The document discusses employee training and development, defining training as a process to enhance employees' skills and knowledge for their specific jobs. It outlines various training methods, emphasizing the importance of both on-the-job and off-the-job training techniques, as well as the processes of career planning, promotion, demotion, transfer, and separation. Additionally, it covers performance appraisal and job evaluation, detailing their definitions, objectives, features, and associated limitations.

1. EMPLOYEE TRAINING AND
DEVELOPMENT
BY- SID G

2. WHAT IS TRAINING?
• TRAINING IS A HIGHLY USEFUL TOOL THAT CAN BRING AN EMPLOYEE INTO A
POSITION WHERE THEY CAN DO THEIR JOB CORRECTLY, EFFECTIVELY, AND
CONSCIENTIOUSLY. TRAINING IS THE ACT OF INCREASING THE KNOWLEDGE AND
SKILL OF AN EMPLOYEE FOR DOING A PARTICULAR JOB.
• ACCORDING TO EDWIN FLIPPO, ‘TRAINING IS THE ACT OF INCREASING THE
SKILLS OF AN EMPLOYEE FOR DOING A PARTICULAR JOB’.

3. NATURE OF TRAINING
• SPECIFIC DIMENSIONS.
• PLANNED SEQUENCE OF EVENTS.
• PROMOTES BEHAVIOURAL CHANGES.
• ENHANCING CAPABILITIES.
• EXPLORING THE INNER SELF.
• REMOVES MENTAL BLOCKS.
• GIVES INTENDED AS WELL AS UNINTENDED RESULTS.

4. IMPORTANCE OF TRAINING
• DECREASE IN PRODUCTION EXPENDITURE.
• REDUCES CHANCES OF ACCIDENT.
• STEADINESS IN THE ORGANISATION.
• INCREASE EMPLOYEES' CONFIDENCE.
• IMPROVED LEVELS OF QUANTITY AND QUALITY.
• MINIMUM NEED OF SUPERVISION.
• USEFUL FOR MANAGERS.
• IMPROVES UNDERSTANDING POWER.

5. METHODS OF TRAINING
• MANAGEMENT DEVELOPMENT IS A SYSTEMATIC PROCESS OF GROWTH AND
DEVELOPMENT BY WHICH THE MANAGERS DEVELOP THEIR ABILITIES TO MANAGE. IT
IS CONCERNED WITH NOT ONLY IMPROVING THE PERFORMANCE OF MANAGERS BUT
ALSO GIVING THEM OPPORTUNITIES FOR GROWTH AND DEVELOPMENT.
• THERE ARE TWO METHODS THROUGH WHICH MANAGERS CAN IMPROVE THEIR
KNOWLEDGE AND SKILLS. ONE IS THROUGH FORMAL TRAINING AND OTHER IS
THROUGH ON THE JOB EXPERIENCES. ON THE JOB TRAINING IS VERY IMPORTANT
SINCE REAL LEARNING TAKES PLACE ONLY WHEN ONE PRACTICES WHAT THEY HAVE
STUDIED.
• BUT IT IS ALSO EQUALLY IMPORTANT IN GAINING KNOWLEDGE THROUGH
CLASSROOM LEARNING. LEARNING BECOMES FRUITFUL ONLY WHEN THEORY IS
COMBINED WITH PRACTICE. THEREFORE ON THE JOB METHODS CAN BE BALANCED
WITH CLASSROOM TRAINING METHODS (OFF-THE-JOB METHODS).

6. ON-THE-JOB TRAINING (OJT) METHODS
• THIS IS THE MOST COMMON METHOD OF TRAINING IN WHICH A TRAINEE IS
PLACED ON A SPECIFIC JOB AND TAUGHT THE SKILLS AND KNOWLEDGE
NECESSARY TO PERFORM IT.
• THE ADVANTAGES OF OJT ARE AS FOLLOWS:
• ON THE JOB METHOD IS A FLEXIBLE METHOD.
• IT IS A LESS EXPENSIVE METHOD.
• THE TRAINEE IS HIGHLY MOTIVATED AND ENCOURAGED TO LEARN.
• MUCH ARRANGEMENT FOR THE TRAINING IS NOT REQUIRED.

