Unit_4_-_Training_And_Appraisal

UNIT 4, LECTURE I: INTRODUCTION TO EMPLOYEE TRAINING

MOS IO2I: Introduction to Consumer Behaviour and Human Resources

Training: What Is It?

• Definition: The process of teaching employees the essential knowledge, skills, and behaviors needed for job performance.

• Purpose: Ensures employees can perform their jobs correctly and safely.

Benefits of Training

• Improved Job Performance: Training enhances the effectiveness and efficiency of employees.

• Decreased Accidents and Injuries: Proper training reduces workplace errors that can lead to accidents.

• Increased Employee Engagement and Satisfaction: Well-trained employees tend to be more engaged and satisfied with their jobs.

Benefits of Training: Negligent Training

• Negligent Training: Occurs when employers fail to provide adequate training.

• Implications: Can result in employee actions that lead to injuries or loss.

• Causes: Often stems from under-training or failure to follow appropriate training procedures.

UNIT 4, LECTURE 2: TRAINING PROGRAM DEVELOPMENT

MOS IO2I: Introduction to Consumer Behaviour and Human Resources

Step 1: Training Needs Analysis

• Overview: Essential process for determining the required training for effective job performance.

• Goals: Identify training gaps and opportunities in existing training programs.

Organization Analysis

• Goals of the Organization: Identify overarching training objectives aligned with company goals.

• Organizational Training Climate: Assess the environment that supports training initiatives.

• Barriers to Training: Identify potential obstacles that may hinder effective training.

Person Analysis

• Identify Trainees: Determine who will receive training.

• Trainee Knowledge Levels: Assess current knowledge and skill levels of employees.

• Characteristics of Trainees: Understand personal and professional traits impacting training.

Task Analysis

• Observable Actions: Identify tasks essential for goal accomplishment.

• Performance Threshold: Define the acceptable level of task performance.

• Measurable Descriptions: Establish standards outlining how performance is evaluated.

• Criteria for Tasks: Describe frequency, skills, knowledge, and conditions needed for each task.

Step 2: Method of Instruction

Traditional Training Techniques

• Classroom Training: Instructor-led lectures, best for larger groups.

• On-the-Job Training: Practical job skills training with supervision and feedback.

• Adventure-Based Learning: Structured physical activities promoting teamwork and communication.

Technology-Enabled Learning

• E-Learning: Cost-effective, web-based training that ensures consistency.

• Simulations: Trainees encounter job-like scenarios in immersive environments.

Step 3: Validation

• Pilot Testing: Conduct trials to assess if objectives are met before full implementation.

Step 4: Implementation

• Key Aspects: Align training situations closely with job tasks, provide practice opportunities, and ensure frequent feedback.

Step 5: Evaluation

Kirkpatrick’s Training Evaluation Model

• Level 1 - Reactions: Gauge trainee satisfaction with training experience.

• Level 2 - Learning: Measure knowledge and skills acquired through assessments.

• Level 3 - Behavior: Observe changes in on-the-job performance post-training.

• Level 4 - Results: Assess organizational benefits like increased sales or customer satisfaction.

UNIT 4, LECTURE 3: PERFORMANCE MANAGEMENT

MOS IO2I: Introduction to Consumer Behaviour and Human Resources

Performance Management: What Is It?

• Definition: A system to define, measure, and enhance workforce performance.

• Goal Alignment: Aligns employee activities with organizational strategy for mutual benefits.

The Performance Management Process

• Steps: Includes defining organizational goals, setting employee objectives, monitoring progress, evaluating outcomes, and administering consequences.

Purpose of Performance Management Systems

• Focus: Aligns employee efforts with organizational goals, informs administrative decisions, and aids employee growth.

UNIT 4, LECTURE 4: PERFORMANCE APPRAISAL

MOS IO2I: Introduction to Consumer Behaviour and Human Resources

Performance Appraisal Methods

Alternation Ranking Method

• Overview: Compares employees iteratively (highest and lowest performing employees) but can be less informative in large organizations.

Paired Comparison Method

• Process: Each employee is compared with every other employee to rank performance.

• This method can be time-consuming, but it provides a more detailed assessment of employee performance relative to one another.

Forced Distribution Method

• Methodology: Predetermined percentages categorize employees into performance bands. (Bell curve)

• This approach helps to identify top performers, average performers, and those who may need improvement, allowing for targeted development plans.

Graphic Rating Scale

• Usage: Rates employees based on established performance criteria with scale ratings.

Behaviourally Anchored Rating Scales (BARS)

• Characteristics: Identifies key performance dimensions and develops scales for each.

• Utilizes a scale from 1-3, where 1 is below expectations and 3 is exceeds expectations.

Sources of Appraisal Information

Supervisor

• Role: Observes direct performance but may have limited opportunities for comprehensive evaluation.

Peer

• Characteristics: Can provide more knowledgeable insight, but may present biases (e.g., logrolling).

Subordinate

• Limitations: Feedback may be influenced by fear of consequences or excessive focus on satisfaction.

Self

• Dynamics: Self-assessment can lead to inflated ratings or inaccuracies.

• Easily biased.

360-Degree Appraisal

• Process: Utilizes multiple rating sources to achieve a comprehensive view of performance, utilizing questionnaires made up of rating scales and open-ended items. Confidential and anonymous.

Errors in Performance Measurement

• Common Issues: Includes biases such as only considering recent behavior, first impression effects, and inaccurate ratings across the scale.

• Possible issues include: Inaccurately rating all employees too high, too low, or too near the middle.