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MGST 391 (29)
Lecture

Chapter 15 .docx

4 Pages
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Department
Management Studies
Course Code
MGST 391
Professor
Ahmad Ali Sohrabi

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Description
Chapter 15 : Training Appraisal and Career Management Training and Development HR Development: “The process of extending personal abilities and qualities through development activities e.g. training, appraisal, career planning, job rotation etc.” Training: “The process of providing employees with specific skills to carry out work effectively or to correct deficiencies in their performance” Development: “ An effort to enhance a person‟s abilities that organization will need in future”. Development purpose:  Ensures firm meet current and future performance objectives by  Maximizing people‟s potential  Continuous improvement Development activities:  Training (on job and off the job)  Career planning  Job rotation  Appraisal  Other learning opportunities Benefits of training and development: For Organization  Training supports business strategy  Higher productivity  Management of SHE issues  Less need for detailed supervision  Multi skilled people  Succession planning  Increased commitment For employees:  Enhanced skills  Psychological benefits (valuable)  Social benefits (e.g. contact)  Job management When training does not work:  Bad management  Poor Job design  Poor equipment  Motivation  Poor recruitment  Other characteristics of employee (e.g. intelligence) Types of training courses:  Day release  Distant learning  Evening classes  Revision courses  Sandwich course  Full time course Learning organization: An organization that facilitates the learning of all its members and continuously transforms itself. A learning organization creates, exploits and shares knowledge. Characteristics of learning organization:  Learning approach to strategy  Participation in decision making  Information is used as a resource  Formative accounting  Reward flexibility  Enabling structural responsiveness to external changes  All employees are environmental scanners  Intercompany learning  Learning climate Training Process: Step 1. Training needs are identified:  Training need analysis Current state Desired state Existing knowledge and skills Required knowledge and skills Individual performance Required standard Organization‟s current results Desired results Difference between two columns is Training Gap.  Training surveys  Corporate strategy  Appraisal and performance review  Attitude surveys  Evaluation of existing training programs  Job analysis Step 2. Specify knowledge, skills and competence required: Step 3. Define training objectives:  These objectives should be clear, specific, measurable, and observable. Step 4. Plan training program Step 5. Implement the training Methods of training  Formal training  Course training (lectures, discussions, exercises, role-plays, case studies)  Computer based training  On Job Training  Instructions/Demonstrations  Coaching  Job rotation  Temporary promotion  „Ass
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