Chapter 4 Job design and analysis

Money is the no. 1 motivator of jobs

The job design makes employees motivated

Job design:
1.Analyze the workflow
- Throught the process of Workflow design, managers analyze the tasks needed to
produce a product or service.
- Tasks are then assigned to specific jobs and positions
a. Job- as set of related duty
b. Position- a set of duties performed by one person
- Basing positions through workflor designs can lead to a better
- For each job, the analysis identifies the
(1)output of the process;
(2) activities involved;
(3) the three categories of input
a. Materials and raw input/inoformationt;
b. equipment;
c. human resources- (1) knowledge; (2) skills (3) abilities
2. See how work fits in the context of the organization’s structure
- Org structure- can be
a. Centralized- authorities on top of the structure
b. Decentralized- authorities are spread among many people and much better for
employee empowerment
- Org group jobs according to
a. Functional group- narrowly defined functions(welding, painting etc) . requires
skills in managing conflicts and aligning employees efforts with higher-level
goals; employees tend to identify heavily on their department or profession
b. Divisional group- set up divisions to focus on particular products or customer
groups; focused on teamwork and broad responsibility; empowers employees by
setting up structures that enable broad responsibility; requires more experience
and cognitive thinking

Job analysis
- Helps orgs understand and match job requirements and peolpe to achieve high quality
performance
- The process of getting detailed information about jobs, analyzing jobs and understanding
what is required to carry out the jop, provide essential knowledge for staffing, training,
performance appraisal, and other HR duties.
- Essential parts is the creation of:
a. Job description
 - list of past(?)/vast(?) duties and responsibilities/ TDRs that the job entails.
TDRs is observable actions.
- This is prepared whenever a company creates a new positions;
- Should be reviewed and updated periodically becuase the design of the
job should also be changed to the need of the organization
- Performance appraisals are good opportunity to review the job
description
- Begins with gathering information about the job from people already
performing the tasks
- The person creating the job position uses the info to identify essential
duties of the job(mental and physical tasks, methods and resource
required)
- Sources of job information: Incumbents or current employees performing
the job- should be supplemented by observations(supervisors knwo
more)
- JD focuses on the activities involved in carrying out a job
b. Job specification
- Looks at the specifications of the jobs or the KSAOs(knowledge skills,
abilities and other attributes)
- KSAOs are characteristics of people and are not directly observable. But
are observable only when employees are carrying out the TDR of the job
and show the product of their labor
- Accurate info on ksaos are important for amking decisions about who will
fill a job
- Managers need to know ksao of people to know who is best for the
position. That is why Selection and interview are focused on KSAOS
- After gathering information, the job analyst use the info to analyze the job.
- One instrument used in analyzing is: Position Analysis
Questionnaire(PAQ)
1. Information input
2. Mental processes
3. Work output
4. Relationship with other persones
5. Other characteristics
- Uses PAQ by determining each item on the questionnaire applies to the
job being analyzed. Then rates eahc item by 6 scales. PAQ is used in
comparing jobs even when they are similar
- To gather info on worker requirements, the Fleishman Job Analysis
System asks subject matter experts, to see if their job abilities pass the
requirement to perform the job. Once all 52 categories are ranging from:
1. Written comprehension
2. Deductive reasoning
3. Manual dexterity
4. Stamina
 5. Originality
Once done the results show the ability requirement of the job. the Info is
useful for selection, training and development

Analyzing Teamwork:
Standard ways to measure teams
- 3 dimensions most critical to teamwork
a. Skill differentiation- degree of specialized knowledge or functional capacities
b. Authority differentiation- allocation of decision-making authority among tema
c. Temporal(time stability)- length of team members work together

Competency models
- Help hr professionals ensure that all aspects of pannet management are aligned with the
organizational strategy
- Enable organizations to identify capabilities they need to acquire and develop for
success
- Competency: an are of persona; capability that enables employees to perform their work
successfully
- Hiring based on competencies associated with success, provides diversity and lowerds
the risk of selecting people who will be unhappy in a particular job.

