Chapter One - Management Performance through Training and Development
Transcript of Chapter One - Management Performance through Training and Development
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Managing Performance
through Training and
e!elo"ment#i$th Edition
Po%erPoint #lides
r. Lori &uchart' (' ()*P
Mount *oyal +ni!ersity
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CHAPTER ONE
The Training and
e!elo"ment Process
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LEARNING OUTCOMES
+nderstand the meaning of "erformance management ,PM-'
training and de!elo"ment ,T-' and human resources
de!elo"ment ,)*-
escribe the PM "rocess and the role of T
escribe the societal' organi/ational' and em"loyee benefits
of T
iscuss T in (anada
E$"lain the role of the en!ironmental and organi/ational conte$t of
T and the human resources system
iscuss the meaning of strategic )*' T' and high"erformance
%or systems
iscuss the instructional systems design model of T
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INTRODUCTION
alue of T cannot be underestimated 4 critical function
Number of incidents attributable to lac of training' %hich
cost li!es and money
#uccess and com"etiti!eness are highly de"endentu"on sound T 4 critical to organi/ational "erformance
T are ey factors in creati!ity' inno!ation' and transfer
of no%ledge' and are "art of the defining factors of best
com"anies to %or for in (anada 5t is a sound in!estment %ith an *65 4 not a cost7
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PERFORMANCE
MANAGEMENT
Performance managemententails
Not a single e!ent 4 it is a continuous loo" of9
: ,*e-Establishing "erformance goals ande$"ectations
: esigning inter!entions and "rograms to de!elo"
em"loyee ;#< and o!erall em"loyee and com"any
"erformance: Monitoring success of inter!entions and "rograms
Em"loyee de!elo"ment "lans are critical in this "rocess
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PM PROCESS
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TRAINING AND
DE!ELOPMENT
Training an" De#elo$ment
: ?ormal and "lanned efforts that allo% one to
ac@uire ;#
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HUMAN RESOURCES
DE!ELOPMENT
HRD
: #ystematic and "lanned acti!ities that are
designed by an organi/ation to "ro!ide9
4Em"loyees %ith an o""ortunity to learnnecessary sills to meet current and future Aob
demands
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T%D &ENEFITS
Organi'ational
5ncreases effecti!eness and "roducti!ity
Maintains com"etiti!e ad!antage
5m"ro!es recruitment and retention efforts
Pro!ides an integrated structureC"rocess to
achie!e organi/ationDs business obAecti!es
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T%D &ENEFITS
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Intrinsic an" E(trinsic
: (onfidence
: #elfefficacy
: )igher earnings
: PromotionCad!ancement
: Positi!e attitudeCbeha!iour
: #ee out o""ortunities
Em$lo)ees
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T%D &ENEFITS
Societ)
Societ)
: #illed %orforce
: 5ncreased standard of
li!ing
: 5ncreased global "resence
Note (anada lags in thecategory of inno!ation and
com"etiti!eness
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CANADA STATISTICS
Can we do better in Canada?
Number of employees in Canadianorganizations that receive training:
411 million workers receive some sort ofworkplace training as follows:
ore than !"# $%&'( full)time workers
*+' part)time employees#1' seasonal"contract employees
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IN!ESTMENT OR
E*PENSE+
200= 4 (anada raned 21st in T s"ending
2002 4 (anada raned 12th in T s"ending
+nderin!estment may lead to a ga" in essential
sills to remain com"etiti!e in todayDs globalmaret"lace
Must increase s"ending 4 not loo at it as an
e$"ense' but rather an in!estment
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,UE&EC TRAINING
LA-
Passed in 184F1G or training la%H
: 6nly "ayroll training ta$ in North
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T%D CONTE*T
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T%D CONTE*T
A. En#ironmental Conte(t
1. Jlobal com"etition
2. Technology3. Labour maret
. (hange
8. #ocial climate
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T%D CONTE*T
&. Organi'ational Conte(t
1. #trategy
2. #tructure3. (ulture
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T%D CONTE*T
C. H/man Reso/rces Management S)stem
)ighPerformance Kor #ystem ,)PK#-
5ntegration %ith all )* "ractices and"olicies
5ntegration %ith business strategy
0 Is Essential 5nfluences T strategy' "olicy' and "ractice
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STRATEGIC T%D
&usiness strategy influences )*M strategy
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INSTRUCTIONAL S1STEMS
DESIGN MODEL 2ISD3
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INSTRUCTIONAL S1STEMS
DESIGN MODEL 2ISD3
Rational an" scientific mo"el of T%D
$rocess consists of t4ree ma5or
o#erla$$ing ste$s #tarts %ith "erformance ga" or itch ,"roblem-4 Training needs analysis
4 Training design and deli!ery
4 Training e!aluation The 5# model guides strategic T "rocess
,and the rest of this course-
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SUMMAR1
5n!estigated strategic T "rocesses and dri!ers of
these "rocesses
T "lay critical roles in an organi/ationDs
com"etiti!e ad!antage' effecti!eness' and"roducti!ity
one right' there can be a significant *65 4 not
sim"ly an e$"ense
iscussed state of training in (anada %ith added
em"hasis on the Iuebec Training La% and its
effecti!eness since its ince"tion
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SUMMAR1
The !alue of training and de!elo"ment is increased
%hen lined to #)*M' aligned %ith other )*
"ractices ,and a )PK#-' and tied to an
organi/ationDs business strategy
5ntroduced instructional systems design ,5#- model
: ;ey conce"ts to be addressed in subse@uent
cha"ters' such as needs analysis' training designand deli!ery' and the e!aluation of training
"rograms