectives specifies a goal contrary to an inadequateobjective

Objectives also help in the evaluation of the training programseffectiveness


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On the Job Training

Coaching and Mentoring

Job Rotation Internship

Off the Job Training

Class room lectures

Case Study Videotapes

Computer Modeling

Simulated Training

Business Games

Role Playing

Apprenticeship Training

Cyber learning High-tech training methods

Internet, Intranets

Virtual Reality

Distance Learning &Videoconferencing

Step 4: Select T&D Method (s)

With the training objectives defined, the trainer must choose an appropriatetraining method from the following:


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OJT

Conducted at the work site, in the context of the actual job

Majority of all industrial training is OJT

Transfer of training is maximized in OJT

Costs of a separate training facility and full-time trainers are avoided

Trainee motivation generally remains high

Disadvantages include low productivity while the employees developtheir skills and multiple errors.


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Step 5: Implementing T&D programs

Implementing T&D programs is often difficult

Participants have to be convinced

Qualified trainers must be available

Scheduling the program

Record keeping Review trainings conducted outside the organization


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Step 6: Evaluating T&D

Measuring training effectiveness

Participants reaction during the training period

Participants learning of the content of the training

Participants use of their new skills and knowledge back on the job

Companys return on training investment (ROI)


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Management Development

Management Development attempts to instill sound reasoning processesto enhance individuals ability to understand and interpret knowledgerather than imparting a body of serial facts or teaching a specific set ofmotor skills.

Development therefore focuses more on the employees personal growth.

Focuses more on improving analytical, human, conceptual, andspecialized skills

Therefore, management development predominantly is an education

process rather than a training process

Development of Supervisors and junior managers generally done by in-house trainers and consultants (OJT)

Development of senior managers often takes place at universities.


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Popular Methods

in Management Development

Coaching

Job Rotation

Committee Assignments

Executive Courses

Simulation exercises

Case Studies

Corporate Universities


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Measuring training effectiveness

Participants reaction during the training period

Participants learning of the content of the training

Participants use of their new skills and knowledge back on the job

Companys return on training investment (ROI)

Few approaches to measure change in performance levels:

Test-retest Method

Pre-post performance evaluation method

Experimental-control-group method

Documents

HRMSession 7 Training Development Learning Motivation