Chapter

TRAINING &
DEVELOPMENT
S.S.Hamila
S.S.Hamila
Lecturer,
Lecturer,
ATI
ATI-Batticaloa
-Batticaloa
• Vital function of HRM
• It deals with maintaining & improving efficiency &
effectiveness of HR at work in organization
• Concerned with enhancing individual employee
performance & group performance in order to increase
overall business performance of organization
Objectives
• Define what T&D is?
• Explain why T&D is useful & important
• Know methods of training
• Understand training process
 Definition
T&D is a formal process of changing employee behavior &
motivation to enhance employee job performance & overall
performance of organization
“HRM function that formally & systematically provide new learning
to increase employees’ capabilities so as to increase their current job
performance & future job performance”
• It helps to contribute to achieve individual employee &
organizational goals
• It is a function that give capabilities to employees so that they
will be able to perform their job successfully & through T&D
employees are taught
• This teaching will provide knowledge, skills & attitude to
generate new capabilities/abilities within the employees
• These capabilities are vital to perform the duties &
responsibilities of job
• Therefore, T&D is an attempt to increase job performance of the
employee at present or future compared with the past by
increasing the needed job related capabilities
• T&D increase job related abilities through;
1. By improving job related knowledge
2. By creating job related skills
3. By generating positive attitudes for proper organizational
functioning
 Job-related knowledge Job-related skills Attitudes
Facts, principles, theories, Involves capabilities to perform Predisposition (tendency)
concepts, processes, policies, duties & responsibilities about somethings
procedures, rules etc. with Ability to do something due to Attitude is a characteristic &
regard to duties & training long lasting way of thinking,
responsibilities Skills are for doing & applying feeling & behaving toward an
What employee know Enable person to do something object, idea, person
Knowledge is for having Acquired by doing or applying Attitude involves beliefs about
information & understanding (cognitive), feeling towards
that information (affective), & intention of
Acquired through listening, acting towards (behavioral)
watching & reading

Right knowledge will contribute to right skill

Through training negative attitudes can be changed. Wrong beliefs can be removed
by giving a right knowledge
• Employee’s performance depend on his/her ability & motivation
EP = f (A,M)
• Employee performance can be changed by changing ability & motivation of
employee
• T & D directly affects ability & indirectly affects motivation
• Effects of T&D

Training & Development

Employee Ability Employee Motivation Job

(due to increase in (confidence & self- Performance
K,S,A) esteem increase)
 Education, Training & Development
• Training & Education
Training can be identified as a process of giving K, S & A needed to perform a job
successfully (vocationally oriented instruction at work place)/ more specific & narrow,
job oriented, take short period, utilize K, S & A to perform duty as soon as training is
over
• Purpose is to increase employee ability & motivation to become good employee
Education is a process of giving K, S & A so as to generate understanding & competence
with regard to a certain subject (formal instructions)/more general & broad, education is
subject oriented, takes a longer period of time, when & where K,S, & A will be utilize is
unknown
• Purpose is to become a good citizen with good character
• Both training & education generate & enhance K, S & A
 Training Development
Designed to give job related K, S & A to Design to give job related K, S & A to
employee who are not managerial employee who are managerial employees
employees Focus on teaching about decision making,
Focuses on teaching methods of using leadership, communication, motivation,
machines & tools, how to repair them, planning, controlling human relation
physical skills

Training is a programmed designed to give Development is the progress occurred with

K, S & A employee due to following training
Training is cause Development is the effect
Training results in development Positive change within employee

Making the employee ready to perform Making the employee ready to perform
current job future job higher rank
Take a reactive (sensitive) process Take a proactive (active) process
 Why is T&D necessary?
• T&D need is identify from the employee’s performance deficiency/gap
• Employee performance deficiency is the degree of negative gap between
the standard (desired) performance of employee (what he/she is supposed
to perform) & actual performance (what he/she has performed actually)
• Need for T&D arises if performance deficiencies of the employee are due to
lack of capabilities & abilities
• PE identifies performance deficiencies. Why do performance deficiencies
occur?
• There can be several reasons as employee inability, demotivation or poor
working condition
• If the reason is employee inability, T&D remove that inability
 Purposes/advantages/benefits of T&D
• After PE all employees are categorized as excellent, good, average, poor
& very poor & provide T&D accordingly. E.g. excellent employees need to
develop to take more responsibility
• When giving promotions or transfers, employees may need new abilities
to perform duties successfully
• When hiring new employees. In addition to induction, employees needs
to be trained on the job so they able to perform duties in desired way
• To prevent employees from obsolescence (due to modernizing
knowledge, skills or technology)
Advantages to the organization
• To increase quantity, quality & productivity
• To reduce defects, wastage, no. of accidents, errors, time & cost
• To lower the maintenance cost
• Changing attitudes favorably
• To reduce degree of supervision
• To increase employee motivation & moral
• To reduce employee turnover/absenteeism
• To decrease employee tardiness (delay)
• To give new skills to increase performance in better way
 Advantages to employees