Trends in Job analysis

- For the understanding of existing jobs
- Pace of change in jobs is accelreating
- Job analysis must be flexible to respond to changes
- Must balance need of rflexibility with need for legal documen; put greater emphasis on
job design
- Jobs surviving downsizing tend to have more responsibilities
- Test:Job enlargement is the adding more tasks to an existing job.Job Enrichment is
the adding more decision-making authority to jobs

Job Redesign
- Job design is the process of definging how work will be performed and tasks required in
a given job
- Job redesign is like job design but it Changes an existing job design
- JOb designs:
a. DEsign for efficiency (industrial engineering)
- Industrial engineering- finding simplest way to structure work in order to
maximize efficiency
a. Reduces complexity of work-
b. Allows anyone to be trained quickly to easily perform jobs
c. Used for highly specialized and repetitive jobs
 - Often leads to boredom which causes lack of motivation; that is why it is
combined with other job designs
b. Design for mental capacity
- The mind has capabilities and limitations
- Technology can cause information overload
- Goal is to simplify mental demands of jobs to limit mistakes
- Ways to do:
a. Filtering or limit information
b. Clear displays and instructions
c. Memory aids
c. Design for motivation
-must Improve employee satisfaction
- Characteristic Model of Richard hakcman and gregg old Hamm increases
motivation
a. Skill variety
b. Task identity- putting pride into tasks
c. Task significance- putting importance to tasks
d. Autonomy- level of freedom
e. feedback
- how to motivate:
a. Job enlargement- broadening of tasks performed in a job; to make jobs
repetitive and make jobs more interesting; applies these methods:
- Job extension- combining several relatively simple jobs to form a
wider range of tasks
- Job rotation- moving employees among several different jobs
b. Job enrichment- empowering workers by adding more decision-making
authority to jobs; individuals are motivated by intrinsic aspects of work;
based on Hersberg’s theory of motivation
- Achievement
- Recognition
- Growth
- Responsibility
- Performance of the entire job
c. Teamwork; Self managing work temas makes everyone in the company
happy; they have authority for an entire work process or segment; team
members motivated by autonomy, skill variety, and task identity.
Everyone works better if performance is good and achievement is
significant
d. Flexibility- Other work alterntives
- Flextime scheduling policy were full time employees choose when
to work depending on the work policy
- Job sharing - two employees sharing one task
- Compressed work week- schedule where full-time workers
complete work hours in fewer days
 - Telecommuting/ telework- working but not in offfice
d. Design for safety and health(ergonomics)
- Ergonomics- study of interface between individuals’ physiology and
characteristic of work environment
- Goal is to minimize physical strain of worker by structuring physical work
environment around individuals’ physiology
- Leads to increased work efficiency
- Increase in use of mobile device causing repetitive stress injuries (RSIs);
these users trade off eyestrain against physical strain to the wrist strains
- can protect themselves with good keyboard and monitor height, good
posture, and taking work breaks

Chapter 5 HR Planning and Recuiting

Two of the major ways that societal trends and events affect employers are through:
- Consumer markets: affect the demand for goods and services;
- Labour markets: affect the supply of people to produce goods and services.

