Contents
Chapter 1
Introduction to Employee Training and Development
1
Forces Affecting the Workplace Make Training a Key Ingredient for Company Success 1 Introduction 3
What Is Training? 3
Designing Effective Training 5
The Forces Influencing Working and Learning 7
Globalization 8
The Need for Leadership 9
Increased Value Placed on Intangible Assets and Human Capital 10 Focus on Link to Business Strategy 13
Attracting and Retaining Talent 13 Customer Service and Quality Emphasis 16
Changing Demographics and Diversity of the Work Force 19 New Technology 21
High-Performance Models of Work Systems 23 Economic Changes 25
Snapshot of Training Practices 26
Training Facts and Figures 26 Training Investment Leaders 27
Roles, Competencies, and Positions of Training Professionals 29 Who Provides Training? 31
Who Is in Charge of Training? 32 Preparing to Work in Training 33
Organization of This Book 33 Key Terms 34 Discussion Questions 35 Application Assignments 35 Endnotes 36
Chapter 2
Strategic Training
40
Learning Is Not Perishable at Wegmans Food Markets 40 Introduction 41
The Evolution of Training’s Role 43
The Strategic Training and Development Process 45
Identify the Company’s Business Strategy 46
Organizational Characteristics That Influence Training 54
Roles of Employees and Managers 54 Top Management Support 56 Integration of Business Units 56 Global Presence 56
Business Conditions 56
Other Human Resource Management Practices 57 Extent of Unionization 59
Staff Involvement in Training and Development 59
Training Needs in Different Strategies 60
Models of Organizing the Training Department 63
Faculty Model 64 Customer Model 64 Matrix Model 65
Corporate University Model (Corporate Training Universities) 66 Business-Embedded Model 69
Marketing the Training Function 71 Outsourcing Training 73 Summary 74 Key Terms 74 Discussion Questions 75 Application Assignments 75 Endnotes 76
Chapter 3
Needs Assessment
79
Needs Assessment Is Important for Steelcase 79 Introduction 80
Why Is Needs Assessment Necessary? 81 Who Should Participate in Needs Assessment? 82 Methods Used in Needs Assessment 84
The Needs Assessment Process 86
Organizational Analysis 86 Person Analysis 90 Task Analysis 98
Competency Models 101 Scope of Needs Assessment 104
Needs Assessment in Practice 104
Summary 105 Key Terms 106
Discussion Questions 106 Application Assignments 107 Endnotes 108
Chapter 4
Learning: Theories and Program Design
110
A Positive Learning Environment Energizes Training! 110 Introduction 112
What Is Learning? What Is Learned? 112 Learning Theories 113
Reinforcement Theory 113 Social Learning Theory 115 Goal Theories 117 Need Theories 118 Expectancy Theory 119 Adult Learning Theory 119 Information Processing Theory 120
The Learning Process 121
Mental and Physical Processes 121 The Learning Cycle 122
Age Influences on Learning 124
Implications of the Learning Process for Instruction 125
Instructional Emphasis for Learning Outcomes 133
Considerations in Designing Effective Training Programs 134
Selecting and Preparing the Training Site 135 Selecting Trainers 136
How Trainers Can Make the Training Site and Instruction Conducive to Learning 137 Program Design 139 Summary 144 Key Terms 145 Discussion Questions 145 Application Assignments 146 Endnotes 147
Chapter 5
Transfer of Training 150
Putting Training to Use Helps Patients Get Critical Care 150 Introduction 151
Training Design 153
Applications of Transfer of Training Theory 153 Self-Management Strategies 156
Work Environment Characteristics That Influence Transfer 159
Climate for Transfer 159 Manager Support 160 Peer Support 163
The Learning Organization 165
Knowledge and Knowledge Management 166
Summary 170 Key Terms 170 Discussion Questions 170 Application Assignments 171 Endnotes 172
Chapter 6
Training Evaluation 174
Leadership Development at BP: A Good Investment 174 Introduction 175
Reasons for Evaluating Training 176 Overview of the Evaluation Process 178
Outcomes Used in the Evaluation of Training Programs 179
Cognitive Outcomes 180 Skill-Based Outcomes 180 Affective Outcomes 182 Results 183
Return on Investment 183
Determining Whether Outcomes Are Good 184
Relevance 184 Reliability 185 Discrimination 185 Practicality 185 Evaluation Practices 186 Evaluation Designs 187
Threats to Validity: Alternative Explanations for Evaluation Results 188 Types of Evaluation Designs 190
Considerations in Choosing an Evaluation Design 194
Determining Return on Investment 195
Determining Costs 196 Determining Benefits 197
Example of a Cost-Benefit Analysis 198 Other Methods for Cost-Benefit Analysis 199
Practical Considerations in Determining Return on Investment 200
Measuring Human Capital and Training Activity 201 Summary 203
Key Terms 203
Discussion Questions 204 Application Assignments 204 Endnotes 205
Chapter 7
Traditional Training Methods 208
Training Is Not Invasive at Kyphon 208 Introduction 209
Presentation Methods 211
Lecture 211
Audiovisual Techniques 212
Hands-on Methods 213
On-the-Job Training (OJT) 213 Simulations 218
Case Studies 219 Business Games 220 Role Plays 222 Behavior Modeling 222
Group Building Methods 224
Adventure Learning 225 Team Training 227 Action Learning 229
Choosing a Training Method 230 Summary 233 Key Terms 233 Discussion Questions 233 Application Assignments 234 Endnotes 236
Chapter 8
