Page 241 - Fundamentals of Management Myths Debunked (2017)_Flat

Compensation–employee Benefits: Non-cash compensation
from employers

• Compensation package is > just hourly wage or annual salary

• Also includes employee benefits—important and varied nonfinancial

rewards designed to enrich employees’ lives

• Benefit packages can vary widely and often

reflect efforts to provide something that each
employee values

• Some benefits—Social Security, workers’ and

unemployment compensation—are legally required,
but organizations may provide others such as paid

time off from work, life and disability insurance,
retirement programs, and health insurance. 40

employee benefits
Membership-based rewards designed to enrich employees’ lives
J.R. Bale/Alamy

How can training programs be evaluated? Usually several managers, representatives
from HRM, and a group of workers who have recently completed a training program are
asked for their opinions. If the comments are generally positive, the program may get a favor-
able evaluation and it’s continued until someone decides, for whatever reason, that it should
be eliminated or replaced.
Such reactions from participants or managers, while easy to acquire, are the least
valid. Their opinions are heavily influenced by factors that may have little to do with the
training’s effectiveness, such as difficulty, entertainment value, or the personality charac-
teristics of the instructor. However, trainees’ reactions to the training may, in fact, provide
feedback on how worthwhile the participants viewed the training to be. Beyond general
reactions, however, training must also be evaluated in terms of how much the participants
learned; how well they are using their new skills on the job (did their behavior change?);
and whether the training program achieved its desired results (reduced turnover, increased
customer service, etc.). 41

Write it!
If your professor has assigned this, go to the Assignments section of mymanagementlab.com to
complete MGMT 9: Management & Human Resources (HR Decision Making).

240