This document discusses training and development in human resource management. It defines training and its importance, outlines the training and development process, and describes different training methods. These include on-the-job training techniques like job rotation and coaching. Off-the-job methods like case studies and role playing are also discussed. The document also covers performance management, management development, organizational development, and measuring the effects of training programs.

1. TRAINING AND
DEVELOPMENT
Course: MBA SEM 2
Subject: Human Resource Management
Unit 3

2. MEANING & DEFINITION
• Training is a process of learning a sequence
of programmed behavior.
• It is the application of knowledge & gives
people an awareness of rules & procedures
to guide their behavior.
• It helps in bringing about positive change in
the knowledge, skills & attitudes of
employees.

3. Training
It is the process of teaching new employees about
the basic skills that they need to use to perform
their jobs.
Performance Management
It is to take an integrated, goal oriented approach
to assign, train, assess and reward employees’
performance.

4. TRAINING AND DEVELOPMENT
PROCESS
• Need analysisNeed analysis – To identify job performance skills
needed and performance objectives.
• Instructional designInstructional design – For on-the-job training and
computer-assisted learning.
• Validation stepValidation step – The bugs are worked out of
training program by presenting it to small
audience.
• To implementTo implement – By actually training the employee
• Evaluation stepEvaluation step – Management assesses the
program’s success or failure.

5. IMPORTANCE OF T&D
 Improves Morale of Employees
 Less Supervision
 Fewer Accidents
 Chances of Promotion
 Increased Productivity

6. TRAINING METHODS

7. MANAGEMENT
DEVELOPMENT
•It is an attempt to improve current or
future management performance by
imparting knowledge, changing attitudes
or increasing skills.

8. MANAGEMENT
DEVELOPMENT PROCESS
• Assessing company’s strategic needs
• Appraising manager’s current performance
• Developing the managers

9. MANAGERIAL ON-THE-JOB
TRAINING
• Job rotation – It is the management training
technique that involves moving a trainee from
department to department to broaden his or her
experience and identify strong and weak points.
• Coaching/Understudy approach – Here the trainee
works with the senior management who is
responsible for the trainee’s coaching.
• Action learning – It is the training technique by
which management trainees are allowed to work
full-time analyzing and solving problems in other
departments.

10. OFF-THE-JOB MANAGEMENT
TRAINING
Case study method – It is the development method in
which the manager is presented with a written
description of an organizational problem to diagnose
and solve it.
Management games – It is the development technique in
which teams of managers compete by making
computerized decisions regarding realistic but
simulated situations.
Role playing – It is a training technique in which trainees
act out parts in a realistic management situations.
Behavior modeling – It is the technique in which trainees
are first shown good management techniques in a film
and asked about to play roles in a simulated situations
and the given feedback and praise by their supervisor.

11. OVERCOMING RESISTANCE TO
CHANGE : LEWIN’S CHANGE
PROCESS
Unfreezing – It means reducing the forces that
are striving to maintain the status quo by
representing a problem.
Moving – It means developing new behaviors,
attitudes and structural change.
Refreezing – It means instituting new system
and procedure to support and maintain
changes.

12. ORGANIZATIONAL
DEVELOPMENT
 It is a special approach to organizational change
in which employees themselves formulate and
implement the change that is required

13. CHARACTERISTICS OF
ORGANIZATIONAL DEVELOPMENT
 It involves action research which means collecting
data about a group and giving feedback to
employees so that they can analyze it.
 It applies behavioral science knowledge to
improve organizational effectiveness.
 It changes the organization in a particular direction
towards improved problem solving, quality of work
and effectiveness.

14. CONTROLLED
EXPERIMENTATION
 It is the formal method for testing the effectiveness
of a training program preferably with before and
after tests and control group.

15. TRAINING EFFECTS TO MEASURE
• Reaction – Evaluate trainees’ reaction to the
program.
• Learning – Test the trainees to determine whether
they learned d the principles, skills and facts that
they were supposed to learn.
• Behavior – Ask whether the trainees’ on-the-job
behavior change because of the training program.
• Results – To know whether thee final results were
achieved in the terms of the training objectives.

16. Bibliography
http://www.whatishumanresource.com
http://www.mbaofficial.com
Human Resource and Personnel
Management- K. Aswathappa, Tata
McGraw Hill