Human Resource Planning Process

1. Forecasting: attempt to determine the supply of and demand for various types of human
resources
a. Forecast Labor demand and supply
- Trend analysis: constructing and applying statistical models that predict
labour demand for the next year, given relatively objective statistics from
the previous yearThe attrition rate(how many are resigning per amount
labor).
→ Leading indicators- objective measures that accurately predict
future labor demand
- Statistical planning models - useful when there is a long, stable history
that can be used to reliably detect relationships among variables; must
always will be complemented with subjective judgments of experts
- Transitional matrix- a chart that lists job categories held in one period
and shows the proportion of employees in each of these job categories in
a future period;
answers: 1) Where did people in each category go? 2) Where did
people currently
b. Determine labor supply
c. Determine labor surplus or shortage
- Shortage: happens there are less labor supply than labor demands
- Surplus: happens where there are more internal labor supply than labor
demand
2. Goal setting and strategic planning: numerical goals basis for measuring; goals
should come from analysis and
 - plans are ideally derived from assessment of Labour Demand or Labour Supply
Forecasts and often supplemented by expert judgment.
- The purpose is to focus attention on the problem and provide a benchmark for
determining the relative success of any programs aimed at redressing a pending
labour shortage or surplus
- Deals with the core competency: A set of knowledge and skills that make the
organization superior to competitors and create value for customers
- Dealing with surplus
a. Downsizing- plan to eliminate large numbers of personnel. You cannot
rehire a downsized employee for 1 year
1)reduce cost
2)Replace labor with technology
3)Mergers and acquisition
4)Moving to more economical locations
b. Pay reductions
c. Demotions
d. Transfers
e. Work sharing
f. Hiring freeze
g. Natural attrition
h. Freeze hiring- long wait
i. Early retirement- fast but higher pay
- Dealing with shortage
a. Overtime- easiest and fastest strategy but may exhaust workers and can
hurt morale
b. Temporary employees- Gives the firm flexibility needed to operate
efficiently and frees the company of the administrative work around the
employer; gets employees who are tested by the employment agency so
they get good workers, and save money because they don’t have to test
and train them
c. Outsourcing- Contracting with another organization to perform a broad set
of services; usually maintenance and security guards; or people who are
not part of the core competency.
d. Retrained transfers
e. Turnover reductions
f. New external hires
g. Technological innovations
3. Implementing and Evaluating the HR Plan
- An individual must be accountable for achieving goals,
- Talent management: ties planning and recruitment efforts
- Evalutation should identify which part should contribute to success and
- Workforce utilization review: A comparison of the proportion of employees in
protected groups with the proportion that each group represents in the relevant
labour market
Recruitment
- Any activity carried on by the organization with the primary purpose of identifying and
attracting potential employees
- sourcing applicants; builds supply of potential candidates when a company needs it.
- Three aspects:
1. Personnel policies: Organization’s decisions about how it will carry out HRM
2. Recruiter traits and behaviors- warm and informative
3. Recruitment sources
- Yield ratio- A ratio that expresses the percentage of applicants who
successfully move from one stage of the recruitment and selection
process to the next. A high yield ratio (large percentage) means that the
source is an effective way to find candidates to interview.
- Cost per hire- find the cost of using a particular recruitment source for a
particular type of vacancy. Then divide that cost by the number of people
hired to fill that type of vacancy. A low cost per hire means that the
recruitment source is efficient, it delivers qualified candidates at a minimal
cost.
- Types of recruiting:
1. Internal Recruiting- filling in jobs from existing employee list.SO kinda like
promotions and transfers and stuff.
- Generally, applicants are well known to the org
- Applicants are knowledgeable about position; minimizes unrealitstics job
expectations
- Cheap and fast
- From Job Postings: the process of communicating information about a
job vacancy on company bulletin boards, in employee publications, on
corporate intranets, and anywhere else the organization communicates
with employees.
2. External Recruiting- gotten from the external labor force
- Direct applicants: people who apply for a vacancy without prompting
from the organization;
- Referrals: people who apply for a vacancy because someone in the
organization prompted them to do so
- Nepotism: the practice of hiring relatives;
- Newspaper and magazine advertising: reaches a wide audience and
may generate many applications, although many are likely to be
unsuitable;
- Electronic recruiting: gives organizations access to a global labor mar-
ket, tends to be inexpensive, and allows convenient searching of
databases.
- Public employment agencies: are inexpensive and typically have
screened applicants; promote the blue-collar labor market (employees
that tend to perform manual labor);
 - Private employment agencies: charge fees but may provide many
services; promote the white-collar labor market (e.g. lawyers, doctors
etc);
- Schools and colleges