7. METHODS OF ON THE JOB TRAINING
ON-THE-JOB TRAINING METHODS ARE AS FOLLOWS:
1. JOB ROTATION:
THIS TRAINING METHOD INVOLVES MOVEMENT OF TRAINEE FROM ONE JOB TO
ANOTHER GAIN KNOWLEDGE AND EXPERIENCE FROM DIFFERENT JOB ASSIGNMENTS.
THIS METHOD HELPS THE TRAINEE UNDERSTAND THE PROBLEMS OF OTHER
EMPLOYEES.
2. COACHING:
UNDER THIS METHOD, THE TRAINEE IS PLACED UNDER A PARTICULAR SUPERVISOR
WHO FUNCTIONS AS A COACH IN TRAINING AND PROVIDES FEEDBACK TO THE
TRAINEE. SOMETIMES THE TRAINEE MAY NOT GET AN OPPORTUNITY TO EXPRESS HIS
IDEAS.

8. • 3. JOB INSTRUCTIONS:
• ALSO KNOWN AS STEP-BY-STEP TRAINING IN WHICH THE TRAINER EXPLAINS THE
WAY OF DOING THE JOBS TO THE TRAINEE AND IN CASE OF MISTAKES,
CORRECTS THE TRAINEE.
• 4. COMMITTEE ASSIGNMENTS:
• A GROUP OF TRAINEES ARE ASKED TO SOLVE A GIVEN ORGANIZATIONAL
PROBLEM BY DISCUSSING THE PROBLEM. THIS HELPS TO IMPROVE TEAM WORK.
• 5. INTERNSHIP TRAINING:
• UNDER THIS METHOD, INSTRUCTIONS THROUGH THEORETICAL AND PRACTICAL
ASPECTS ARE PROVIDED TO THE TRAINEES. USUALLY, STUDENTS FROM THE
ENGINEERING AND COMMERCE COLLEGES RECEIVE THIS TYPE OF TRAINING FOR
A SMALL STIPEND.

9. OFF-THE-JOB METHODS:
• ON THE JOB TRAINING METHODS HAVE THEIR OWN LIMITATIONS, AND IN ORDER
TO HAVE THE OVERALL DEVELOPMENT OF EMPLOYEE’S OFF-THE-JOB TRAINING
CAN ALSO BE IMPARTED. THE METHODS OF TRAINING WHICH ARE ADOPTED FOR
THE DEVELOPMENT OF EMPLOYEES AWAY FROM THE FIELD OF THE JOB ARE
KNOWN AS OFF-THE-JOB METHODS.

10. METHODS OF OFF THE JOB TRAINING
• THE FOLLOWING ARE SOME OF THE OFF-THE-JOB TECHNIQUES:
1.CASE STUDY METHOD:
USUALLY CASE STUDY DEALS WITH ANY PROBLEM CONFRONTED BY A BUSINESS WHICH CAN BE
SOLVED BY AN EMPLOYEE. THE TRAINEE IS GIVEN AN OPPORTUNITY TO ANALYSE THE CASE AND
COME OUT WITH ALL POSSIBLE SOLUTIONS. THIS METHOD CAN ENHANCE ANALYTIC AND CRITICAL
THINKING OF AN EMPLOYEE.
2.ROLE PLAY:
IN THIS CASE ALSO A PROBLEM SITUATION IS SIMULATED ASKING THE EMPLOYEE TO ASSUME THE
ROLE OF A PARTICULAR PERSON IN THE SITUATION. THE PARTICIPANT INTERACTS WITH OTHER
PARTICIPANTS ASSUMING DIFFERENT ROLES. THE WHOLE PLAY WILL BE RECORDED AND TRAINEE
GETS AN OPPORTUNITY TO EXAMINE THEIR OWN PERFORMANCE.
3. IN-BASKET METHOD:
THE EMPLOYEES ARE GIVEN INFORMATION ABOUT AN IMAGINARY COMPANY, ITS ACTIVITIES AND
PRODUCTS, HR EMPLOYED AND ALL DATA RELATED TO THE FIRM. THE TRAINEE (EMPLOYEE UNDER
TRAINING) HAS TO MAKE NOTES, DELEGATE TASKS AND PREPARE SCHEDULES WITHIN A SPECIFIED
TIME. THIS CAN DEVELOP SITUATIONAL JUDGMENTS AND QUICK DECISION MAKING SKILLS OF
EMPLOYEES.

