The document discusses training and induction in organizations. It covers: 1. Definitions of training, education, and development. Training aims to improve current job performance while education prepares for future jobs. 2. Partners in training - managers, training departments, employees, government agencies. Government provides assistance through training institutes and funds. 3. Benefits of training include attracting and retaining workers, increasing productivity and satisfaction. Lack of training can increase costs. 4. A systematic approach to training includes identifying needs, setting objectives, designing programs, implementation, and evaluation.

1. CHAPTER 4:
TRAINING
AND
INDUCTION

2. TRAINING
The definition & purpose of training
The partners in training
State efforts to assist training
Benefit of training
Systematic approach to training

3. WHAT IS TRAINING?
• Activities designed to provide learners with the knowledge
and skill needed for their present jobs.
• Is the organizational activity which aims to improve an
employee’s current performance.
EDUCATION – consists of activities designed to prepare
employees for future jobs.
DEVELOPMENT – those learning activities designed to help
the individual employee grow but which are not confined to a
particular job.

4. Purpose of training programmes

5. PARTNERS IN TRAINING
• Training is a shared task.
• HRD must be constant discussion and liaison
with the line managers who know the needs of
their department and can identify the type of
programmes beneficial to their workers. If no
HRD, every manager is responsible for his
subordinates training.
• In very large organizational (TNB, TN Bhd.,
MAS Bhd.),special training departments are
established with a full staff and with their own
building.

6. PARTNERS IN TRAINING
Figure 3.1: Partners in training
pembekal latihan

7. PARTNERS IN TRAINING
Heads of Department
• Decide the policies & types of training.
• Participant (who suppose go to training).
Training Department / HRD
• ensuring the required training program
implemented properly, efficiently and achieve
its objectives.
• ensuring systematic training system.
• work with all departments (internal/external) to
ensure the design and implementation of
employees training program are effective,
systematic and achieve organizational goals.

8. PARTNERS IN TRAINING
Employers
• responsible for ensuring that all requirements
training program are met.
• help solve all the problems that exist.
• involved in the planning, implementation,
enforcement, monitoring and improvement.
• in cooperation with all departments
(internal/external)

9. PARTNERS IN TRAINING
Government
• Encourages employers to train and re-train
employee & provide assistance for this
purpose with government policy.
• Education – future workers/employees.
• The Manpower Department of the Ministry of
Human Resources run Industrial Training
Institutes which provide courses in skills.

10. PARTNERS IN TRAINING
PENGENALAN
INSTITUSI LATIHAN JABATAN TENAGA MANUSIA (ILJTM) ditubuhkan bertujuan menyediakan dan
melaksanakan program latihan kemahiran pra-pekerjaan bagi memenuhi keperluan sektor perindustrian
negara. ILJTM terdiri daripada 22 buah Institut Latihan Perindustrian (ILP), 8 buah Pusat Latihan
Teknologi Tinggi (ADTEC) dan sebuah Institut Teknikal Jepun-Malaysia (JMTI). ILP menawarkan program
peringkat Sijil & Sijil Lanjutan serta Diploma, sementara ADTEC dan JMTI menawarkan program
peringkat Diploma dan Diploma Lanjutan. Objektif utama ILJTM adalah untuk melahirkan tenaga
manusia yang optimum melalui program latihan kemahiran perindustrian.
PENGAMBILAN PELAJAR
Pengambilan ke ILJTM dibuat dua (2) kali setahun iaitu pada bulan Januari dan bulan Julai setiap tahun.
Iklan akan dikeluarkan pada bulan Mac dan September. Cara-cara memohon adalah secara Aplikasi Atas
Talian (online) di Laman Web JTM (www.jtm.gov.my) bagi sesi kemasukan Januari dan di Laman Web
UPU, Jabatan Pengajian Tinggi (http://upu.mohe.gov.my) bagi sesi kemasukan Januari atau Julai. Bagi
permohonan melalui Laman Web UPU, pemohon dikehendaki membeli nombor unik ID di Bank
Simpanan Nasional (BSN) dengan harga RM15.64 melalui kaunter BSN, ATM atau SMS Banking.
FASILITI
JTM menyediakan pelbagai kemudahan di setiap Institusi latihannya; seperti kemudahan asrama,
makanan, dewan kuliah, makmal, bengkel latihan, kemudahan sukan & riadah, kantin, makmal komputer,
perpustakaan dan sebagainya.
BAYARAN
Yuran Pengajian:
Diploma & Diploma Lanjutan: RM3,000.00 setahun. (Pinjaman Perbadanan Tabung Pembangunan
Kemahiran (PTPK) boleh dipohon bagi yang layak)
Sijil & Sijil Lanjutan: Percuma, kecuali pelajar tajaan.