E-Learning and Use of Technology in Training 239
Think about This the Next Time You Pass a Big Rig! 239 Introduction 240
Technology’s Influence on Training and Learning 242
Technology and Collaboration 242 Technology and Learning Environment 243
Technology and Multimedia 245 Computer-Based Training 247
CD-ROM, DVD, Laser Disc 247 Interactive Video 248
Online Learning: The Internet, Web-Based Training, E-Learning, and Learning Portals 248
Developing Effective Online Learning 253
Needs Assessment 253 Design 254
Technology for Collaboration and Linking 256
Blended Learning 258 Simulations 259
Intelligent Tutoring Systems 262 Distance Learning 263
Technologies for Training Support 264
Expert Systems 265 Groupware 266
Electronic Performance Support Systems 266
Technologies for Training Administration 267
Interactive Voice Technology 267 Imaging 267
Training Software Applications 268
Learning Management Systems (LMSs): Systems for Training Delivery, Support, and Administration 269 Choosing New Technology Training Methods 271
Summary 273 Key Terms 274 Discussion Questions 274 Application Assignments 274 Endnotes 275
Chapter 9
Employee Development 280
Employees Development Is as Important as the Grit, Sweat, and Heavy Equipment Needed to Complete Large Projects 280
Introduction 281
Approaches to Employee Development 283
Formal Education 284 Assessment 288 Job Experiences 297
Interpersonal Relationships 303
The Development Planning Process 308
Company Strategies for Providing Development 309
E-Learning and Employee Development 311
Summary 312 Key Terms 312 Discussion Questions 313 Application Assignments 313 Endnotes 314
Chapter 10
Special Issues in Training and Employee Development 319
Partnership with Local Community Provides Job Opportunities 319 Introduction 320
Training Issues Resulting from the External Environment 321
Cross-Cultural Preparation 326 Managing Work Force Diversity 334 School-to-Work Transition 341
Training’s Role in Welfare-to-Work and Other Public-Private Sector Programs 342
Training Issues Related to Internal Needs of the Company 344
Basic Skills Training 344 Melting the Glass Ceiling 345
Joint Union-Management Programs 348 Succession Planning 349
Developing Managers with Dysfunctional Behaviors 352 Training and Pay Systems 353
Summary 354 Key Terms 355 Discussion Questions 355 Application Assignments 355 Endnotes 356
Chapter 11
Careers and Career Management 361
Career Management Gets Employees Involved 361 Introduction 362
Why Is Career Management Important? 363
Career Management’s Influence on Career Motivation 364
What Is a Career? 365
The Protean Career 366
Traditional Career versus Protean Career 366
A Model of Career Development 370
Career Stages 371
Career Management Systems 374
Self-Assessment 374 Reality Check 375 Goal Setting 376 Action Planning 376
Career Management Websites 378
Roles of Employees, Managers, Human Resource Managers, and Company in Career Management 380
Employee’s Role 380 Manager’s Role 380
Human Resource Manager’s Role 382 Company’s Role 382
Evaluating Career Management Systems 383 Summary 384
Key Terms 384
Discussion Questions 384 Application Assignments 385
Special Challenges in Career Management 388
Nonwork Lives Are Important Food for Thought 388 Introduction 389
Socialization and Orientation 390
Anticipatory Socialization 390 Encounter 391
Settling In 391
Socialization and Orientation Programs 391
Dual-Career Paths 394 Plateauing 397
Skills Obsolescence 398 Coping with Career Breaks 400 Balancing Work and Life 400
Types of Work-Life Conflict 401
Company Policies to Accommodate Work and Nonwork 402
Identifying Work and Life Needs and Communicating Information about Work and Nonwork Policies and Job Demands 403
Flexibility in Work Arrangements and Work Schedules 403 Redesigning Jobs 407
Managerial Support for Work-Life Policies 407 Dependent Care Support: Child and Elder Care 408
Coping with Job Loss 409 Dealing with Older Workers 412
Meeting the Needs of Older Workers 412 Preretirement Socialization 413 Retirement 414
Early Retirement Programs 414
Summary 415 Key Terms 415 Discussion Questions 415 Application Assignments 416 Endnotes 416
Chapter 13
The Future of Training and Development 422
Training Is Environment- and Customer-Friendly 422 Introduction 423
Increased Use of New Technologies for Training Delivery 424 Increased Demand for Training for Virtual Work Arrangements 424
Increased Emphasis on Speed in Design, Focus in Content, and Use of Multiple Delivery Methods 425
Increased Emphasis on Capturing and Sharing Intellectual Capital 426 Increased Use of True Performance Support 427
Increased Emphasis on Performance Analysis and Learning for Business Enhancement 428 Increased Use of Training Partnerships and Outsourcing Training 430
Training and Development from a Change Model Perspective 431 Methods to Determine Whether Change Is Necessary 434
Benchmarking 434 Process Reengineering 435
Key Issues in Implementing Change 436
Change Management 437 Change Interventions 439 Summary 441 Key Terms 441 Discussion Questions 441 Application Assignments 442 Endnotes 442
Cases
1 Employee Training and Development at Motorola 444
2 Toyota Motor Company’s Toyota Technical Training Institute in India 460 3 Dealer Training Programs⫺A New Trend 463
4 Enhancing the Credibility of the Training Function: Involving Line Managers in Sales Training 466