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Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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CHAPTER OBJECTIVES
1. 2. 3. 4.
Define training and development and learning organizations. Describe the training and development process. Identify the factors that influence training and development. Explain the training and development needs and objectives.
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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6.
7.
8.
Identify the various training and development methods. Define orientation and identify the purposes and stages of orientation. Identify major challenges of implementing training and development programs. Identify the methods by which training and development programs are evaluated.
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Training and Development: Definition and Scope The Training and Development Process Factors Influencing Training and Development Determining Training and Development Needs
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Establishing Training and Objectives Training and Development Methods Orientation Implementing Training and Development Programs Evaluating Training and Development
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Training Permits Learners to Acquire Knowledge and Skills Needed for Their Present Jobs Development Looks Beyond the Needs of the Current Job Learning Organizations Recognize the Importance of Continuous Performancerelated Human Resource Development and Take Appropriate Actions
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Skill Requirements Will Continue to Increase Workforce Will Become Significantly Better Educated & More Diverse Corporate Restructuring Reshapes Businesses Training Departments Will Shrink Technology Will Revolutionize Certain Training Delivery Methods
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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The Role of Training Departments Will Change More Flexible Courses Aimed Specifically at Performance Improvement Integrated High-performance Work Systems Will Proliferate More Firms Will Strive to Become Learning Organizations Emphasis on Human Performance Management Will Accelerate
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Figure 8-3
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Purposes of HRD
Improved Productivity at All Organizational Levels
Technological Advances
Organizational Complexity Behavioural Science Knowledge Learning Principles Performance of Other Human Resource Functions
Prevention of Obsolescence
Preparation for Higher Level Tasks
Figure 8-4
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Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Desired End Results Must be Defined In T&D, Clear & Concise Objectives Must be Formulated
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Coaching Mentoring Business Games Case Study Conference Method Videotapes In-Basket Training
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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T & D Methods (2 of 3)
Internships Role Playing Job Rotation Programmed Instruction Computer-Based Training Cyberlearning Virtual Reality
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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T&D Methods (3 of 3)
Distance Learning and Videoconferencing Classroom Lecture On-the-job Training Apprenticeship Training Simulators Vestibule Training
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Orientation
The Guided Adjustment of New Employees, to the Company, the Job, and the Work Group The Most Widespread Form of Training in Canada Often the Responsibility of Training Staff and the Line Supervisor
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Purposes of Orientation
Employment Situation Company Policies & Rules Compensation & Benefits Corporate Culture Team Membership Employee Development Dealing With Change Socialization
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Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
1.
2.
3.
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Participants must believe the program will help them A new program must be monitored carefully and adjusted if necessary Records should be maintained Training is likely to be carried out by both inhouse staff and outside suppliers
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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Participants Opinions Extent of Learning Behavioural Change Accomplishments of Training and Development Return on Investment (ROI) Benchmarking
Human Resource Management, 2/C/E, Mondy, Noe, Premeaux, Knowles 2001 Pearson Education Canada, Inc. All rights reserved.
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