11. PARTNERS IN TRAINING
Government
• Human Resources Development Fund Act
introduced in 1993 – enforced by
Pembangunan Sumber Manusia Bhd. (PSMB).
Employers withwin the scope of the Act are
required to pay a levy of 1% of the total
company payroll into a Fund on a monthly
basis.
• Once a minimum amount has accumulated,
employer can claim reimbursement for fund
spent on training (average claim 80%) or cost
of facilities @ equipment (building/room etc)
training.
Akta Sumber Dana Pembangunan Manusia
dikehendaki membayar levi sebanyak 1% daripada jumlah gaji syarikat itu ke dalam Kumpulan Wang yang pada setiap bulan
levy = the sum of money payable to the authorities as tax
pembayaran balik

12. SMEs – small & medium sized enterprises
problem send their employee for training
because no one to take over the task & do
not have suitable o site training facilities. Big
company fear employee will leave once they
improved their skill/knowledge (solution –
make an agreement)
Also help disseminate information to employers about the
training courses available
menyebarkan

13. THE BENEFITS OF TRAINING
Attracting and help to retain
talented workers
Increase workers’
productivity
Increase workers’ job
satisfaction
Updating skills and
knowledge
Motivating workers
image
Save Costthe relationship of
employer and
employee

14. Costs might
incurred if
employees
are not well
trained
Payment of
learning will
take longer
Costs of
wasted
materials,
sales and
customers
lost
Management
time cost taken
to undo the
mistakes
Lowered
morale – lead
to high
turnover
Accident-
medical,
conpensation,
penalties etc.
recruitment,
selection &
induction
costs
Systematic
training will
provide value for
money.

15. 3.1.3 SYSTEMATIC APPROACH TO TRAINING
•Who needs
training?
•What are the
things that are
lack?
Identify Training
Needs
•Terminal
Behavior
•Standards to be
achieved
•Conditions of
performance
Set Training
Objectives
•Training venue –
on the job or off
the job
•Training
methods
•Training
facilitator
Design the
Training
Programme
•Preparing a
standard
checklist of
items
Implement the
Training Programme
•Trainees’
responses
•Trainee
Learning
•Application of
new skills and
knowledge
•Assessing the
results
Evaluate the Training
Programme

16. 1. Identify training needs and the objectives.
2. Identify priorities and suitability the courses.
3. Identify competent organization / individual
course presenter.
4. Identify participants.
5. Evaluation results of the course (participants and
speakers)
6. Recognition employer and competent bodies.
7. Database of participants and the informations of
course.
8. “Refreshment of Training”

17. INDUCTION
THE PURPOSE
THE CONTENT
SCHEDULING AND DURATION
EFFECTIVENESS
POTENTIAL PROBLEMS

19. THE PURPOSE of INDUCTION

20. • It’s the process by which the new recruit is
familiarized with the working environment.
• The purpose of induction to make sure
new employee can adopted the
environment and reduce their anxious ,
fear, worries, nervous or unexpected
situation and other negatives
feeling/emotion. On the same time to
build up the positives emotion, thinking &
attitute.

21. (1) Organization – history, structure, product,
policies & rules
(2) Department – organization structure,
manager/supervisor, trainer, co-workers, job
duties, job location, relationship to other
jobs, job rules
(3) Wages, rest breaks, holidays, benefit
(3) Tour in organization

22. ketidakpuasan hati

23. • Duration : not too long with related
information. Concentration in receive
information, affectively 1-1½ hours, so the
programme can split into certains
modules and offered / spread by session,
example : over two week period. Example
: HSBC provides a 30 month training
programme for management trainees.

