Human Resource Management Fall2009 16-17-18

8/3/2019 Human Resource Management Fall2009 16-17-18

1/26

HUMAN RESOURCE

MANAGEMENT

FALL 2009

MBA ELECTIVE

LECTURES 13-14-15

ASAD HASAN


2/26

Todays topics

id Term ExamFormat

raining &Development

Exam Format

The Socialization Process.

Employee Orientation.

Employee Training

Employee Development.

Organization Development.Evaluation of Training Program.


3/26

Mid Term Exam Format

Exam Format

Case Study 15 Marks Theory 5 Marks

MCQs 5 Marks


4/26

Goals of the Training andDevelopment Function

Activities in HRM concerned withassisting employees to develop up-to-date skills, knowledge, and

abilities Orientation and socialization helpemployees to adapt

Four phases of training anddevelopmentEmployee training Employee developmentOrganization developmentCareer development


5/26

Introduction

Socialization, training and developmentare all used to help new employeesadapt to their new organizations and

become fully productive.

Ideally, employees will understand andaccept the behaviors desired by the

organization, and will be able to attaintheir own goals by exhibiting thesebehaviors.


6/26

The Socialization Process

SocializationA process of adaptation to a new

work role.Adjustments must be made

whenever individuals change jobs

The most profound adjustment

occurs when an individual firstenters an organization.


7/26


The assumptions of employeesocialization:Socialization strongly influences employee

performance and organizational stabilityProvides information on how to do the job

and ensuring organizational fit.

New members suffer from anxiety, which

motivates them to learn the values andnorms of the organization.


8/26


The assumptions of employeesocialization:Socialization is influenced by subtle

and less subtle statements andbehaviors exhibited by colleagues,management, employees, clients andothers.

Individuals adjust to new situations in

remarkably similar ways.All new employees go through a

settling-in period.


9/26


A Socialization Process


10/26



Prearrival stage: Individualsarrive with a set of values,attitudes and expectationswhich they have developed

from previous experience andthe selection process.


11/26


The SocializationProcessEncounter stage:

Individuals discoverhow well theirexpectations matchrealities within theorganization.

Where differences exist,socialization occurs toimbue the employeewith the organizations

standards.


12/26


The Socialization ProcessMetamorphosis stage: Individuals have

adapted to the organization, feel accepted

and know what is expected of them.


13/26

New-Employee OrientationPurpose

Orientation may be done by the supervisor,the HRM staff or some combination.

Formal or informal, depending on the size ofthe organization.

Covers such things as:The organizations objectivesHistory Philosophy ProceduresRulesHRM policies and benefits Fellow employees


14/26

New-Employee Orientation

Learning the OrganizationsCultureCulture includes long-standing,

often unwritten rules about what isappropriate behavior.

Socialized employees know howthings are done, what matters, and

which behaviors and perspectivesare acceptable.


15/26

New-Employee OrientationRoles

The CEOs Role in Orientation Senior management are often visible

during the new employee orientation

process. CEOs can:

Welcome employees. Provide a vision for the company.

Introduce company culture -- what matters. Convey that the company cares about

employees. Allay some new employee anxieties and

help them to feel good about their jobchoice.


16/26

New-Employee Orientation

HRMs Role in Orientation Coordinating Role: HRM instructs

new employees when and where toreport; provides information aboutbenefits choices.

Participant Role: HRM offers its

assistance for future employeeneeds (career guidance, training,etc.).


17/26

Employee Training

DefinitionsEmployee training

a learning experience designed

to achieve a relativelypermanent change in anindividual that will improve theability to perform on the job.

Employee developmentfuture-oriented training,focusing on the personalgrowth of the employee.


18/26

Employee Training

Determining Training Needs


19/26

Methods of EmployeeTraining On-the-job training methodsJob Rotation

Understudy Assignments

Off-the-job training methodsClassroom lectures

Films and videos

Simulation exercisesVestibule training


20/26

Employee Development

This future-oriented set ofactivities is predominantly an

educational process. All employees, regardless of level,

can benefit from the methodspreviously used to develop

managerial personnel.


21/26

Employee Development

Employee development methodsJob rotation involves moving

employees to various positions inthe organization to expand theirskills, knowledge and abilities.

Assistant-to positions allow

employees with potential to workunder and be coached bysuccessful managers.


22/26

Employee DevelopmentMethods

Employee development methodsCommittee assignments provide

opportunities for: decision-making learning by watching others becoming more familiar with organizational

members and problems

Lecture courses and seminars benefit

from todays technology and are oftenoffered in a distance learning format.


23/26

Employee DevelopmentMethods

Employee development methodsSimulations include case studies, decision

games and role plays and are intended to

improve decision-making.Outdoor training typically involves

challenges which teach trainees theimportance of teamwork.


24/26

Organization Development

What is change?

OD efforts support changes that are

usually made in four areas:The organizations systems

Technology

Processes

People


25/26

Organization Development

Two metaphors clarify the changeprocess.

The calm waters metaphor describesunfreezing the status quo, change to a newstate, and refreezing to ensure that thechange is permanent.

The white-water rapids metaphorrecognizes todays business environmentwhich is less stable and not as predictable.

v u


26/26

v uDevelopmentEffectiveness

Evaluating Training Programs:

Typically, employee and manager opinionsare used,

These opinions or reactions are notnecessarily valid measures

Influenced by things like difficulty,entertainment value or personality of the

instructor. Performance-based measures (benefits

gained) are better indicators of trainingscost-effectiveness.

Documents

Human Resource Management Fall2009 16-17-18