Development methods: (Away-from-the-job training & development (The…
Away-from-the-job training & development
The assessment centre requires managers to participate in activities designed to identify job related strengths & weaknesses
In-basket exercise & assessment centre:-includes a series of hypothetical problems that a supervisor may find in a typical in-basket.
Role playing:where participants play the roles of those involved in an organisational problem. The goals of role playing are to analyse interpersonal problems & develop human relations skills
Case study:a written description of an organisational problem & requires participants to identify & analyse specific problems, develop alternative courses of action & recommend the best alternative
E-learning:- refers to web-based learning , virtual classrooms, computerised learning modules, interactive tv, satellite broadcasts
Vestibule or simulation:-is created to resemble the employee’s actual work area and is performed with the aid of an instructor who demonstrates on the same kind of machine the trainee will use on the job.
Includes any form of training performed away from the employee’ immediate work area.
Seminar: presented by an outside institution eg consultant/professional institution.
Lecture: where an Education Training & Development Practitioner can provide information to a large group in a timely manner.
Conference/discussion:-permits a dialogue between the trainer & trainee, as well as among trainees in discussing problems & specific issues
On the job training and development:
Involves job instructions given by an employee’s supervisor/experienced co-worker.
Apprenticeships (learnership) & internship:-are formal development, because the employee receives a formal qualification on completion
Job rotation: where a staff member is moved to a new job as soon as he/she knows the current job well.
Mentoring: A mentor is a senior manager who provides guidance to a junior manager/professional & facilitates his/her development
Enlarged & enriched job responsibilities:-by increasing the employee’s duties, responsibilities & autonomy.
Coaching:Development in the organization can also occur through coaching by the employee’s immediate supervisor
Job instruction training(JIT): a series of steps that supervisors follow when training employees.
Performance appraisal (employee rating/performance review/results appraisal/evaluation)
The results of a performance appraisal can be used for three basic purposes
2) To determine whether the employee should be promoted.
3) To provide the employee with feedback.
1) To provide a basis for financial rewards
Purposes: Performed exceptionally well, Complied with the requirements of the job & Not complied with the requirements of the job
Front line managers conduct the appraisals
An appraiser has the opportunity to observe an employee’s performance over a period of time.
An ideal performance appraisal involves the comparison of work results with quantitative objectives.
The 360* system rating recognises that the manager is not the sole source of performance appraisal information.
The danger of the short gun approach to development
where it is believed that if a training programme is good for one employee, then it must be good for every one.
The organisation does not conduct training needs analysis