Documente Academic
Documente Profesional
Documente Cultură
81
82
Purpose of Orientation
83
Personnel Policies
Employee Orientation
Daily Routine
Facilities Tour
84
85
Performance Management
Taking an integrated, goal-oriented approach to
86
Needs analysis
2
3 4 5
87
88
to trainees.
5. Use as many visual aids as possible.
89
the job.
5. Provide heads-up, preparatory information that lets
810
811
Task Analysis:
Assessing New Employees Training Needs
Performance Analysis:
Assessing Current Employees Training Needs
812
Note: Task analysis record form showing some of the tasks and subtasks performed by a printing press operator. 813
Performance Appraisals
Individual Diaries
Attitude Surveys
Observations
Tests
Interviews
814
Training Methods
On-the-Job Training Informal Learning Job Instruction Training
Lectures Programmed Learning Audiovisual Training Simulated Training Computer-Based Training (CBT) Electronic Performance Support Systems (EPSS) Distance and Internet-Based Training
815
Special assignments
Advantages
Inexpensive Learn by doing Immediate feedback
816
On-the-Job Training
Steps to Help Ensure OJT Success
1
2
3
Do a Tryout
Follow Up
817
FIGURE 82
According to the U.S. Department of Labor apprenticeship database, the occupations listed below had the highest numbers of apprentices in 2001. These findings are approximate because the database includes only about 70% of registered apprenticeship programsand none of the unregistered ones. Boilermaker Bricklayer (construction) Carpenter Construction craft laborer Cook (any industry) Cook (hotel and restaurant) Correction officer Electrician Electrician (aircraft) Electrician (maintenance) Electronics mechanic Firefighter Machinist Maintenance mechanic (any industry) Millwright Operating engineer Painter (construction) Pipefitter (construction) Plumber Power plant operator Roofer Sheet-metal worker Structural-steel worker Telecommunications technician Tool and die maker
* Listed alphabetically
Source: Olivia Crosby, Apprenticeships, Occupational Outlook Quarterly, 46, no. 2 (Summer 2002), p. 5. 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 818
Advantages
Reduced training time Self-paced learning
Immediate feedback
Reduced risk of error for learner
820
TABLE 82
Computer-based programmed instruction Computer-based training Computer-managed instruction Intelligent computer-assisted instruction Intelligent tutoring systems Computer simulation
821
Types of CBT
Interactive multimedia training Virtual reality training
822
Teletraining
Videoconferencing Distance Learning Methods Internet-Based Training E-Learning and Learning Portals
823
Management Development
824
Succession Planning
Steps in the Succession Planning Process
1
2
3
825
Job Rotation
Action Learning
826
Outside Seminars
University-Related Programs
827
What to Change
Strategy
Culture
Structure
Technologies
Employees
828
829
Unfreezing
2 3
Moving
Refreezing
830
Moving Phase
Create a guiding coalition. Develop and communicate a shared vision.
Refreezing Phase
Reinforce new ways of doing things.
Monitor and assess progress.
831
Usually involves action research. Applies behavioral science knowledge. Changes the organization in a particular direction.
2
3
832
TABLE 83
Examples of OD Interventions
HRM Applications
Goal setting Performance appraisal Reward systems Career planning and development Managing workforce diversity Employee wellness
Technostructural Interventions
Formal structural change
Strategic OD Applications
Integrated strategic management
Culture change
Strategic change Self-designing organizations
833
834
835
836
Source: www.opm.gov/employment_and_benefits/worklife/. 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved. 837