Chapter 8

Training and
Development

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 Learning Objectives
8.1 Define training and development (T&D) and summarize
related practices.
8.2 Describe the training and development process.
8.3 Summarize some human resource management training
initiatives.
8.4 Describe management development.
8.5 Define organization development (OD) and the learning
organization.

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 Training and Development Elements
• Training and development (T&D) is the heart of a
continuous effort to improve employee competency and
organizational performance.

Blank Short term Long term

Individuals Training Career Management
Groups/ Organizational Organizational
Organization Development Learning

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 Training and Development and Related
Practices
• Training: Activities designed to provide learners with the
knowledge and skills needed for their present jobs.
• Development: Involves learning that goes beyond today’s
job and has a more long-term focus.
• Organization development: Planned and systematic
attempts to change the organization, typically to a more
behavioral environment.
• Learning organization: Recognizes the importance of
continuous performance-related T&D and takes
appropriate action.

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Training and Development (T and D) Process

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 Determine Specific Training and
Development Needs
• Needs assessment is a process that helps companies to
determine if, who and what type of training is necessary.
• Organizational analysis involves examining a firm mission,
resources and goals to determine if training can be used to
improve company’s success, growth and strategy.
• Task analysis that focuses on the tasks required to achieve
the firm’s purposes.
• Person analysis focuses answering: Who needs to be
trained? What do they need to do differently from what
they’re doing today? What kind of knowledge, skills, and
abilities (KSAs) do employees need?

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• Mission
• Goals of the organization
• Resource availability

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Copyright © 2019 Pearson Education, Ltd. All Rights Reserved
Establish Specific T&D Program Objectives
• T&D must have clear and concise objectives and be
developed to achieve organizational goals. Without them,
designing meaningful T&D programs would not be
possible.
• The purpose is established first followed by specific
learning objectives.
• With these objectives set, managers can determine
whether training has been effective.

Purpose
To provide lecturers with professional development program that focus on
modern instructional strategies, good assessment practices, and classroom
management.
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 Objectives:
1. Equip lecturers with knowledge of various modern instructional
strategies such as flipped classrooms, project-based learning, and
blended learning.
2. Teach lecturers how to design and use formative and summative
assessments to gauge student understanding and provide immediate
feedback.
3. Equip lecturers with strategies to manage classroom behaviors
effectively and minimize disruptions.

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 Select Training Methods

• Classroom method
– Great deal of information in a relatively short time.
• E-learning
– DVDs, company intranets, and the Internet, virtual
classroom.
– Convenience, flexible, save time and cost savings.
• Case study
– Sharpen critical thinking and how to make decision.
• Behavior modeling and tweeting
– Permits a person to learn by copying or replicating
behaviors of others.
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• Role playing
– Acting out real-world situations.
• Training games
– Encourage learner involvement and stimulate interest
in the topic.
• In-basket training
– Trainees learn how to establish prioritize task.
• On-the-job training (OJT)
– Used for knowledge transfer. Employee learn a job
tasks by actually performing them.
– Trainees will be motivated, pressure.

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• Apprenticeship training
– A combination of classroom instruction with OJT
– For craft jobs, e.g. plumber, carpenter, machinist,
welder
• Team training
– Imparting knowledge and skills on individuals who are
expected to work collectively toward meeting a
common objective.
• Cross-training
- Educates team members about the other members’
jobs.

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Training and Development Delivery Systems

Colleges
Corporate Community
and
universities colleges
universities

Online
Vestibule
higher Video media
system
education

Social
Simulators
networking

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 Implementing T&D Programs
• Participants must believe that the program has value and
will help them achieve their personal and professional
goals.
• Many managers are action-oriented and feel they are too
busy to engage in T&D efforts
• Qualified trainers must be available
• Resistance from employees to new behavior
• Maintaining a good record keeping

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 Evaluating T&D Programs

• The extent • The extent

Learning

Behavior

Organization Results
Trainee reactions

• The extent • The extent to which an to which

to which to which employee tangible
trainees like principles, generalizes outcomes
the program facts and knowledge related to
related to its techniques and skill training are
usefulness were learned in realized by
and quality understood training to organization
of conduct. and the work
• Measured retained. place.
using survey • Assessed by
(satisfaction, tests (pre-
suggestions) test, post
test)

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 Management Development
• All the learning experiences provided by an organization
that upgrade the skills and knowledge required for current
and future managers.
• Managers keep up with latest developments in their fields
while managing ever-changing workforce in dynamic
environment.
• First-line supervisors, middle managers, and executives
may all participate.

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 Mentoring and Coaching
• Mentoring: Approach to advising, coaching, and nurturing
– Mentor can be located anywhere
– Relationship can be formal or informal
• Coaching: Often considered responsibility of immediate
boss or supervisor
– Coach provides assistance much like a mentor would
– Customized employee development

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