Chapter 6 Recruitment and selection

Steps in Personal selection

1. they review of candidates’ applications and resime.
2. The admin administers tests to candidates who are qualified under the basic
requirements
3. They do background checks to ensure accurate and tru information submitted by the
candidate
4. Candidates are selected and offered position
5. If candidates accept, they shall be placed on the selected position

Applicant Tracking system- an automated approach to selection, that reviews electronic

applications or resumes, matches them to the selection criteria and allow managers to track job
candidate issues and hiring outcomes

Steps in the Selection process- varies from organization to organization but the 1st and last
step is always the same
1. Screening applications and resumes- HR professional reviews this
2. testing and reviewing work samples-
3. interviewing candidates- those with abilities are invited to 1 or 2 interviews
4. Checking references and background- for the top few candidates to ensure if info is
correct
5. Making a selection- candidate is chosen. In some cases discussion of salary benefits
and etc can be/ are discussed by the candidate and the management.

Successful selection method:

1. Reliability- free from random error so that measurements are consistent.
- Usually involves: Correlation Coefficients. Measures the degree to which two
sets of numbers are related
 - Answers: Are you measuring something accurately but ignore a question that is
as important? Are you measuring something that matters?
2. Validity- the extent to which performance on a measure is related to what the measure is
designed to assess.
- Three ways to measure validity
a. Criterion-related validity
- Predictive validation- uses the test scores of all applicants and
looks for the relationship between the scores and future
performance. If people with high score does well on the job means
that means the test was valid. This may be a long and difficult test,
but the best measure of validity
- Concurrent validiation- administers a test to people who
currently hold a job then compares their scores to existing
measures of job performance.
b. Content validity- consistency between the test items or problems and the
kinds of situations or problems that occur on the job
- Limitations
a. an assumption is that the person who is to be hired must
have the knowledge, skills, or abilities at the same time
she is hired. So it is not useable when the person is
expected to learn the job.
b. Because subjective judgment plays a large role in content
validation it is critical to minimize the amount of inference
involved on the part of judges.
c. Content validation would be inappropriate for assessing
more abstract characteristics such as intelligence,
leadership and integrity etc
c. Construct validity- consistency between a high score on a test and high
level of specified construct such as intelligence or leadership ability, as
well as between mastery of this construct and successful performance of
the job.
3. Generalizability- degree to which the validity of a selection method established in one
context extends to other contexts
- Example of context:
a. different situations,
b. different samples of people,
c. and different time periods.
- The aim is to find out whether a selection method is valid in other contexts
beyond the context in which it was developed;
4. Utility- the extent to which something provides economic value greater than its cost.
- Utility is the degree to which the information provided by selection techniques
enhances the effectiveness of selecting personnel in organizations.
- It is impacted by reliability, validity, and generalizability. In general the more
reliable valid and generalizable the selection method is the more utility it will have
 - depends on the job vacancy. If it involves offering a product of high value to the
company, then more money will be spent to find qualified applicants;
- Has practical value- information can be used
5. Legality- refers to the fact that all selection methods must conform to existing laws and
legal precedents
- Various acts around the world form the basis of legal standards to which
selection methods are judged, and challenges to selection decisions made
- Legal standards pertain to the prevention of discrimination
- Three primary laws are most common:
a. the civil rights act,
b. the age discrimination law,
c. and the disability act.
- Privacy Rights:
a. Republic act 10173- Data privacy act of 2012
-

Well design selection system

- Provide the ability to initiate background checks
- Store past applicants in system that may fit future positions
- Maintain all job candidate documents in one place
- Allow the hiring manager to coordinate interview schedules
- Allow the hiring manager to store and review the comments about each candidate
- Support decision making by measuring the performance of the hiring process

Job application starts at the submission of:

