To summarize the major points covered in this chapter:
The principal purposes of orientation are:
To reduce start-up costs of a new employee.
To reduce the fear and anxiety of the new employee.
To reduce turnover.
To save time for supervisors and co-workers.
To develop realistic job expectations, positive attitudes toward the employer, and job satisfaction.
Training is a form of education to which the following learning principles can be applied:
Trainee must be motivated to learn.
Trainee must be able to learn.
Learning must be reinforced.
Training must provide for practice of the material.
Material presented must be meaningful.
Material taught must transfer to the job.
Purposes of training and development include:
To improve the quantity of output.
To improve the quality of output.
To lower the costs of waste and equipment maintenance.
To lower the number and costs of accidents.
To lower turnover and absenteeism and increase employees' job satisfaction.
To prevent employee obsolescence.
When employee turnover is great, it is more important for the organization to provide formal technical training for employees.
Effective organizations design their training programs only after assessing the organization's and individual's training needs and setting training objectives.
Training approaches for employees include:
On-the-job training (for managers, these include coaching and counseling; transitory experiences; and transfers and rotation).
Off-the-job training (discussion, programmed instruction, and computer-assisted technologies including virtual reality, multimedia-based training, distance learning, and interactive video training).
Management development is the process by which managers gain the experience, skills, and attitudes to become or remain successful leaders in their organization.
Management and professional development is designed to reduce obsolescence and to increase employees' satisfaction and productivity.
The final phase of any training and development program should be evaluation. However, this phase is often bypassed by organizations. Also, there are some cases where rigorous evaluation may not illustrate qualitative improvements.
