Module III

Human Resource Management

TRAINING
 • Dale S. Beach defines training as
‘the organized procedure by
which people learn knowledge
and/or skill for a definite
What is purpose’. Training refers to the
teaching and learning activities
Training? carried on for the primary
purpose of helping members of an
organization acquire and apply
the knowledge, skills, abilities,
and attitudes needed by a
particular job and organization.
 • Training refers to an education process in
Difference which employees get a chance to
develop skills, competency and learning
between as per the post duty requirements.
• Development refers to an informative
Training process which mainly helps in
understanding about the overall growth
and and improvement of the skills of the
employee. So simply we can say it is a
Developm process of learning and growth.
Developments are performed in an aim
ent of improving knowledge and skill to face
future challenges.
 Enlargement of skills and competency.

Effective utilization of the existing human

resources.

Significa Enhancement of customer satisfaction.

nce of Enhancing competitive advantage.

Training Enrichment of team spirit.

Ensuring personal growth.

Enabling a learning culture.

Training Process

• The Training Process comprises of a series

of steps that needs to be followed
systematically to have an efficient training
programme. The Training is a systematic
activity performed to modify the skills,
attitudes and the behavior of an employee
to perform a particular job.
• Needs assessment: The first step in the training
process is to assess the need for training the
employees. The need for training could be
identified through a diagnosis of present and
future challenges and through a gap between
the employee’s actual performance and the
standard performance.
• Deriving Instructional Objectives: Once the
needs are identified, the objectives for which the
training is to be conducted are established. The
objectives could be based on the gaps seen in the
training programmes conducted earlier and the skill
sets developed by the employees.
• Designing Training Programme: Every training
programme encompasses certain issues such as: Who are
the trainees? Who are the trainers? What methods are
to be used for the training? What will be the level of
training? etc. Also, the comprehensive action plan is
designed that includes the training content, material,
learning theories, instructional design, and the other
training requisites.
• Implementation of the Training Programme: The foremost decision
that needs to be made is where the training will be conducted
either in-house or outside the organization. Once it is decided, the
time for the training is set along with the trainer who will be
conducting the training session. Also, the trainees are monitored
continuously throughout the training programme to see if it’s
effective and can retain the employee’s interest.
• Evaluation of the Training Programme: After the training is
done, the employees are asked to give their feedback on
the training session and whether they felt useful or not.
Through feedback, an organization can determine the weak
spots if any, and can rectify it in the next session. The
evaluation of the training programme is a must because
companies invest huge amounts in these sessions and must
know it’s effectiveness in terms of money.
Assessing Training
Needs
• It is usually done at two levels. At the first level, the training
needs of the individual employees are assessed. At the
second, training needs are assessed for different groups in
the organization.
• The training needs assessed at group levels are usually
referred to as the organizational-need assessment.
• Normally, the employee skills inventory is prepared to
identify the likely skills shortage in the organization. Skills
inventory is an estimation of the kind of skills possessed by
the employees while skills shortage is the situation where
the required skills are more than the available skills.
• The individual employee’s training needs can be assessed
by comparing the actual performance of the employee with
the standard performance.
• To determine the training needs of its employees, an
organization should involve as many sources as possible
and then decide on the best one that can provide reliable
 Performance Evaluation

Assessin Job Analysis

g Attitude Survey

Training Advisory Panel

Needs Ability Test Score

Feedback
 Development of Training
Objectives

Designin
g Formal Selection of the Training

Training Techniques

Program
Identifying the Trainer
 Methods
of Training
 • It is a method in which employees learn
their job by actually doing it. This type of
On-the-job training is usually practiced on a day-to-
day basis along with or as part of the job.
Training The basic idea behind the adoption of this
kind of training is to transfer the skills and
Methods knowledge from a highly competent and
experienced employee to a new one,
while sustaining the productivity of both.
Apprenticeship Training: It is commonly used to train people for various crafts jobs like those of an electrician, a fitter, a
turner, a plumber, a carpenter, a machinist and a printer. In this method, the superior, who is usually a highly skilled
employee, becomes the instructor and imparts knowledge to the trainee (called an apprentice) at the work spot.

Job Rotation: The employees are moved from one job to another just to widen their skill, knowledge and experience. Job rotation
training programmes are frequently applied by organizations to promote effective teamwork. Organizations practice rotational
programmes primarily for entry-level jobs to impart skills to the new employees that will enable them to perform multiple jobs.