11. 4.LECTURES:
• THIS WILL BE A SUITABLE METHOD WHEN THE NUMBERS OF TRAINEES ARE QUITE
LARGE. LECTURES CAN BE VERY MUCH HELPFUL IN EXPLAINING THE CONCEPTS
AND PRINCIPLES VERY CLEARLY, AND FACE TO FACE INTERACTION IS VERY
MUCH POSSIBLE.
5.CONFERENCES:
• A MEETING OF SEVERAL PEOPLE TO DISCUSS ANY SUBJECT IS CALLED
CONFERENCE. EACH PARTICIPANT CONTRIBUTES BY ANALYZING AND
DISCUSSING VARIOUS ISSUES RELATED TO THE TOPIC. EVERYONE CAN EXPRESS
THEIR OWN VIEW POINT.

12. CAREER PLANNING
• DEFINITIONS:
1. A CAREER MAY BE DEFINED AS ‘ A SEQUENCE OF JOBS THAT CONSTITUTE WHAT A PERSON
DOES FOR A LIVING’.
2. ACCORDING TO SCHERMERBORN, HUNT, AND OSBORN, ‘CAREER PLANNING IS A PROCESS OF
SYSTEMATICALLY MATCHING CAREER GOALS AND INDIVIDUAL CAPABILITIES WITH
OPPORTUNITIES FOR THEIR FULFILLMENT’.
3. CAREER PLANNING IS THE PROCESS OF ENHANCING AN EMPLOYEE’S FUTURE VALUE.
4. A CAREER PLAN IS AN INDIVIDUAL’S CHOICE OF OCCUPATION, ORGANIZATION AND CAREER
PATH.
CAREER PLANNING ENCOURAGES INDIVIDUALS TO EXPLORE AND GATHER INFORMATION, WHICH
ENABLES THEM TO SYNTHESIZE, GAIN COMPETENCIES, MAKE DECISIONS, SET GOALS AND TAKE
ACTION. IT IS A CRUCIAL PHASE OF HUMAN RESOURCE DEVELOPMENT THAT HELPS THE
EMPLOYEES IN MAKING STRATEGY FOR WORK-LIFE BALANCE.

13. PROMOTION & DEMOTION
• MEANING OF PROMOTION
• IN SIMPLER TERMS, PROMOTION REFERS TO UPWARD MOVEMENT IN PRESENT JOB LEADING TO
GREATER RESPONSIBILITIES, HIGHER STATUS AND BETTER SALARY. PROMOTION MAY BE
TEMPORARY OR PERMANENT DEPENDING UPON THE ORGANIZATIONAL REQUIREMENT.
• ACCORDING TO CLOTHIER AND SPRIEGEL,“PROMOTION IS THE TRANSFER OF AN EMPLOYEE TO
A JOB WHICH PAYS MORE MONEY OR ONE THAT CARRIES SOME PREFERRED STATUS.”
• MEANING OF DEMOTION:
• DEMOTION IS JUST OPPOSITE TO PROMOTION. IN DEMOTION, THE EMPLOYEE IS SHIFTED TO A
JOB LOWER IN STATUS, GRADE AND RESPONSIBILITIES. “DEMOTION REFERS TO THE LOWERING
DOWN OF THE STATUS, SALARY AND RESPONSIBILITIES OF AN EMPLOYEE.”
• IN THE WORDS OF DALE YODER, “DEMOTION IS A SHIFT TO A POSITION IN WHICH
RESPONSIBILITIES ARE DECREASED. PROMOTION IS, IN A SENSE, AN INCREASE IN RANK AND
DEMOTION IS DECREASE IN RANK.”

