schultz10e_ch06.ppt
- 1. Schultz & Schultz 10e 1 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Psychology and Work Today This multimedia product and its contents are protected under copyright law. The following are prohibited by law: any public performance or display, including transmission of any image over a network; preparation of any derivative work, including the extraction, in whole or in part, of any images; any rental, lease, or lending of the program
- 2. Schultz & Schultz 10e 2 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Learning Objectives After reading this chapter, you should be able to: • Describe the scope of organizational training programs • Specify the goals and staffing requirements for organizational training programs • Explain the pre-training environment and attributes of employees, as well as conditions that facilitate learning • Describe various training methods • Understand the need for lifelong learning, career development, and planning • Appreciate the need for evaluation of training programs – and why many organizations don’t evaluate their programs
- 3. Schultz & Schultz 10e 3 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Hamburger U • McDonald’s state of the art training facility in Oak Brook, IL, founded in 1961 • More than 65,000 managers have graduated • Offers targeted training to employees and franchise owners • Ten other training centers world-wide, one in Shanghai • Online training in 25 languages • In U.S., McDonald’s curriculum is worth 46 credits at most colleges
- 4. Schultz & Schultz 10e 4 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved What is “Training”? • Practical education in a skill, job, or profession • Big business • $55 billion annually on formal training programs • $180 billion annually on informal OJT training • Training is lifelong • Employees won’t stay in same job entire career
- 5. Schultz & Schultz 10e 5 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Scope of Training Programs • Corporate education campuses • Western Electric (Lucent Technologies, Inc.) • Created the Corporate Education Center to provide courses in engineering and management • State-of-the-art equipment • 300 courses on a 190 acre campus, complete with dormitories • Provides training on several levels to individuals with promotion potential • Training for disabled workers • Training programs must meet EEOC guidelines and must be clearly related to job performance before results can be applied to career decisions
- 6. Schultz & Schultz 10e 6 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Formulating Training Objectives • Needs assessment • An analysis of corporate and individual goals undertaken before designing a training program • Most companies do not do this due to time and expense involved • Organizational analysis • Can suggest broad training needs that can then be translated into specific needs of employees or work groups • Task analysis • Identify specific tasks performed and required KSA’s • Person analysis • Determines who needs training and what kind of training
- 7. Schultz & Schultz 10e 7 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Staffing for Training • Teaching is an art – some are artists, others…. • Technical competence is important, but instructor must be able to impart information in a clear and compelling manner • Subject matter experts (SMEs) may not make the best instructors due to poor communication skills • Professional instructors trained in job skills and teaching methods most effective • Meta-analysis by Sitzmann, Brown, Casper, Ely, & Zimmerman (2008) found that the most effective instructors were relaxed, open, and interacted more with trainees
- 8. Schultz & Schultz 10e 8 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved The Pre-Training Environment • Includes those decisions and cues that indicate the value management places on training programs, such as: • Policies • Supervisor attitudes toward training • Availability of training resources • Employee participation in needs assessment
- 9. Schultz & Schultz 10e 9 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Pretraining Trainee Attributes • Individual differences in ability • General cognitive ability is the single best predictor of training success • Pretraining expectations • Low self-efficacy hinders training • Motivation • Can be increased by allowing them to participate in training decisions • Job involvement • Those more involved show greater motivation to learn • Locus of Control • Internals tend to do better in training • Self-efficacy • Those who believe in their ability to perform a task tend to succeed • Positively related to motivation to learn and training success
- 10. Schultz & Schultz 10e 10 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Psychology of Learning • Active practice • Active involvement vs. passivity enhances learning • Distributed (spaced) vs. massed practice • Distributed (many, relatively short sessions) is superior to massed (few, relatively long sessions) practice • Whole and Part Learning • Smaller units of material are easier to master • Transfer of training • Enhanced when training environment is similar to the work environment • Relevance to job
- 11. Schultz & Schultz 10e 11 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Psychology of Learning • Feedback • Must follow behavior closely to be effective • People learn more readily when given a clear idea how well they’re doing • Reinforcement • The greater the reward that follows a behavior, the more easily and rapidly that behavior will be learned • The longer the delay between the behavior and reinforcement, the less effective the result • It should be given frequently during the early stages of training; then, partial reinforcement will be effective
- 12. Schultz & Schultz 10e 12 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Workplace Training Methods • On-the-job training • Major advantage is economy; also transfer of training • May be expensive if it takes other workers away from their jobs to conduct the training • Has potential of disrupting production • Vestibule training • Simulated workspace in a separate training facility • High fidelity with actual job helps in training transfer • Relies on skilled instructors • Greatest disadvantage is cost