24. 1) overload / unrelated information
2) pack schedule
3) unattractive
4) unrelated group of employee
5) the programme not give a real
situation and scope of duties
(unexpection)

25. 1) Maklumat yang berkaitan, tepat, jelas dan
sesuai (tak pack)
2) Tempoh masa yang sesuai
3) Pelbagai aktiviti
4) Dalam kumpulan yang sama
5) Pendedahan persekitaran yang positif
6) Memberi gambaran sebenar organisasi dari
aspek peraturan, proses kerja dan sebagainya.
7) Program yang dapat meningkatkan keyakinan
diri pekerja baru

29. 3.1.4 EXAMPLE OF LEARNING PRINCIPLES
• The learner must want to learn
• Active or passive learning?
• Feedback or knowledge of results
• Learning is faster in teams
• Learning must be fun

30. 3.1.5 THE ROLE OF COMPUTERS IN
TRAINING
• E-learning allows
learners to learn at the
speed which suits them
best.
• E-learning allows for
savings on logistics
costs.
• E-learning allows
employees to learn at
times which suits them
best.

31. 3.2 EMPLOYEE PERFORMANCE
3.2.1 What is
Performance Management
System?
3.2.2 Relationship
between HR systems and
Performance Management.
3.2.3 The components of
Performance Management
System
3.2.4 The objectives of
Performance Management
System
3.2.5 Skills needed for
effective Performance
System

32. 3.2.1 WHAT IS PERFORMANCE
MANAGEMENT SYSTEM?
An employee performance
management system consisting of
all organizational processes that
determine how well employees,
teams, and ultimately, the
organization perform.

34. PERFORMANCE MANAGEMENT
SYSTEM (CON’T)
Factors influencing
individual employee’s
performance
Knowledge
and skills
Motivation
Work
environment

35. 3.2.2 RELATIONSHIP BETWEEN HR
SYSTEMS AND PERFORMANCE
MANAGEMENT
Recruitment of
workers
Training
Compensation
and reward
systems
Managing the
performance of
individual
employees

36. 3.2.3 THE COMPONENTS OF
PERFORMANCE MANAGEMENT
SYSTEM
• Setting the objectives for all levels
1) Organizational plans
• Accompanied by appropriate forms of monitoring
2) Implementation of the work
3) Appraisal of the work
4) Follow up action taken

37. 3.2.4 THE OBJECTIVES OF
PERFORMANCE
MANAGEMENT SYSTEM
• If employees are to perform
well, they must:
• KNOW WHAT they are
supposed to do and;
• KNOW HOW to do the
work
• The objectives must be:
• Capable of achievement by
the employee
• Measurable
• Accepted by the employee
• Time – bound
• The objectives may relate to:
• Quantity of output
• Quality of output
• Behavior of employee
• Development of employee

38. 3.2.5 SKILLS NEEDED FOR
EFFECTIVE PERFORMANCE
SYSTEM
Coaching
Observation of
performance
Counselling

39. 3.3 PERFORMANCE APPRAISAL
3.3.1 What is
Performance Appraisal?
3.3.2 Benefits and
effectiveness of
performance appraisal
3.3.3 Potential bias of
appraisal
3.3.4 Who’s going to
give input into an
appraisal?
3.3.5 Appraisal
methods
3.3.6 Dismissal of poor
performance

40. 3.3.1 WHAT IS PERFORMANCE
APPRAISAL?
A formal system of review and
evaluation of individual or team
task performance

41. 3.3.2 BENEFITS AND
EFFECTIVENESS OF
PERFORMANCE APPRAISAL

42. 3.3.3 POTENTIAL BIAS OF APPRAISAL
• Lack of objectivity
• Halo effect
• Central tendency
• Prejudice and stereotyping
• Fatigue

43. 3.3.4 WHO’S GOING TO GIVE INPUT
INTO AN APPRAISAL?

44. 3.3.5 APPRAISAL METHODS
• The 360 – Degree Feedback Evaluation
• Rating scales
• Critical incidents
• Work standards
• Ranking
• Forced distribution
• Behaviorally anchored rating scales
• Essay techniques
• Results – based systems

46. 3.3.6 DISMISSAL OF POOR
PERFORMANCE

47. THE END
Q & A SESSION

48. RECAPITULATE
1. What is training?
2. Define ASK Model.
3. What are the benefits of training?
4. What are the steps that exist in training process?
5. Define performance appraisal and identify the uses of
performance appraisal.
6. Identify the various performance appraisal methods used.
7. What are the various problems associated with
performance appraisal?
8. What are the characteristics of an effective appraisal
system?