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Chapter 8.docx

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Global Management Studies
GMS 200
Horatio Morgan

Chapter 8 Orientation and Training: Employees been recruited and selected, the next step is orienting them to their new company their new job. Orientation programs before and after hiring is important. o New employees need a clear understanding of company policies, performance, and operating procedures. Purpose of Orientation Programs: Employee Orientation (onboarding): A procedure for providing new employees with basic background information bout the firm and the job. o Orientation is one component of an employers new-employee socialization: The ongoing process of instilling in all employees the prevailing attitudes, standards, values, and patterns of behaviour that are expected by the organization. During this process a new employee isnt as productive; if the socialization process is quickly completely, then productivity will be achieved quicker. Orientation helps the employee to perform better by providing necessary information about company rules and practices. o Helps to clarify the expectations of an employer and reduce reality shock: Reality shock The state that results from the discrepancy between what the new employees expects from his new job and the realities of it. o Deciding on work goals is important to discuss with a new employee. Content of Orientation Programs: A new employee is usually given the following: o A handbook that covers the company history and current mission; working hours and payroll, employee benefits, and pensions. o A tour of company facilities and introductions to the employees supervisor and co-workers. o An explanation of job procedures, duties, and responsibilities/ Summary of training o Explanation of performance appraisal criteria, including: estimated time to achieve full productivity. Special Orientation Situations: Diverse Workforce If a company is not as diverse, it is a change to them. New employees should expect a variety of reactions from current employees to someone from a different background and be given some tips on how to deal with reactions. Mergers and Acquisitions Employees who are hired into a newly merged company need to receive information about the details (company history). Aware of any unresolved difficulties. Union .vs. Non-Union workers New employees in unionized positions need to be provided with a copy of the collective agreement and be told which information relates to their particular job. Payroll deductions need to be explained. Also, which jobs are unionized and which are not. Multi-location Organizations Need to be aware of where the other locations are and what business functions are performed in each location. Problems with Orientation Programs: A number of potential problems can arise with orientation programs. Too much information is provided in a short time employee may be overwhelmed. Sometimes orientation programs dont cover enough they leave employees with many questions unanswered. Evaluation of Orientation Programs: Orientation programs should be evaluated to assess whether they are providing timely, useful information to new employees in a cost-effective manner. Three approaches: o Employee reaction Interview or survey new employees for their opinion on the usefulness of the orientation program o Socialization effects Review new employees at regular intervals to assess progress toward understanding o Cost/benefit analysis Compare orientation costs (printing handbooks/time spent orienting) with benefits of orientation (reduction in errors, rate of productivity) Executive Integration: Executives do not usually participate in orientation activities. Integration at senior levels can take several months. Key aspects of the integration process: o Identify position specifications the ability to deal with an overcome jealousy o Provide realistic information to job candidates and provide support o Assessing each candidates previous record at making organizations transitions o Announcing the hiring with enthusiasm. o Stressing the importance of listening. o Assisting new executives balance their work to change cultural norms. The training process: Training employees involves a learning process in which workers are provided with the information and skills that they need to successfully perform their jobs. o Training The process of teaching employees the basic skills that they need Training should be a part of an organizations strategic plan. o Training is a necessity for improving employers competiveness/ strengthens employee commitment Training and Learning: Training is a learning process. People have three main learning styles: auditory, visual, and kinesthetic. o Auditory learning through talking and listening o Visual Learning through pictures and print o Kinesthetic Tactile learning through a whole-body experience. First, its easier for trainees to understand material that is meaningful. Secondly, make sure it is easy to transfer new skills and behaviours from training to the job. Thirdly, motivate the trainee. Motivation affects training outcomes independently of any increase in cognitive ability. Fourthly, prepare the trainee trainees pre-training preparation is a crucial step in the training process. Legal Aspects of Training: Human rights and employment equity legislation, several aspects of employee training programs must be assessed with an eye toward the programs impact. The five step training process: Needs Analysis: Identify specific job performance skills needed to improve performance and productivity. Analyze the audience and use research to develop specific measurable knowledge and performance objectives. o The purpose is to identify the specific job performance skills needed. Instructional Design: Make sure all materials complement each other, written clearly, and blend into unified training geared directly to the stated learning objectives. o The actual content of the training program is compiled Validation: Introduce and validate the training before a representative audience. Implementation: Boost success with a train-the-trainer workshop that focuses on presentation-knowledge and skills in addition to training content. Evaluation and Follow up: Assess program success according to: reaction, learning, behaviour, &results. Step One Training Needs Analysis: Determine what training is required and what the job entails, break it down into subtasks. Task analysis and performance analysis are the two main techniques for identifying training needs: o Task analysis A detailed study of a job to identify the skills and competencies it requires so that an appropriate training program can be instituted. o Performance analysis Verifying that there is a performance deficiency and determining whether that deficiency should be rectified through training or through some other means (transferring the employee). Task Analysis: Training needs of new employees Task analysis is a detailed study of a job to identify the skills and competencies it requires so that an appropriate training program can be instituted. Task Analysis Record Form: o Information regarding the jobs required tasks and skills in a form that is especially helpful for determining training requirements. Six types of information: Column One Task List The jobs main tasks and subtasks are listed. Column Two When and How often Performed frequency with which the task and subtasks are performed is indicated. Column Three Quantity and quality of performance The standards of performance for each tasks and subtask are described in measurable terms. Column Four Condition under which performed Indicates the conditions under which the tasks and subtasks are to be performed. Column Five Competencies and specific knowledge required This is the heart of the task analysis form. The specific skills or knowledge required for each task is listed. Column Six Where best learned Whether the task is learned best on or off the job based on several conditions. Performance Analysis: Determining the training needs of current employees o Verifying whether there is a significant performance deficiency. It is identified whether the deficiency can be fixed through training or transferring the employee. Training Objectives: o Once training needs have been identified training objectives can be established. Concrete measurable training objectives should be identified. Ex: What will the employee be able to do differently after the training Step Two Instructional Design: The training program ca
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