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.