• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Dessler 08
 

Dessler 08

on

  • 1,817 views

Human Resource Management Gary Dessler

Human Resource Management Gary Dessler
11th Edition.
HRM Dessler

Statistics

Views

Total Views
1,817
Views on SlideShare
1,817
Embed Views
0

Actions

Likes
1
Downloads
205
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Dessler 08 Dessler 08 Presentation Transcript

    • © 2008 Prentice Hall, Inc.© 2008 Prentice Hall, Inc. All rights reserved.All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama 1 Human ResourceHuman Resource ManagementManagement ELEVENTH EDITIONELEVENTH EDITION G A R Y D E S S L E RG A R Y D E S S L E R Training and Developing EmployeesTraining and Developing Employees Chapter 8Chapter 8 Part 3 | Training and DevelopmentPart 3 | Training and Development
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–2 After studying this chapter, you should be able to: 1.1. Describe the basic training process.Describe the basic training process. 2.2. Describe and illustrate how you would go aboutDescribe and illustrate how you would go about identifying training requirements.identifying training requirements. 3.3. Explain how to distinguish between problems you canExplain how to distinguish between problems you can fix with training and those you can’t.fix with training and those you can’t. 4.4. Explain how to use five training techniques.Explain how to use five training techniques.
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–3 Purpose of OrientationPurpose of Orientation Feel Welcome and At Ease Begin the Socialization Process Understand the Organization Know What Is Expected in Work and Behavior Orientation Helps New Employees
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–4 The Orientation ProcessThe Orientation Process Company Organization and Operations Safety Measures and Regulations Facilities Tour Employee Orientation Employee Benefit Information Personnel Policies Daily Routine
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–5 Analyzing Training NeedsAnalyzing Training Needs Task Analysis: Assessing New Employees’ Training Needs Performance Analysis: Assessing Current Employees’ Training Needs Training Needs Analysis
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–6 Assessing Current Employees’ Training NeedsAssessing Current Employees’ Training Needs Performance Appraisals Job-Related Performance Data Observations Interviews Assessment Center Results Individual Diaries Attitude Surveys Tests Methods for Identifying Training Needs
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–7 Programmed LearningProgrammed Learning • AdvantagesAdvantages  Reduced training timeReduced training time  Self-paced learningSelf-paced learning  Immediate feedbackImmediate feedback  Reduced risk of error for learnerReduced risk of error for learner Presenting questions, facts, or problems to the learner Allowing the person to respond Providing feedback on the accuracy of answers
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–8 Distance and Internet-Based TrainingDistance and Internet-Based Training Teletraining Videoconferencing Internet-Based Training E-Learning and Learning Portals Distance Learning Methods
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–9 Literacy Training TechniquesLiteracy Training Techniques Testing job candidates for basic skills Instituting basic skills and literacy programs Employer Responses to Functional Illiteracy
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–10 Management DevelopmentManagement Development Assessing the company’s strategic needs Developing the managers and future managers Long-Term Focus of Management Development Appraising managers’ current performance
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–11 Management Development (cont’d)Management Development (cont’d) Job Rotation Action Learning Managerial On-the-Job Training Coaching/ Understudy Approach
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–12 Managing Organizational ChangeManaging Organizational Change and Developmentand Development Strategy TechnologiesCulture What to Change Structure Employees
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–13 Managing Organizational ChangeManaging Organizational Change and Development (cont’d)and Development (cont’d) Overcoming resistance to change Effectively using organizational development practices The Human Resource Manager’s Role Organizing and leading organizational change
    • © 2008 Prentice Hall, Inc. All rights reserved. 8–14 K E Y T E R M S employee orientationemployee orientation trainingtraining performance managementperformance management negligent trainingnegligent training task analysistask analysis performance analysisperformance analysis on-the-job trainingon-the-job training apprenticeship trainingapprenticeship training job instruction training (JIT)job instruction training (JIT) programmed learningprogrammed learning simulated trainingsimulated training electronic performance supportelectronic performance support systems (EPSS)systems (EPSS) job aidjob aid management developmentmanagement development succession planningsuccession planning job rotationjob rotation action learningaction learning case study methodcase study method management gamemanagement game role playingrole playing outsourced learningoutsourced learning behavior modelingbehavior modeling in-house development centerin-house development center organizational developmentorganizational development controlled experimentationcontrolled experimentation