1. Application Forms- can be bought or created by the employer
- All applications must provide:
a. Contact Information- name, address, number, e-mail
b. Work Experience- job titles, dates of employment, previous companies
c. Educational background- high school, college, degrees awarded
d. Applicants signature- signature following a statement that the applicant
has provided true and complete information
2. Resumes- usual way but has the drawbacks of the applicants control the content of th
info and how it is presented. Biased in the favor of the applicant and maybe not
accurate.
- Resume must include:
a. Contact Information- name, address, number, e-mail
b. REsume summary/ objective
c. Work Experience- job titles, dates of employment, previous companies
d. Educational background- high school, college, degrees awarded
e. Skills
f. Optional: awards, publications, and certificates or conferences attended
3. Curriculum vitae
 4. Video resume- some companies are starting to require this.

References- applicants often provide contact details of former employers or others who can
vouch for their abilities and past job performance
- Used by the org to gather information or verify the accuracy of the information provided
by the applicant.

Background checks- way to verify that applicants are as they represent themselves to be.
- The Internet makes it easy for potential employers to uncover information that can reveal
applicants in an unflattering light.

Employment tests- are more objective than resumes, references, and background checks. To
be legal, any test must measure abilities that actually are associated with successful job
performance.
- Employment tests range
a. General-purpose tests- are relatively inexpensive and simple to administer.
b. Specific test- Tests should be selected to be related to successful job per-
formance and avoid charges of discrimination.
- Tests are used because testing is essentially an attempt to achieve objectivity or to put it
more accurately to reduce subjectivity in selection decision-making.
- The tests fall into two broad categories:
a. Aptitude tests: test that assesses how well a person can learn or acquire skills
and abilities
b. Achievement tests: tests that measure a person’s existing knowledge and skills.
- Some employment tests and wor samples
a. Physical ability tests- measure strength, endurance, psychomotor abilities, and
other physical abilities.To be aware of disabilities and dies not descrimiante
about it
b. Cognitive ability tests- Tests designed to measure such mental abilities as verbal
skills, quantitative skills, and reasoning ability. Cognitive ability tests include the
following dimensions:
- Verbal comprehension refers to a person’s capacity to understand and
use written and spoken language;
- Quantitative ability concerns the speed and accuracy with which one
works;
- Reasoning ability refers to a person capacity to invent solutions to many
diverse problems;
- Memory;
- Numerical ability.
c. Personality tests- measure personality traits such as extroversion and
adjustment. Research supports their validity for appropriate job situations,
especially for individuals who score high on conscientiousness, extroversion, and
 agreeableness. These tests are relatively simple to administer and generally
meet legal requirements.
- Personality of candidates can be examined by looking at the ‘Big Five’ (on
previous exam) traits: examined by other people
1. Extroversion: sociable, gregarious, assertive, talkative,
expressive;
2. Adjustment: emotionally stable, non-depressed, secure, content;
3. Agreeableness: courteous, trusting, good-natured, tolerant,
cooperative;
4. Conscientiousness: dependable, organized, persevering,
thorough; most important
5. Inquisitiveness: curious, imaginative, broadminded, playful
d. Medical examinations- Must be related to the job position/ Passing a medical
examination may be a condition of employment, but to avoid discrimination
against persons with disabilities, organizations usually administer a medical
exam only after making a job offer.
- Tests should be:
a. reported back to the applicant, who should be allowed an avenue
of appeal and perhaps re-testing.
b. conducted in an environment that is as unintrusive as possible
and results from those tests should be held in strict confidence.
c. part of a wider organizational program that provides rehabilitation
counseling.
e. Job performance
f. Work samples
g. Honesty
h. Drug test- Article V of Republic Act no. 9165 or the Comprehensive Dangerous
Drugs act of 2002
- Everyone from a private sector with at least 10 employees required to
take random drug testing
- Test for selecting managers: Assessment center- A wide variety of specific selection
programs that use multiple selection methods to rate applicants or job incumbents on
their management potential. Typically includes:
a. Inbasket test
b. Test of marginal ability
c. Personality test