14. TRANSFER
• DEFINITION:
• A TRANSFER REFERS TO LATERAL MOVEMENT OF EMPLOYEES WITHIN THE SAME
GRADE, FROM ONE JOB TO ANOTHER. ACCORDING TO FLIPPO “A TRANSFER IS A
CHANGE IN THE JOB (ACCOMPANIED BY A CHANGE IN THE PLACE OF THE JOB)
OF AN EMPLOYEE WITHOUT A CHANGE IN RESPONSIBILITIES OR REMUNERATION”.
• TRANSFER DIFFERS FROM PROMOTION IN THE SENSE THAT THE LATTER
INVOLVES A CHANGE OF JOB INVOLVING INCREASE IN SALARY, AUTHORITY,
STATUS AND RESPONSIBILITY, WHILE ALL THESE REMAIN UNCHANGED
/STAGNANT IN THE CASE OF FORMER. ALSO, TRANSFERS ARE FREQUENT AND
REGULAR WHEREAS PROMOTIONS ARE INFREQUENT, IF NOT IRREGULAR.

15. SEPARATION
• ACCORDING TO YODER, “SEPARATION IS A NEGATIVE RECRUITMENT. IT MAY BE IN THE FORM
OF RESIGNATION, DISMISSAL OR DISCHARGE, SUSPENSION, RETRENCHMENT OR LAY-OFF.”
• SEPARATION ARISES DUE TO RESIGNATION; LAY OFF, DISMISSAL AND RETIREMENT.
• TYPES OF SEPARATION:
I) RESIGNATION: WHEN THE EMPLOYEE HIMSELF INITIATES THE SEPARATION THEN IT IS TERMED
AS SEPARATION. THERE ARE SOME RESIGNATION WHICH ARE AVOIDABLE AND OTHERS WHICH
ARE UNAVOIDABLE. IT IS THE RESPONSIBILITY OF THE MANAGEMENT TO LOOK OUT THE REAL
REASON OF THE RESIGNATION. IN SUCH A CASES THE EXIT INTERVIEW IS BETTER TO CONDUCT
TO FIND OUT THE REASON OF RESIGNATION.
II) LAY OFF: LAY OFF IS GENERALLY DONE TO REDUCE THE FINANCIAL BURDEN OF THE
ORGANIZATION BY TEMPORARY REMOVING THE SURPLUS EMPLOYEES. THIS IS DONE DUE TO
INABILITY OF THE EMPLOYEE TO RECRUIT THEM DUE TO SHORTAGE OF SUFFICIENT RESOURCES.
LAY OFF RESULTS IN A GREAT LOSS TO THE ORGANIZATION AS THEY HAD TO SUFFER ALL THE
EXPENSES OF SELECTION, PLACEMENT AND TRAINING.

16. • III) DISMISSAL: DISMISSAL OR DISCHARGE MEANS SEPARATING THE EMPLOYEE FROM THE
PAYROLL DUE TO UNSATISFACTORY PERFORMANCE WHERE THE EMPLOYEE FAILS TO PERFORM
HIS DUTIES WELL AND HE IS NOT PROPERLY SKILLED TO PERFORM HIS JOB OR DUE TO
VIOLATION OF ORGANIZATIONAL RULES IT MEANS INDISCIPLINE, DISHONESTY. WHAT EVER IS
THE CAUSE OF DISMISSAL BUT IT SHOULD BE DONE AT THE LAST STAGE.
• IV) RETIREMENT: NUMBER OF SEPARATION IN THE ORGANIZATION HAPPEN DUE TO
RETIREMENT. THERE MUST BE CLEAR RULES OF RETIREMENT THERE MAY BE COMPULSORY
RETIREMENT WHERE AN EMPLOYEE HAS TO RETIRE AFTER ATTAINING A PARTICULAR AGE.
FORCED RETIREMENT MEANS WHEN A PERSON IS FOUND GUILTY IN THE COURT OF LAW OR
BREAKS ANY SERVICE AGREEMENT THEN HAS TO RETIRE FORCIBLY IRRESPECTIVE OF HIS AGE.
PREMATURE RETIREMENT MEANS THAT THE EMPLOYEE BECOMES DISABLE TO PERFORM THE
JOB IN THAT CASE HE MAY BE GIVEN THE OPTION TO TAKE RETIREMENT BEFORE HIS
RETIREMENT AGE.

