CHAPTER 11 Employee Training Development

							         CHAPTER 11
Employee Training & Development




         Applied Psychology
Training Vs. Education
           Training
  • Learn a Specific Skill
  • Benefits the Employer


          Education
  • Learn Multiple Skills
  • Benefits the Employee
        Individual & Organizational
             Training Purposes
•   Increases Workplace Literacy
•   New-Employee Orientation
•   Continuing Education & Career Development
•   Retirement Planning
 Increases Workplace Literacy
• Saves time & money
• Communications improve
• Work relationships become stronger
     New-Employee Orientation
•   Reduces time to learn job
•   Increases productiveness
•   All share a common goal
•   Can help increase team-work
•   Meet the needs of organizations
        Continuing Education &
         Career Development
• Expands employees knowledge & skills
• Introducing Cross-Training & Retraining
  Programs
• Increasing Job Satisfaction &/or Performances
          Super’s Stages of Career
               Development
Career Stage      Time Period                  Organizational Behaviors

Exploration Stage Early work years             Developing future employees &
                                               new employees

Establishment     Early to Middle work years   Encouraging the development of
Stage                                          career anchors (employee
                                               knowledge of the most desirable
                                               work, values, & motives)
Maintenance       Late to Middle work years    Maximizing employee
Stage                                          productivity & organizational
                                               benefit
Disengagement     Last work years              Preparing for retirement &/or
Stage                                          work continuation
          Retirement Planning
•   Proves that training is never ending
•   Is now placed more on the employee
•   Many programs to help out
•   “A penny earned is a penny closer to
    retirement…”
   Assessment of Training Needs
• Organizational Needs Analysis
• Task Needs Analysis
• Person Needs Analysis
   Organizational Needs Analysis

• Goals
  – Questioning
  – Uncovering
  – Achieving
         Task Needs Analysis
• Job Analysis
  – KSAO’s
    •   Knowledge
    •   Skills
    •   Abilities
    •   Other Behaviors
       Person Needs Analysis
• Ask yourself questions
  – “Do they really need the training?”
  – If so “who needs it more?”
  – “Will they Benefit from this?”
  – & those that do need it “how much of it do they
    need?”
• Study the employees behaviors and actions
• Then chose the right ones
        Training Objectives
• Clear
• Specific
• Operationally Defined Objectives
            Training Objectives
           Principles of Learning
•   Classical & Operant Conditioning
•   Schedules of Reinforcement
•   Transfer of Training
•   Other Principles of Learning
•   Cognitive Learning
•   Readiness & Motivation
•   Role of the Trainer
Classical Conditioning Vs.
  Operant Conditioning
       Classical Conditioning
    • Instinctual Behavior
    • Cause & Effect

       Operant Conditioning
    • psychological behavior
    • Rewards & Punishments
  Schedules of Reinforcement
• Continuous Reinforcement
  – Rewards that follow every correct repetition of
    the desired behavior.
• Timing
  – When is it right to praise something an
    employee has done &/or Acted?
           Transfer of Training

• Applying newly learned skills to
  – Training Simulations
  – Real Job Situations
• Supportiveness
  – Co-workers & Supervisors
• Positive & Negative Transfer
  – Positive Transfer
  – Negative Transfer
   Other Principles of Learning
• Massed Practice
• Distributed Practice
• Whole Vs. Part Learning
  – Whole
     • A single skill is learned completely
  – Part
     • Multiple skills are learned at once
• Active Practice
        Cognitive Learning
• The walls have eyes and ears…
• Penny for your thoughts?
     Readiness & Motivation
• Goals to Successful Training
  – Motivation to Learn
  – Career Development
  – Psychosocial Development
• Resistance to Training
• Self-Efficacy
• Training Culture
                   Role of the Trainer
•    Knowledge of
    – Skills
    – Subjects
    – Different methods
•    Good outline for the trainer
    1. Training Method
         •   What will it take to teach this skill?
    2.   Involve the Trainee
    3.   True Feedback
    4.   Encourage Self-Efficacy
    5.   Adapt to prior knowledge's
Training Methods & Techniques


     Training at the Job Site
                Vs.
     Off-the-Job-Site Training
        Training at the Job Site
•   Job Instruction
•   Vestibule
•   Job Rotation
•   Apprenticeship
•   Mentoring
        Off-the-Job-Site Training
• Non-technology Methods
  – Lectures
  – Role Playing
  – Behavior Modeling
  – Sensitivity Training
  – Case Studies
     • Conference Training
     • Incident Method
  – Outdoor Experiential Training (OET)
Off-the-Job-Site Training Continued
• Technology-Based Methods
  – Audiovisual Training
  – Simulation Training
    • Virtual Reality (VR)
    • Business Games
  – Programmed Instruction
    • Linear programs
    • Branching programs
  – Computer-Assisted Instruction (CAI)
  Evaluation of Training Programs
• Training Evaluation Criteria
  – reaction
  – learning
  – behavior
  – organizational results
• Design of Training Evaluation Models
• Cost of Training Evaluation
Methods of Evaluating Training Effectiveness

          Kirkpatrick’s Four Levels of Training
                                              Behavior            Organizational
   Reaction               Learning
                                              Results                Results



 Kraiger, Ford, & Salas’s Outcomes of Learning
Cognitive Outcome           Skilled-Based Outcome        Affective Outcome

1. Verbal knowledge         1. Faster, more fluid        1. Attitudes
                               Behaviors
2. Knowledge                                             2. Motivation
   Organization             2. Automatic                         Disposition
                               processing                        Self-efficacy
3. Cognitive Strategies        of new behaviors                  Goal setting
  Design of Training Evaluation Models
                                How Groups       Pretraining Posttraining
Design             Groups       Are Assigned     Measurement Measurement
Posttest Only      Trainees     Random or        No          Yes
                                representative
                                sample
Pretest-Posttest Trainees       Random or        Yes         Yes
                                representative
                                sample
Posttest Only      Trainees     Random           No          Yes
Control Group      Controls     Random           No          Yes
Pretest-Posttest   Trainees     Random           Yes         Yes
Control Group      Controls     Random           Yes         Yes
Solomon            Trainees A   Random           Yes         Yes
Four-Group         Trainees B   Random           No          Yes
                   Controls A   Random           Yes         Yes
                   Controls B   Random           No          Yes
    Cost of Training Evaluation
• Many types of Cost:
  – Trainer
  – Materials
  – Time away from work
  – Item development
  – Administrative costs
• Is it worth the wait?