- 13. Schultz & Schultz 10e 13 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Workplace Training Methods • Apprenticeship • Training method for skilled crafts and trades • Involves classroom instruction and on-the-job experience • Average 4-6 years • Computer-assisted instruction (CAI) • Trainees learn material at their own pace and receive immediate feedback on their progress • Trainees interact with computer terminals • Widely used for teaching computer literacy • Decreases training time required and improves transfer
- 14. Schultz & Schultz 10e 14 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Workplace Training Methods • Net-based training • Type of distance learning • Involves both Internet and Intranet • Offers same advantages as CAI with even more flexibility • 20%-35% less than the cost of traditional classroom instruction • Behavior modification • Use of positive reinforcement to change behavior • Steps • Conduct performance audit • Select behavior to be changed • Introduce program of positive reinforcement • Example: Emery Air Freight (pp. 143-144)
- 15. Schultz & Schultz 10e 15 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Workplace Training Methods • Job rotation • Technique that assigns trainees to various jobs and departments over a period of a few years • Often used for new university graduates and for training for skilled and semi-skilled jobs • Disadvantages include disruption caused by frequent moves and not enough time to acquire necessary skills • Case studies • A method of executive training in which trainees analyze a business problem and offer solutions • A limitation is that solutions may not be relevant to the job at hand (lack of positive transfer)
- 16. Schultz & Schultz 10e 16 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Workplace Training Methods • Business games • Used to develop problem-solving and decision-making skills • Trainees often compete in teams • Teams deal with corporate problems, and instructors evaluate their effectiveness • In-basket training • Trainee is given a stack of issues to deal with, typical of job requirements, in set amount of time • Trainer discusses solutions and provides feedback
- 17. Schultz & Schultz 10e 17 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Workplace Training Methods • Role playing • Trainees pretend to perform a role, displaying the behaviors they believe are appropriate to the situation • Provides opportunity to practice job-related behaviors • Behavior Modeling • Trainees attempt to imitate the job behaviors of successful supervisors • Trainer provides introduction • Trainees watch a video of supervisor using appropriate procedures • Trainees engage in behavior rehearsal • Trainer and other trainees provide feedback • Transfers directly to job • Effective in raising employee morale, improving communication with customers and reducing employee resistance to change
- 18. Schultz & Schultz 10e 18 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Workplace Training Methods • Executive coaching • One-to-one training sessions between a coach and manager to improve manager’s performance • Designed to fit individual needs as they arise • Often used to follow up poor ratings on 360 degree feedback appraisals • Diversity training • Teach people to confront personal prejudices that could lead to discriminatory behavior • US$10 billion spent annually • Requires management support to succeed • Kalev, Dobbin, & Kelly (2006) found that voluntary participation led to more positive results • McKay, Avery, & Morris (2008) found significantly lower differences between Black and White sales people in pro-diversity climate
- 19. Schultz & Schultz 10e 19 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Career Development & Planning • Lifelong learning approach • Career development centers • Offer information and workshops on company career paths, counseling, self-analysis • Chosen or forced career changes require continual enhancement and upgrading of our personal package of KSA’s • Reasons for staying with company included opportunities within company for: • Career growth • Development • Learning
- 20. Schultz & Schultz 10e 20 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Career Self-Management • The degree to which a person regularly and routinely gathers information and formulates or revises plans for his or her own career, solving problems and making decisions • Although initiated by individual, many organizations provide training in career self- management. Typical program includes: • Assessing career attitudes, values, plans and goals • Analyze how goals have been met by current job • Discuss career strategies
- 21. Schultz & Schultz 10e 21 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Evaluating Training Programs • Necessary to measure the worth of a training program • Assessment examines • Changes in cognitive outcomes • Changes in skill-based outcomes • Changes in affective outcomes • Companies often do not conduct systematic training evaluation due to: • Cost and/or lack of assessment skills • Training “program of the moment” (e.g., failure of time- management programs) • Assessment can be difficult
- 22. Schultz & Schultz 10e 22 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Training Challenges • Identify abilities required to perform increasingly complex jobs • Provide new job opportunities for unskilled workers • Assist supervisors in management of ethnically diverse workforce • Retrain workers displaced by changes • Help organizations remain competitive in international marketplace • Conduct research necessary to determine the effectiveness of training programs
- 23. Schultz & Schultz 10e 23 Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved Key Terms • Apprenticeship • Behavior modeling • Behavior modification • Business games • Career self-management • Case studies • Computer-assisted instruction (CAI) • Diversity training • Executive coaching • In-basket technique • Job rotation • Needs assessment • On-the-job (OJT) training • Role playing • Vestibule training