Strategy for Human Resource Management Lecture 17

1. Strategy for Human Resource ManagementLecture 17 HRM 765

2. Last Lecture • Socialization, training and development • Stages of orientation and socialization. • Pre-arrival---encounter stage-----Metamorphosis stage. • The Purpose of New-Employee Orientation • The CEO’s Role in Orientation • The HR manager’s Role in Orientation • Employee Training • Indicators of need for more training • Determining Training Needs • On-the-job training methods • Off-the-job training methods Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

3. Topic Socializing, Orienting, and Developing Employees Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

4. Learning Outcomes • Discuss the term organizational development and the role of the change agent. • Explain the term learning organization. • Describe the methods and criteria involved in evaluating training programs. • Explain issues critical to international training and development. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

5. Employee Development • Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. • Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done.. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

6. Employee Development Employee development methods • Job rotation involves moving employees to various positions in the organization to expand their skills, knowledge and abilities. • Assistant-to positions allow employees with potential to work under and be coached by successful managers. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

7. Employee Development Employee development methods • Committee assignments provide opportunities for: • decision-making • learning by watching others • becoming more familiar with organizational members and problems • Lecture courses and seminars benefit from today’s technology and are often offered in a distance learning format. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

8. Employee Development Employee development methods • Simulations include case studies, decision games and role plays and are intended to improve decision-making. • Outdoor trainingtypically involves challenges which teach trainees the importance of teamwork. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

9. Organization Development • What is change? • OD efforts support changes that are usually made in four areas: • The organization’s systems • Technology • Processes • People Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

10. Organization Development • Two metaphors clarify the change process. • The calm waters metaphor describes unfreezing the status quo, change to a new state, and refreezing to ensure that the change is permanent. • The white-water rapids metaphor recognizes today’s business environment which is less stable and not as predictable. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

11. Change Process Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

12. Organization Development OD Methods • Organizational development facilitates long-term organization-wide changes. • OD techniques include: • survey feedback • process consultation • team building • intergroup development Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

13. Organization Development • Survey feedback assesses organizational members’ perceptions and attitudes. • The summarized data are used to identify problems and clarify issues so that commitments to action can be made. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

14. Organization Development • Process consultation uses outside consultants to help organizational members perceive, understand, and act upon process events. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

15. Organization Development • Team building may include: • goal setting • development of interpersonal relationships • clarification of roles • Team building attempts to increase trust, openness, and team functioning. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

16. Organization Development The Learning Organization • Values continued learning and believes a competitive advantage can be gained from it. • Characterized by: • capacity to continuously adapt • employees continually acquire and share new knowledge • collaboration across functional specialties • teams are an important feature Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

17. Evaluating Training and Development Effectiveness Evaluating Training Programs: • Typically, employee and manager opinions are used, • These opinions or reactions are not necessarily valid measures • Influenced by things like difficulty, entertainment value or personality of the instructor. • Performance-based measures (benefits gained) are better indicators of training’s cost-effectiveness. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

18. Evaluating Training and Development Effectiveness Performance-Based Evaluation Measures • Post-training performance method. Employees’ on-the-job performance is assessed after training. • Pre-post-training performance method . Employee’s job performance is assessed both before and after training, to determine whether a change has taken place. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

19. Evaluating Training and Development Effectiveness Performance-Based Evaluation Measures • Pre-post-training performance with control group method. • Compares the pre-post-training results of the trained group with the concurrent job performance of a control group, which does not undergo instruction. • Used to control for factors other than training which may affect job performance. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

20. International Training and Development Issues Cross-Cultural Training • Necessary for expatriate managers and their families: • before assignments (to learn language and culture) • during, and after foreign assignments (to adjust to changes back home). Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

21. International Training and Development Issues • Cross-cultural training is more than language training • Involves learning about the culture’s: • History • Politics • Economy • Religion • Social climate • Business practices • May involve role playing, simulations. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

22. International Training and Development Issues Development • Often, organizations do not do a good job of planning for the return of overseas managers. • Leads to the managers’ being frustrated • Returning expatriates can: • be assigned a domestic position • prepare for a new overseas assignment • retire or be terminated Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

23. Summary • Employee Development • What is change and the Change Process • OD techniques include: • survey feedback • process consultation • team building • intergroup development • The Learning Organization • Evaluating Training Programs • Cross-Cultural Training • International Training and Development Issues Fundamentals of Human Resource Management 8e, DeCenzo and Robbins