17. PERFORMANCE APPRAISAL
 MEANING AND DEFINITION
 According to Mondy et al.,” Performance appraisal is a
system of review and evaluation of an individual’s
performance.”
 According of Gomej-Mejja et al,” Performance appraisal
involves the identification, measurement and
management of human performance in organization.
 Systematic, general and periodic process that assesses
an individual employee's job performance and
productivity in relation to certain pre-established criteria
and organizational objectives.
 Generally represents how successfully an individual

18.  FEATURES
EVALUATING PROCESS
ORGANIZED PROCESS
PERIODIC PROCESS
FUTURISTIC
DEVELOPS EMPLOYEES
IDENTIFIERS EMPLOYEE’S POTENTIALS
MAY BE FORMAL OR INFORMAL

19.  OBJECTIVES
 TO PROVIDE EMPLOYEES FEEDBACK ON THEIR
PERFORMANCE.
 IDENTIFY EMPLOYEE TRAINING NEEDS.
 DOCUMENT CRITERIA USED TO ALLOCATE
ORGANIZATIONAL REWARDS.
 A BASIS FOR DECISIONS RELATING TO SALARY
INCREASES, PROMOTIONS, DISCIPLINARY ACTIONS,
BONUSES, ETC.
 PROVIDE THE OPPORTUNITY FOR
ORGANIZATIONAL DIAGNOSIS AND
DEVELOPMENT.
FACILITATE COMMUNICATION BETWEEN EMPLOYEE

21.  TYPES / TECHNIQUES
TRADITIONAL TECHNIUES MODERN TECHNIQUES
1) Graphic rating
scales
2) Straight ranking
method
3) Paired comparison
method
4) Critical incident
method
5) Group appraisal
method
6) Checklist method
7) Forced choice
1) Behaviorally
anchored rating
scales
2) Management by
objectives
3) Psychological
appraisals
4) Human resource
accounting
5) 360- degree
performance
appraisal

22. Bias of Appraiser
Ambiguity in Standards
Insufficient Evidence
Several Qualities Remain Without
Appraisal
Leniency or Strictness Tenancy
Average Rating Problem
Influence of Man’s Job
Similarity Error.
 LIMITATIONS

23. JOB EVALUATION
 MEANING AND DEFINITION
According to Kimbal and Kimbal, ” Job
evaluation represents an effort to determine
the relative value of every job in a plan and to
determine what the fair wage for such a job
should be.”
Job Evaluation measures the worth of each job
in terms of money.
Specifically it means job rating or the grading
of occupations in terms of duties; generally,
means the entire field of wage and salary
administration along modern lines.

24.  FEATURES
 Rate the Job and Not Man
 Elements of Job should be Definite
 Uniformity in Understanding
 Explained to the Employees
 Participation of the Foremen
 Co-operation from Employees
 Talk only in Point Values
 Avoid too many Occupational Wages
 OBJECTIVES
 Elimination of Evaluation
 Solving Wage Controversies
 Elimination of Personal Prejudices
 Facility for Comparison and Survey
 Definite Plan for Wage Administration
 Standardization
 Simplification of Wage Structure

25.  PROCESS

27. LIMITATIONS
 Unrealistic
 Organisational Limitations
 Not a scientific technique
 Problem of adjustment
 Opposition by workers
 Subjective
 Limitations of evaluator
 Nature of job