• New knowledge & skills (through T & D employee able to acquire new job
K & S. these new capabilities will become personal assets of employee
• Higher confidence (fear will disappear)
• Higher possibility of getting promoted
• Higher rewards (skilled employees get more rewards)
• Adjustment (no obsolete occur)
• More job security (probability of occurring accidents will reduced)
• Increased motivation & satisfaction
 Methods of training
1. On-the-job Training (Job Instruction Training / JIT)
Training is given by allowing the trainee to perform duties of the job. While performing
the duties of the job the employee learns the know-how of doing the job. Employee is
employed on the job & expert teaches how to perform the duties of job successfully.
Trainer is immediate superior of trainee or expert in the field.
Through this method trainee gain exposure to job reality. This allows the trainee to
be active, to repeat & to practice
Simple, popular method & not very costly, can use to train managerial & non
managerial employees
It doesn’t give potential to do a future job / success heavily depend on quality of
trainer / no suitable to train certain type of employee at first time e.g. pilots
2. Apprentice Training
Training is given to people who are new to the jobs. E.g. plumber, barber,
electrician, carpenter etc.
It is designed to give employee an understanding of the rules & procedures
they follow in carrying out the work & get chance to apply these in actual
job setting.
It contain learning theory in classroom & practice in job setting
This has high level of participation, practice, relevance, transferability
Training cost is high
Cont;
An apprenticeship is a system of training a new
generation of practitioners of a trade or profession with
on-the-job training and classroom work where workers
learn the practical and theoretical aspects of a highly
skilled occupation.
3. Job Rotation
Training is given by shifting the employee from one job to another job after a
certain period. Training is given to perform several jobs rather than one job.
Employee get motivated due to task variety & can be used to train managers
& non managers
4. Vestibule Training (Simulated Training/Simulation)
Training is given in an artificial place. Artificial working place which is similar
to actual work place is created using actual equipment or equipment
simulators & trainee is trained in this artificial setting. It does not perform
actual operation of organization e.g. pilots, astronauts
It is safe, give learning efficiency, cost saving & reduce possible accidents,
can use for several years
Cost & other resources vested are high initially
5. Programmed Instruction
Trainee learn through self study mostly distance learning. Use study manuals,
textbooks, computer or internet. Without a trainer, trainee expect to learn
concepts, principles, facts & processes
Learner can learn at his/her own speed, Easier to learn because learner learn
in small amount, Immediate feedback & reduces the risk of errors
Some has no ability to learn through self study
6. Case Study Method
Training is given through a written description of a problematic situation that
requires to be analyzed. Case is a record of organizational issue. It attempts
to link between the theory & practice & make corrective action.
Popular method for training managers but not a easy work
7. Critical Incident Method
Critical incident is a short description of very important event that involves at
least a problem needing to be solved. In this trainee is suppose to improve
analyzing & decision making skills within a shorter period
8. Skill Builder
It is an assignment or exercise that aims at allowing the trainee to develop
certain skill(s) rather than knowledge. Short, individual assignments that can
complete outside class & trainer give feedback later
9. Role Playing
This allows learners to act out a particular situation. Act is based on a case or
critical incident. Training is given in a group setting. Purpose is to familiarize
the trainees with daily job situations & to learn more appropriate behavior
10. Behavioral Modeling
Modern method that focus on teaching interpersonal skills & cognitive
(mental) skills. It presents an ideal behavior for solving a certain problem.
Time consuming & costly
11. In-Basket Technique
Trainee is a given special box that includes no. of business papers like memos,
reports, letters, e-mails & telephone massages come across by manager &
required to act on the information contained in these business papers
Trainee suppose to organize information in the basket, prioritize, make
decision & prepare responses to handle the problem presented
More practical method to train managers & trainer’s feedback is needed for
effective learning
12. Sensitivity Training (Laboratory Training)
Training is given in a group setting to enhance interpersonal skills (less than
12) without a active trainer. Trainees actively contribute learn how to behave
in a group, giving criticism, how to control emotion without agenda. Trainer
provide helps & facilitate discussion
13. Lecture Method
Under this method verbally present the job related knowledge by an expert
to a considerable number of participants. This can be more effective when
audiovisuals are used.
Most frequently used method. Within a short time can give set of organized
information to a large no. of trainees. Cost per trainee is very low
This has low level of trainees’ participation, practice & feedback
14. Coaching
Senior manager work as the coach & trains a trainee(s) on the job. Coach
assigns tasks, monitors trainees behavior & provide support & feedback.
Coach provides a model for trainee to copy. Success of training heavily
depend on quality of coacher
15. Understudy
Senior manager trains a junior manager on the job so that the senior
manager is replaced by the junior manager. Form of caching & success
depends on coaching ability & motivation to teach of senior manager
16. Assignments
Special project is assigned to trainees to do within a certain period of time.
Trainees are required to submit report including findings, suggestions &
conclusion regarding special problem faced by the organization
 Other Methods
• Special educational programs (offered by universities, professional institutes,
etc.)
• Conferences (special meetings to present research, etc.)

