CHAPTER+7
Chapter 7: Training and Development
Training, Learning, and Performance
Training: Systematic acquisition of skills, concepts, or attitudes that improve performance in a different environment.
Learning: A permanent change in behavior and capabilities due to experience and practice.
Learning Outcomes:
Cognitive Outcome: Knowledge of rules, facts, and principles.
Skill-based Outcome: Development of motor or technical skills.
Affective Outcome: Changes in attitudes or beliefs influencing behavior.
Performance: Actions relevant to organizational goals, assessed by individual proficiency.
Training Needs Analysis
A comprehensive analysis is required to understand training requirements, focusing on what, where, and who needs training.
Three-Step Process:
Organizational Analysis: Identifies broad goals and areas needing training.
Task Analysis: Evaluates the required tasks and necessary KSAOs (Knowledge, Skills, Abilities, and Other Characteristics).
Person Analysis: Evaluates current knowledge, skills, and performance to identify who needs training.
Components of Training Needs Analysis
Organizational Analysis: Analyzes goals, resources, and environment for targeted training.
Task Analysis: Details specific tasks required for proper job performance.
Competencies: Behaviors learned through experience that aid in achieving organizational outcomes.
Person Analysis: Identifies individuals needing training and the type of instruction needed.
Task Clusters for Train Operators
Preoperation Responsibilities: Prepare for duty and gather necessary information.
Preoperation Equipment: Check train for defects and safety measures.
Train Operations: Operate the train safely considering environmental factors.
Maintaining Schedule: Ensure time management and operational communication.
Emergency Situation Activities: Address emergencies and maintain passenger safety.
The Learning Process in Training
Training Design Characteristics:
Objectives, principles of learning, readiness, motivation, work environment, and opportunities for transfer.
Learning Outcomes:
Cognitive, skill, and affective outcomes.
Trainee Characteristics
Readiness: Presence of personal characteristics for effective learning.
Performance Orientation: Focus on positive evaluation in training.
Mastery Orientation: Emphasis on competence growth and learning from mistakes.
Trainee Motivation: Interest in learning and applying new skills.
Expectancy Framework: Relationship between effort, performance, and motivation.
Reinforcement Theory
B.F. Skinner's Contributions: Highlights the role of reinforcement in enhancing motivation.
Positive Reinforcement: Rewarding desirable behavior increases its likelihood of repetition.
Cognitive and Social Learning Theories
Cognitive Theories: Focus on information processing and interpretation.
Social Learning Theory: Learning through observation and rehearsal of tasks.
Behavioral Modeling: Observing positive behaviors, role-playing, and feedback foster learning.
Social Learning Theory Components
Self-Efficacy: Confidence in performing tasks.
Goal Setting: Specific, challenging objectives enhance performance.
Feedback: Knowledge of results enhances learning.
Practice and Overlearning
Active Practice: Involvement in tasks to enhance learning.
Overlearning: Continued practice leads to automaticity in task performance.
Fidelity in Training
Fidelity: Degree to which training tasks mimic real job tasks.
Physical Fidelity: Similarity in physical features.
Psychological Fidelity: Development of KSAOs required for job performance.
Learning Approaches
Whole Learning: Practice of the entire task at once.
Part Learning: Subtasks are practiced individually before combining.
Massed versus Distributed Practice
Massed Practice: Continuous practice without rest.
Distributed Practice: Practice with rest intervals over time.
Learning Organizations
Peter Senge's Concept: Promotes continuous learning, knowledge sharing, and personal mastery.
Corporate Universities: Developed to promote organizational learning.
Modules on Content and Methods of Training
On-the-Job Training: Learning by engaging in actual job tasks, observing colleagues.
Apprenticeship: Structured program for mastering skilled trades.
Job Rotation: Movement across jobs or departments to broaden skills.
Off-Site Training Methods
Classroom Lecture: Efficient presentation of information through spoken word and audiovisuals.
Programmed Instruction: Trainees learn at their own pace through written/computer materials.
Simulators: Training tools replicating real-world scenarios safely.
Distance Learning and Computer-Based Training
Distance Learning: Interactive learning from remote locations using technology.
Blended Learning: Combination of distance and face-to-face instruction.
Computer-Based Training: Interactive learning using various multimedia formats.
Training Critical Thinking
Importance in Modern Workplace: Technology advancements increase the need for critical thinking skills.
Transfer of Training
Transfer of Training: Application of learned skills to the job.
Horizontal Transfer: Skill application across different contexts at the same organizational level.
Vertical Transfer: Application of training outcomes at higher organizational levels.
Positive Transfer of Training Climate Characteristics
Indication of training importance, continuous learning culture, peer support, access to necessary resources, and positive reinforcement.
Evaluating Training Programs
Training Evaluation: Systematic collection of data to inform training decisions.
Kirkpatrick's Model: Categorizes training evaluation into reaction, learning, behavioral, and results criteria.
Utility Analysis
Factors Influencing Utility: Number trained, performance differences, duration of impact, and variability in untrained performance.
Training Evaluation Designs
Pretest-Posttest Control Group Design: Random assignment, control groups, and measurement before and after training.
Specialized Training Programs**
Development: Comprehensive process involving education, experiences, mentoring, and personality assessments.
Management and Leadership Development
Assessment Centers: Evaluation methods using multiple assessors.
360-Degree Feedback: Feedback from various sources to provide holistic performance insights.
Coaching: A personal approach to enhancing performance and managing change.
Coaching Assumptions**
Remedial Approaches: Focus on fixing problem behaviors and often dwell on past issues.
Positive Proactive Coaching: Encouragement of growth and motivation, focusing on future performance improvements.
Informal Training
Informal Training: Learning through experiences outside official training programs.
Learning from context, challenges, and job experiences fosters development.
Sexual Harassment Awareness Training**
Sexual Harassment: Unwelcome sexual advances that impact employment or work performance.
Quid Pro Quo Harassment: Direct requests for sexual favors tied to job security.
Cross-Cultural Training**
Expatriates: Managers assigned abroad may face culture shock, impacting their performance.
Cross-Cultural Training Goals: Enhance understanding of cultural differences, improve communication, and adaptability.