Page 236 - Fundamentals of Management Myths Debunked (2017)_Flat

CHAPTER 7 • Managing Human Resources 235
Indications that job performance is declining include decreases in production numbers, lower
quality, more accidents, and higher scrap or rejection rates. Any of these outcomes might sug-
gest that worker skills need to be fine-tuned. Of course, we’re assuming that an employee’s
performance decline is in no way related to lack of effort. Managers, too, must also recognize
that training may be required because the workplace is constantly evolving. Changes imposed
on employees as a result of job redesign or a technological breakthrough also require training.

hoW are emPLoyeeS trained? Most training takes place on the job. Why? It’s
simple and it usually costs less. However, on-the-job training can disrupt the workplace and
result in an increase in errors while learning takes place. Also, some skill training is too
complex to learn on the job and must take place outside the work setting.
Many different types of training methods are available. For the most part, we can classify
them as traditional and technology-based. (See Exhibit 7–7.)

hoW can managerS enSUre that training iS WorKing? It’s easy to gener-
ate a new training program, but if training efforts aren’t evaluated, it may be a waste of
resources. It would be nice if all companies could boast the returns on investments in train-
ing that Neil Huffman Auto Group executives do; they claim they receive $230 in increased
29
productivity for every dollar spent on training. But to make such a claim, training must be
properly evaluated. (continued on p. 240)

try it!
If your professor has assigned this, go to the Assignments section of mymanagementlab.com to
complete the Simulation: Human Resource Management.

Exhibit 7–7 Training Methods

traditionaL training methodS
On-the-job—Employees learn how to do tasks simply by performing them, usually after
an initial introduction to the task.
Job rotation—Employees work at different jobs in a particular area, getting exposure to
a variety of tasks.
Mentoring and coaching—Employees work with an experienced worker who provides
information, support, and encouragement; also called apprenticeships in certain
industries.
Experiential exercises—Employees participate in role-playing, simulations, or other
face-to-face types of training.
Workbooks/manuals—Employees refer to training workbooks and manuals for
information.
Classroom lectures—Employees attend lectures designed to convey specific
information.

technoLogy-baSed training methodS
CD-ROM/DVD/videotapes/audiotapes/podcasts—Employees listen to or watch selected
media that convey information or demonstrate certain techniques.
Videoconferencing/teleconferencing/satelliteTV—Employees listen to or participate as
information is conveyed or techniques demonstrated.
E-learning—Employees participate in Internet-based learning, including simulations or
other interactive modules.
Mobile learning—Employees participate in learning activities delivered via mobile devices.

Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 353. Reprinted and
electronically reproduced by permission of Pearson Education, Inc., New York, NY.