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Staffing Module 5 Report

The document outlines the importance of training and development for employees, categorizing training programs into those for non-managers and managers. It details various methods of training, performance appraisal techniques, and employment decisions based on employee evaluations. Additionally, it discusses the concept of separation, highlighting voluntary and involuntary terminations of employees.

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Sansen Colipano
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8 views

Staffing Module 5 Report

The document outlines the importance of training and development for employees, categorizing training programs into those for non-managers and managers. It details various methods of training, performance appraisal techniques, and employment decisions based on employee evaluations. Additionally, it discusses the concept of separation, highlighting voluntary and involuntary terminations of employees.

Uploaded by

Sansen Colipano
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Staffing

5. TRAINING AND
DEVELOPMENT
• If a newly hired or
promoted employee lacks
the necessary expertise for
the role, training becomes
essential.
• Training refers to "learning
to enhance the efficiency
of the current job."
Training programs consist
of two general categories,
5. TRAINING AND
DEVELOPMENT
Training programs consist of
two general categories,
namely:
1. Training programs for
Nonmanagers

2. Training and educational


programs for executives
Training Programs for
Non-managers
1. On-the-job Training

The trainee learns


under their
supervisor's guidance
in a real job setting,
fostering strong
Training Programs for
Non-managers
1. On-the-job Training
2. Vestibule School
The trainee works in a
real workplace setting
with machines, materials,
and time constraints,
ensuring adequate
guidance from the full-
Training Programs for
Non-managers
1. On-the-job Training
2. Vestibule School
3. Apprenticeship
Program
Trainees receive a
blend of on-the-job
training and classroom
Training Programs for
Non-managers
1. On-the-job Training
2. Vestibule School
3. Apprenticeship
Program
4. Special Courses
Are those who put
greater focus on
education instead of
Training
Programs
for
Managers
Training Programs for
Managers
1. Decision-Making Skills

a.) In Basket : The trainee


receives notes, messages, calls,
letters, and reports relevant to
the company's situation.
Training Programs for
Managers
1. Decision-Making Skills

b.) Management Games : A


training approach where
trainees navigate a realistic
scenario, making ongoing
decisions.
Training Programs for
Managers
1. Decision-Making Skills

c.) Case Studies : This method


uses real organizational
scenarios to analyze successes
and failures, enhancing
communication, problem-
solving, and linking theory to
Training Programs for
Managers
2.) Interpersonal Competence

a.) Role Playing : Trainees are


assigned roles in a scenario to
develop human relations,
supervision, and leadership
skills.
Training Programs for
Managers
2. Interpersonal Competence

b.) Behavior Modeling : This


method aims to influerice the
trainee by "showing successful
actions of model persons in a
difficult situation
Training Programs for
Managers
2.) Interpersonal Competence

c.) Sensitivity Training : This


method enhances awareness and
sensitivity to one's own and
others' behaviors.
Training Programs for
Managers
2.) Interpersonal Competence

d.) Transactional Analysis : is a


training method intended to help
individuals not only understand
themselves and others but also
improve their interpersonal
communication skills.
Training Programs for
Managers
3.) Job Knowledge

a.) On the job Experience : This


approach allows trainees to
learn new skills through active
involvement in work production.
Training Programs for
Managers
3.) Job Knowledge

b.) Coaching: This approach


enables a senior manager to
mentor a lower-level manager,
providing skills training,
guidance, advice, and feedback.
Training Programs for
Managers
3.) Job Knowledge

b.) Understudy : In this process,


a manager assists a higher-level
manager, participating in
planning and administrative
tasks until ready to assume the
role independently.
Training Programs for
Managers
4.) Organizational Knowledge

a.) Position Rotation : This


method involves assigning a
manager to different
departments to familiarize them
with the organization's functions.
Training Programs for
Managers
4.) Organizational Knowledge

b.) Multiple Management : This


approach trains junior
executives for higher roles by
forming a junior board, where
they discuss topics typically
handled by the senior board.
6. PERFORMANCE
APPRAISAL
• Performance appraisal is
the measurement of
employee's performance
6. PERFORMANCE
APPRAISAL
The reason for which performance appraisal is
conducted is as follows:
• 1 To influence the performance and development
of the employees in a positive way
• 2 To determine merit pay increase.
• 3 Planning for future pe formance targets.
• 4 Setting the needs for raining and development.
• 5. To appraise worker's motivational ability
WAYS OF APPRAISING
WAYS OF
APPRAISING
WAYS OF
APPRAISING
1. WORK STANDARDS
METHOD
Standards are set for
realistic worker
output and used to
evaluate non-
managerial
employee
WAYS OF
APPRAISING
2. Rating scale
method
Each trait is rated
on a scale to
indicate the
degree to which
the individual
WAYS OF
APPRAISING
3. Ranking method
where each
evaluator arranges
employees in rank
order from the
best to The
WAYS OF
APPRAISING 4. Managements by
Objectives method

where spicific
goals are set
colled bratively for
the orgarszal on,
for various
WAYS OF 5. Critical incident
APPRAISING method
The critical
incident method
appraises
employee’s
performance
based on specific,
WAYS OF
APPRAISING
6. Essay method

Where the
evaluator
composes
statements tjat
best describe the
WAYS OF
APPRAISING 7. Checklist method
Where the
evaluator checks
statements on a
list tjat are
deemed to
characterize an
WAYS OF
8. Assessment center
APPRAISING
method
Where one is
evaluated by
persons other than
immediate
superior. This
method used for
7. EMPLOYMENT
DECISIONS
• After evaluating the
performance of employees
(managerial or otherwise),
the management is now
able to make employment
decisions.
• This may include the
following
7. EMPLOYMENT
DECISIONS
1. Monetary Rewards - These are oriented to
employees whose performance exceeds the
minimum criteria

2. Promotion - It applies to career advancement,


offering higher pay and greater responsibilities as
a reward for excellence and ambition.

3. Transfer - Transfers involve moving an employee to


a similar-level job for development or to address
poor performance.
8. SEPARATION
Separation - refers to the voluntary or
involuntary termination of an
employee. If voluntary, management
must understand the underlying
reason. Involuntary separation occurs
when an employee’s performance is
lacking or when they violate company
policies, typically after unsuccessful
corrective efforts.
Thank You For
Your
Attention

@reallygreatsite +123 456 7890

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