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Commerce 2BC3 Chapter 7: Training Human Resources Nature of Training Orientation: Planned introduction of new employees to their jobs, co-workers, and the organization - Offered by most employers in some form or another - Requires cooperation between individuals in the HR unit and operating managers and supervisors - In a small organization, the new employees supervisor or manager usually assumes most of the responsibility for orientation - In large organizations, managers and supervisor, as well as the HR department, generally work as a team to orient new employees - Exposes employees to the culture that is fostered throughout the organization by becoming aware of policies, procedures, practices, and organizational lingo - Also provides new employees the opportunity to make a smoother transition to the organization, likely making employees feel more comfortable and welcomed to the organization - Part of a long-term investment in an employee - Should be applied to help the organization reach the strategic goals of the organization Advantages of Orientation - Reduction in anxiety - Better performance on the job - Higher rates of retention - More productive employee produced more quickly - Lower grievances, likely as a result of the clear expectations that are outlined Effective Orientation - Contribute to both short-term and long-term success for employees - Key purposes: Establishes a favourable employee impression of the organization and the job Provides organization and job information Enhances interpersonal acceptance by co-workers Accelerates socialization and integration of the new employee into the organization Ensures that employee performance and productivity begin more quickly Socialization - Of new employees and their initial commitment to the organization are positively affected by orientation - Enhances the person/organization fit - Higher employee retention rates result when new employees receive effective orientation - Contributes to overall organizational performance by helping employees to more quickly feel that they are a part of the organization and can begin contribution to organizational work factors Electronic Delivery - Way of expanding the efficiency of orientation is to use electronic resources - Place general employee orientation information on company intranets or corporate websites - The HR staff can address specific questions and concerns - Many new employee orientation sessions come across as boring, irrelevant, and a waste of time to both parties Upon completion of the orientation process, employees should begin their jobs Training on the job will likely continue for some time Training - Process whereby people acquire the necessary KSAs to perform jobs - Provides employees with specific, identifiable knowledge and skills for use in their current jobs - Distinction between training and development, with development being broader in scope and focusing on individuals gaining new KSAs useful for both current and future jobs New Context of Training - Affect four areas: 1) Organizational competiveness and training - Training expenditures have been expected to increase - Training budgets are being drawn from operational and developmental budgets - Training and HR development efforts are crucial to competitive business success - If employees are not trained all the time, they fall behind and the company becomes less competitive - Aiding in the retention of employees - Employers that invest more in T&D enhance retention efforts 2) Knowledge Management and Training - The way an organization identifies and leverages knowledge in order to be competitive- It is the art of creating value by using organizational and intellectual capital, which is what the organization knows, and it includes intellectual properties such as patents and copyrights - Some definitions refer to the technology used to transfer information - Technology can indeed help transmit knowledge, but having technology does not mean people will use it to manage knowledge effectively - Is a conscious effort to get the right knowledge to the right people at the right time so that it can be shared and out into action 3) Training as a revenue source - Can be a source of business revenue - Customers of firms pay for additional training either by course, by participant, or as part of equipment or software purchases - Suppliers make a profit on the training through the fees paid by customers - Customer satisfaction and loyalty increase if customers know how to use the products and services purchased - Customer training aids customer retention and enhances future sales revenue 4) Integration of performance and training - Job training, performance, and employee learning must be integrated to be effective - As training progressively moves closer tot eh job in order to produce real time learning, the linkage between training and job performance is vital - Organizations are seeking more authentic and more effective training experiences for their trainees, using real business problems to advance employee learning - Trainers incorporate everyday business issues as learning examples, increasing the realism of training exercises and scenarios - Employees share their experiences, work product, and reflections by contributing to an online repository Performance Consulting - Process in which a trainer and the organization client work together to determine what needs to be done to improve results - Compares organizational results with desired and actual employee performance - Once the comparisons are made, then performance consulting takes a broad approach to performance issues - It does so by: Focusing on identifying and ad
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