哈佛商学院MBA 授课讲义 Chap007.ppt

1、,Training,Discuss how training can contribute to companies business strategy. Explain the role of the manager in identifying training needs and supporting training on the job. Conduct a needs analysis. Evaluate employees readiness for training. Discuss the strengths and weaknesses of presentation, h

2、ands-on, and group training methods.,Chapter,7,Training,Explain the potential advantages of e-learning training. Design a training session to maximize learning. Choose an appropriate evaluation design based on training objectives and analysis of constraints. Design a cross-cultural preparation progr

3、am. Develop a program for effectively managing diversity.,7,Chapter,Training can.,Increase employees knowledge of foreign competitors and cultures. Increase employees knowledge of foreign competitors and cultures, Help ensure that employees have the basic skills to work with new technology, Help emp

4、loyees understand how to work effectively in teams to contribute to product and service quality. Ensure that the companys culture emphasizes innovation, creativity, and learning. Ensure employment security by providing new ways for employees to contribute to the company when their jobs change, their

5、 interests change, or their skills become obsolete. Prepare employees to accept and work more effectively with each other, particularly with minorities and women.,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Training,Training is a planned effort by a company to facili

6、tate the learning of employees. High-leverage training: is linked to strategic business goals and objectives, is supported by top management, relies on an instructional design model, and is compared or benchmarked to programs in other organizations. Continuous learning requires employees to understa

7、nd the relationship between their jobs, their work units, and the company and to be familiar with company business goals.,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Designing Effective Training Activities,1. Needs Assessment Organizational Analysis Person Analysis T

8、ask Analysis 2. Ensuring Employees readiness for Training Attitudes and Motivation Basic Skills 3. Creating a Learning Environment Identification of learning objectives and training outcomes Meaningful material Practice Feedback Observation of others Administering and coordinating program,The Traini

9、ng Process,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Designing Effective Training Activities (cont.),4. Ensuring Transfer of Training Self-management strategies Peer and manager support 2. Selecting Training Methods Presentational Methods Hands-on Methods Group Met

10、hods 3. Evaluating Training Programs Identification of training outcomes and evaluation design. Cost-benefit analysis,The Training Process,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Needs Analysis,Organizational Analysis,Person Analysis,Task Analysis,McGraw-Hill/Irw

11、in, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Ensuring Employee Readiness for Training,Motivation to learn is the desire of the trainee to learn the content of the training program. Self-efficacy is the employees belief that they can successfully learn the content of the training pro

12、gram. Managers can increase employees self-efficacy level by: Letting employees know that the purpose of training is to improve performance, not identify incompetencies. Providing as much information as possible about the training program and its purpose. Showing employees the training success of th

13、eir peers. Providing employees with feedback.,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,S K I L L S,Basic Skills,Cognitive Ability - verbal comprehension, quantitative ability, and reasoning ability,Reading Ability - the difficulty level of written materials,McGraw

14、-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Creating a Learning Environment,Employees need to know why they should learn. Employees need meaningful training content. Employees need to have opportunities to practice. Employees need feedback. Employees learn by observing, ex

15、periencing, and interacting with others. Employees need to commit training content to memory. Employees need the training program to be properly coordinated and arranged.,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Transfer of Training,Transfer of Training,Climate fo

16、r transfer,Opportunity to use learned capability,Technological Support,Self-management skills,Manager support,Peer Support,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Selecting Training Methods,Presentation Methods Instructor-led classroom format Distance learning Au

17、diovisual techniques Hands-on Methods On-the-job training Simulations Business games and case studies Behavior modeling Interactive video Web-based training,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Outcomes Used in Evaluating Training Programs,OUTCOME Cognitive Ou

18、tcomes Skill-based Outcomes Affective Outcomes Results Return on Investment,WHAT IS MEASURED Acquisition of Knowledge Behavior Skills Motivation Reaction to Program Attitudes Company Payoff Economic value of Training,HOW MEASURED Pencil and paper tests Work sample Observation Work sample Ratings Int

19、erviews Focus groups Attitude surveys Observation Data from information system or performance records Identification and comparison of costs and benefits of the program,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Pretest/Posttest with Comparison Group Pretest/Posttes

20、t,Evaluation Designs,Posttest Only Time Series,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Cross-Cultural Preparation,An expatriate is an employee sent by his or her company to manage operations in a different country. To be successful in overseas assignments, expatr

21、iates need to be: Competent in their area of expertise Able to communicate verbally and nonverbally in the host country. Flexible, tolerant, and sensitive to cultural differences. Motivated to succeed, able to enjoy the challenges, and willing to learn. Supported by their families.,McGraw-Hill/Irwin

22、, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Three Phases of Cross-Cultural Preparation,Phase One: Predeparture Phase,Phase Two: On-Site Phase,Phase Three: Repatriation Phase,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Managing Workforce Diversity,To s

23、uccessfully manage a diverse work force, companies need to ensure that: Employees understand how their values and stereotypes influence their behavior toward others of different gender, ethnic, racial, or religious backgrounds. Employees gain an appreciation of cultural differences among themselves.

24、 Behaviors that isolate or intimidate minority group member improve. Types of diversity training: Attitude awareness and change programs Behavior based programs,McGraw-Hill/Irwin, 2006 The McGraw-Hill Companies, Inc. All rights reserved.,Organizational socialization is the process by which new employees are transformed into effect