All employee periodically need to update their current skills or learn new skills. Orienting new employees and training all employees and training all employees are major responsisilitites of the human resource function. To be effective, figure 8. 1 Relations among Human Resoure Functions Necessary for Efficetive Performance. Job analysis, job description, job specification, Human resource planning, Recruit mane, selection new employees, Current employees, Orientation, and Training. ORIENTATION Orientation: the introduction of new employees to the orgainization, work unit, and job.
Shaper Responsibility: human resource department and the new employees’ immediate manager normally share responsibility for orientation, initiating and coordination both levees of orientation, training line managers ruin procedure for conducting the departmental and job orientation, conducting the general company orientation, with the new employees. “Buddy system” in which one of the new employee’s coworkers conducts the job orientation. Buddy system is to work successfully, the employees chosen for the role must be carefully selected and properly trained for such orientation responsibilities.
Organizational Orientation: general orientation that presents topics of relevance and interest to all employees. Department and job orientation: specific orientation that describes topics unique to the new employee’s specific department and job. Orientation Kit: a supplemental packet of written informantion for new employees. Figure 8. 2 pg. 158 Possible topics for Organizational Orientation Programs. 1. Company overview 2. Policies and procedures review 3. Compensation 4. Benefits 5. Safety and accident prevention 6. Employees and union relations 7. Physical facitities 8. Economic factors.
The Essay on Narrative Report on the job training (OJT)
Employee training at the place of work while he or she is doing the actual job. Usually a professional trainer (or sometimes an experienced employee) serves as the course instructor using hands-on training often supported by formal classroom training. See also off the job training On-the-job training (OJT) is a type of skill development where an worker learns how to do the work through hands-on ...
Figure 8. 3 pg. 159 Possible Topic for Departmental and Job Orientation Programs 1. Department functions 2. Job duties nd responsibilities 3. Policies and procedures 4. Department tour 5. Introduction to department employees. Orientation Length and Timing Brief sessions, not to exceed two hours, spread over several days, increase the like hood that the new employee will understand and retain the information presented. Follow-Up and Evaluation Formal and systematic follow-up to the initial orientation is essential. ? Unsigned questionnaires completed by all new employees. In-depth interviews of randomly selected new employees. ? Group discussion sessions with new employees who have settled comfortably into their jobs. Finally, organizations should realize that new employees will receive an orientation that has an impact on there performance-either from coworkers or from the company. It is certainly in the best interest of the company to have a well-planned, well-executed orientation program. TRAINING EMPLOYEES Traing; is learning process that involves the acquisition of knowledge, skills, and abilitites (KSA) necessary to successfully perform a job.
Several reasons exist for an organizational to conduct training for its employees. Outlined below are some of the reasons: 1. Economic, social, technological, and government changes can cake the skills learned today obsolete I the future. 2. Planned organizational changes (such as the introduction of new equipment_ can make it necessary for employees to update there skills or acquire new ones. 3. Performance problems within an organization such as low productivity or large scrap problems can be redacted by training. 4. Regulator, contractual, professional.
The Term Paper on Worklife Report Article Training Employees
In the article entitled Human resources practices: survey results, a report done by Human Resources Development Canada and Statistics Canada is examined. The material within the article is relevant to organizational behaviour. There are many strengths and few weakness regarding the ideas presented that can be found. In my opinion, this article is very effective, even though there are some ...
Or certification issues can require and employer to prorated training for its employees. The Step to a successful training program include the following: 1. Perform job analysis. 2. Perform needs assessment. 3. Establish teaining objectives. 4. Conduct training program . 5. Evaluate training outcomes. Each of step is discussedinmore detail in the following sections. Job analysis identifies the KSA of a job. Training programs should be designed that improve the participant’s KSA. HRM is Action 8. 1 describes the e-learning environment at Cathay Pacific Anirways.
Needs Assessment Needs assessment: a systematic analysis of the specific training activities the organization requires to achieve its objectives. Basic questions that should usually be asked are as follows; 1. What problems is the employees having in his or her job? 2. What additional skills and/ or knowledge dodes the employee need to better perform the job? 3. What training does the employees believe is needed? Figure 8. 4 pg. 162 Needs Assessment Questionnaire with Selected Questinons: Focus group topics should adddress issures suchas the following: 1.
What skills/knowledge will our employees need for our organization to stay competitive over the next five years? 2. What problems does our organization have that can be solved through training? Establishing Training Objectives Effective training objectives should state what will result for the orgaization, department, or individual when the ttraining is completed. The outcomes should be described in writing. Training objectives can be categorized as follows: 1. Instructional objectives. ? What principles, facts, and concepts are o be learned in the training programs? ? Who is to be aught? ? When are they to be taught? 2.
Organizational and departmental objectives. ? What impact will the training have on organizational and departmental outcomes such as absenteeism, turnover, reduce costs, and improved productivity? 3. Individual performance and growth objectives. ? What impact will the training have on the behavioral and attitudinal outcomes of the individual trainee? ? What impact will the training have on the personal growth of the individual trainee? When clearly defined objectives are lacking, it is impossible to evaluate a program efffeciently. There is no basis for selecting appropriate materials, content, or instructiional methods?
The Research paper on Training and Developing Employees
An off-the-job management development technique that involves presenting a trainee with a written description of an organizational problem is called a(n): a. action learning program. b. case study method. c. management game. d. coaching/understudy approach. 47. The following are features in the case study method, except: a. faculty providing the correct answer so students understand the case. b. ...
