TAILIEUCHUNG - Lecture Human resource management (5/e) - Chapter 7: Training
Technological innovations, new product markets, and a diverse workforce have increased the need for companies to reexamine how their training practices contribute to learning. In this chapter we discussed a systematic approach to training, including needs assessment, design of the learning environment, consideration of employee readiness for training, and transfer-of-training issues. | 1 Training Discuss how training can contribute to companies’ business strategy. Explain the role of the manager in identifying training needs and supporting training on the job. Conduct a needs analysis. Evaluate employees’ readiness for training. Discuss the strengths and weaknesses of presentation, hands-on, and group training methods. Chapter 7 Training Explain the potential advantages of e-learning training. Design a training session to maximize learning. Choose an appropriate evaluation design based on training objectives and analysis of constraints. Design a cross-cultural preparation program. Develop a program for effectively managing diversity. 7 Chapter Training can. Increase employees’ knowledge of foreign competitors and cultures. Increase employees’ knowledge of foreign competitors and cultures, Help ensure that employees have the basic skills to work with new technology, Help employees understand how to work effectively in teams to contribute to product and service quality. Ensure that the company’s culture emphasizes innovation, creativity, and learning. Ensure employment security by providing new ways for employees to contribute to the company when their jobs change, their interests change, or their skills become obsolete. Prepare employees to accept and work more effectively with each other, particularly with minorities and women. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. Training Training is a planned effort by a company to facilitate the learning of employees. High-leverage training: is linked to strategic business goals and objectives, is supported by top management, relies on an instructional design model, and is compared or benchmarked to programs in other organizations. Continuous learning requires employees to understand the relationship between their jobs, their work units, and the company and to be familiar with company business goals. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights
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