• Videoconferencing/Tele-training (used to train trainees at different locations

• Computer-Based Training

• Audiovisual-Based Training ( use films, power points, audio/video tapes, etc.)

• Action Learning (giving actual business problems not relating to the field of
specialization of trainee & require their solutions)
• Business Games (trainee managers compete by making decisions sequentially
regarding realistic but simulation situation)
• Out-Bound Training (trainees are sent out of organization to a distant place to
develop human relation skills)
 On-the-job T&D Methods Off-the-job T&D Methods
JIT Case study method
Apprentice training Critical incident method
Job rotation Skill builder
Vestibule training Role playing
Coaching Sensitivity training
Understudy In-basket training
Lecture method
Programmed instruction
Role playing
Behavioral modelling
Special courses
 Selecting T&D methods
• Cost (financial strength)
• Number of trainees (large number lecture method)
• Objective of training (giving knowledge, lecture method)
• Availability of competent trainers (if no internal trainers, outside trainer or
sent to a training center)
• Availability of time
• Ability to increase motivation to learn
• Types of trainees (case study, business games to managers/apprentice
training to employees who do craft jobs)
 Systematic training process
Identify Prioritize Establish Determine training
training needs training needs training evaluation criteria
objectives
Make other-related
training decisions:
Contents
Material
Method/s
Trainers
Evaluate the
Implementation Duration
success of training
Time
Place
Meals & refreshments
Travelling & payments
budget
1. Identify training need
It is essential to identify whether a need for training actually exist,
otherwise 2 major errors take place
i. Training for a wrong training need (need to improve interpersonal
skill but train on language skills)
ii. Training owing to wrong performance diagnosis (performance
deficiency is due to lack of motivation, feedback or obsolete of
systems not due to capabilities)
Through a need assessment training need is identified
Need assessment is a systematic attempt to determine actual needs which
require T&D intervention by the organization. It involves organizational, job
& person analysis
 Where should training emphasis be
placed in the organization & what
Organization factors may affect training? (short &
Need Analysis long term objectives, strategies)

What should be taught in training so

Job Need that the trainee can perform the job
Analysis successfully?

Who needs training in the

Person organization & what are specific
Need needs?
Analysis
2. Prioritize training needs
Due to limited amount of resources (finance & time) needs should be
prioritize according to order of importance. Prioritizing done based by
examining impact of each training need on achieving strategic needs. Other
factors consider are; competencies of trainers, desire of top management,
possibility of measuring results, trade union influence
3. Establish training objectives
This refers to targets to be achieved owing to training. It is developed based
on the identified training need
e.g. after training, sales person should able to give information of 3
products within 15 minutes
4. Determine training evaluation criteria
Criteria are factors identifying success of training program.
They are derived from training objectives
e.g. time taken to give information, amount of information
given
Cost of training
i. Fees, pay incentives for internal trainers
ii. Materials needed (i.e. books, manuals, articles, writing papers)
iii. Cost of training tools
iv. Transportation cost
v. Opportunity cost (loss of production due to training)
vi. Establishment cost (rental, electricity, water)
vii. Expenditure for meals & refreshments
viii. External consultant fee
ix. Others