Interviews- involves supervisors and team members. Part of the selection process
- Types:
a. Nondirective interview- the interviewer has great discretion on choosing the
questions. The applicant replies to one question and suggest another question to
ask. Typically include open-ended questions like strengths, weakness and career
goals. Not very reliable fo rquestions may be not related nor legal
 b. Sructured- has a set of questions questions to ask that are related to the job.
Interviewer are supposed to avoid asking question out of the list. More reliable
c. Behavior description interview (BDI) - situational interview where the interviewer
asks the candidate how they handles a situation in the past. Most valid
d. Situational interview- asks how the applicant will react to certain situations in the
position. Highly valid and assess skill for the job
e. COmputerized interview- where candidates responds to the questions through a
computer
f. Panel interview- when there are a lot of interviewers
- Preparing for an interview
a. Be prepared. Read the resume and questions to ask
b. Put the applicant at ease
c. Ask about previous experiences
d. Listen attentively- candidate will talk most
e. Take down notes
f. At the end: Make sure the candidate knows what to expect next

Gamification in recruitment
1. Google Code Jam- is like a competition where coders from different countries battle
2. Jeu Facteur Academy
3. CanYouCrackIt.co.uk
4. Domino’s Pizza Mogul
5. “Umblemania”

Selection Decisoins-
- Multiple-Hurdle Model- process at arriving at a selection decision by eliminating some
candidates at each stage of the selection process
- Compensatory Model- Much more expensive; process of arriving at a selection decision
in which a very high score on one type of assessmnet can make up for a low score on
another.

After selection, When hiring they should offer:

- Job responsibilities.
- Work schedule
- Rate of pay
- Starting date
- Other relevant details
- If with physical exams, candidate must be informes
- Must notify when the candidate shall reply to the offer
- Before arriving the final agreement, negotiations may be taken.
Chapter 7 Training and Development

Training-
An organization’s planned efforts to help employees acquire job-related knowledge, skills,
abilities, and behaviors, with the goal of applying these on the job.
- Ranges from formal classes to one-on-one mentoring
- Can be on the job or on remote locations
- Should be linked to orgnizational needs and motivate employees
- Importnat because:
a. Modern business environment- promotes a more liberated employee that has
more skills n stuff
b. Teamwork- boosts teamwork, better team work means better productivity
c. Change- everuyhting changes at a fast pace so we need to keep up

Instructional design-
A process of systematically developing training to meet specified needs;
- steps:
1. Assess needs for training- Evaluating the organization, individual employees,
and tasks to determine what kinds of training, if any, are necessary
A. Organization - what is the contest in which training will occur?
- A process for determining the appropriateness of training by
evaluating the characteristics of the organization.
- Considers’ recourses available for training
- Viable only if the company is willing to support and invest
B. Person - who needs training?
- A process of determining individuals’ needs and readiness for
training.
- Determines if performance deficiencies result from lack of
knowledge, skill, or ability
- Primary Variables:
1. The person’s ability and skills
2. Attitude and motivation
3. The organization’s input
4. Performance feedback
5. Positive consequences to motivate good performance
C. Task - what subjects should the training cover?
- process of identifying and analyzing tasks to be trained
2. Ensure employees’ readiness for training
- Effective training/ Readiness for training- Combination of employee
characteristics and positive work environment that permits training
- Necessary employee characteristics:
a. ability to learn
 b. favorable attitudes toward training
c. motivation
- Positive work environment encourages learning
a. Situational constraints
b. Social support
3. Planning Training methods
- How to support training- establish objectives for the training program then
deciding:
a. Who will provide the training
b. What topics the training will cover
c. What training methods to use
d. How to evaluate the training
- Training objectives
a. Expectations
b. Quality or level of acceptable performance
c. Conditions under which the employee is to apply what he or she
learned
d. Measurable performance Standard
e. Resources needed to carry out desired performance outcome.
- Category of Training Methods
a. Presentation Method- trainees receive information provided by
others
- Lectures, workbooks, video clips, podcasts, websites.
- Conveying facts or comparing alternatives.
b. Hands-on Method- trainees are actively involved in trying out skills
- On-the-job training, simulations, role-plays, computer
games.
- Teaching specific skills; showing how skills are related to
job or how to handle interpersonal issues
c. Group-building Method- trainees share ideas and experiences,
build group identities, learn about interpersonal relationships and
the group
- Group discussions, experiential programs, team training.
- Establishing teams or work groups; managing performance
of teams or work groups.
- Training Methods
a. Classroom Instructions
b. Computer-based training
- Electronic Performance Support Systems (EPSSs):
compter applications that provide access to skills training,
information and expert advice when a problem occurs on
the job;
 c. On the Job Training- training methods in which a person with job
experience and skill guides trainees in practicing job skills at the
workplace
- Apprenticeship: a work-study training method that teaches
job skills through a combination of on-the-job training and
classroom training;
- Internship: on-the-job learning sponsored by an
educational institution as a component of an academic
program.
d. Simulation- a training method that represents a real-life situation,
with trainees making decisions resulting in outcomes that mirror
what would happen on the job
- Virtual reality: a computer-based technology that provides
an interactive, three-dimensional learning experience;
e. Business Games- used to develop management’s skills;
f. Case Studies- used to develop management’s skills;
g. Behavior Modeling- training sessions in which participants
observe other people demonstrating the desired behavior, then
have opportunities to practice the behavior themselves
h. Experiential Programs- training programs in which participants
learn concepts and apply them by simulating behaviors involved
and analyzing the activity, connecting it with real-life situations
- Adventure learning: a teamwork and leadership training
based on the use of challenging, structured outdoor
activities.
i. Team Training- coordinates the performance of individuals who
work together to achieve a common goal;
- Cross-training: team training in which team members
understand and practice each other’s kills so that they are
prepared to step in and take another member’s place;
- Coordination training: team training that teaches the team
how to share information and make decisions to obtain the
best team performance;
- Team leader training: training in the skills necessary for
effectively leading the organization’s teams.
j. Action Learning- training in which teams get an actual problem,
work on solving it and commit to an action plan, and are
accountable for carrying it out.
4. Implementing the training program
- Employees learn best when training links to current tasks
- Employees need chance to demonstrate and practice what they have
learned
- Trainees need to understand whether or not they are succeeding Well-
designed training helps people remember content
 - Written materials should have an appropriate reading level
5. Evaluating results of training
- Category of Training Outcome
a. Cognitive outcomes: the degree to which trainees are familiar with
principles, facts, techniques or procedures;
b. Skill based outcomes: the use and learning of skills;
c. Affective outcomes: include attitudes and motivation;
d. Reaction outcomes: the trainees perceptive of the program;
e. Results: used to determine the training’s pay-off for the company;
f. Return on investments: comparing the benefits to the costs. There
are direct and indirect costs.
- Measure of Training Success
a. Trainee satisfaction
b. Transferee of training
c. New skill, knowledge
d. Performance improvements
e. Return on investment (ROI)
- Uses Learning management system (LMS) - A computer application that automates the
administration, development, and delivery of training programs.
- LMS makes design process more efficient and effective
- Can link to performance management system to plan and manage training
needs, outcomes, and associated rewards

Applications of Training
1. Compliance- understand company policies, rules and regualtions
2. Clarification- understand job and performance expectations
3. Culture- Understand company history, traditions, values, norms, and mission
4. Connection- understand and develop working and interpersonal relations

Programs may focus on

- Behavior changes
- Constructive ways to handle communication barriers, conflicts, and misunderstandings
- Cultural immersion