Internship and Assistantship: Internship is concerned with gaining supervised practical experience, especially by
a medical graduate. Lately, it has been gaining acceptance in business organizations as well. As a training
technique, it permits the participants to combine the theory learned in the classroom with the business practices.
Job Instruction Training: The step-wise process of imparting training to the
employee is called job instruction training. In fact, the execution of any job
involves a step-by-step performance of the various tasks of that job. Under this
method, all the necessary steps in the job, together with brief write-ups about each
step, are compiled sequentially. Each step would have a corresponding self-
explanatory note. Each note would explain what needs to be done in that step,
why it must be done and how it has to be done. In this way, the job instruction
training sheet for each job can be prepared and provided to the trainees. This
method will enable the trainee to learn the job practically with the minimum
guidance of the trainer.
 • It is a method in which workers are
imparted training at a place away
Off-the- from their usual workplace. This
place could be a classroom or
job training Centre. The purpose of
off-the-job training methods is to
Training minimize the distractions to the
trainees. These methods are ideal
Methods for teaching the theoretical aspects
of the jobs. Off-the-job training
methods become critical when on-
the-job training involves potential
risk to the trainees and others.
• Programmed Learning: This method is also known as scheduled learning or
programmed instruction method. Under this method, the trainees are made to
reply to the job-oriented questions, problems, concepts, cases and facts as
part of learning job skills. As soon as this process is over, the trainees are provided with
feedback that details the accuracy of their answers.
• Simulation Method: This method is employed when it is impossible or risky to
provide the trainees on-the-job training. Simulation is a technique that creates
a situation which, as nearly as possible, replicates the real one. In fact, it refers
to any equipment that attempts to provide a realistic decision-making environment for
the trainees.
• Laboratory Training: This method is also called sensitivity training or T-group
training. This training is typically organized for a small group of trainees who are
normally not familiar with one another. It is organized under the supervision of
seasoned trainers, who may play the role of careful observers, in a neutral
venue away from the place of work. Sessions are organized to let trainees meet
personally to share their feelings, opinions, attitude, perceptions and values.
• Case Study Method: In this method, trainees are provided the necessary
information in a case study format, and they are expected to produce
decisions based on their understanding of the given cases. In fact, each case
study presents elaborate information about a specific series of real or imaginary
incidents. The case studies may deal with the activities of an organization or with the
specific problems faced by it during its operation or during the interactions among its
members.
• Lecture Method This method is also called the chalk-and-talk method. It is a
traditional method of imparting knowledge to many trainees at the same time. It is a
verbal form of delivering information in a classroom environment. This method
is appropriate when a large amount of information is to be provided within a limited
span of time.
• Role-playing: Role-playing refers to acting out a particular role. This method is
simply the learning-by-doing technique. The trainee, instead of merely listening to the
trainer’s instructions regarding the ways and means of solving a problematic situation
or discussing them, responds to that problem by acting out real-life situations. Typically,
a trainee assumes the role of a specific personality relevant to the given
situation and responds to the problems of that situation in that role.
• Video-conferencing This is one of the distance learning methods for training. It
is best suited when the trainer and the trainees are separated geographically. It allows
people in one location to communicate live via audio-visual aids with people in another
city, country, or with groups in several cities. It is mostly interactive in nature and
offers enough flexibility.
Evaluation of Training Programs
 Time series design- In this, the
process of evaluation starts even
before the beginning of the actual
training programme, and it involves

Evaluati
a series of measures before and
after the training programme.

on
study
designs Pre-Test–Post-Test control group
design- In this method, the inter-
period (before and after training)
and the inter-group (between the
experimental group and the control
group not subjected to any training
programme during the same period)
comparisons of performance are
done.
Effects to be Measured in Evaluation
 Absence of corporate commitment

Trained employees will be lured by the competitors

Issues in Cost and infrastructure challenges

Training Accounting rules generally treat training as expenses

Lack of adequate financial support from the government

Low availability of employable graduates with adequate skills

Performanc
e Appraisal
• Concept of PA

PA is the process of assessing the performance & progress of an

employee or a group of employees on a given job & his potential for
future development.

It consists of all formal procedures used in working organizations to

evaluate personalities, contributions & potentials of employees.

It is the process of obtaining, analyzing & recording information

about the relative worth of an employee.
• Definitions of PA
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Performan
ce
Appraisal
Process
Objectives
 The different appraisal methods used by the
org in India & abroad are
• Performa
nce There are two methods
1) Traditional Methods
Appraisal Traditional methods of performance appraisal are old-style ways that companies use to
check how well employees are doing their jobs. These methods mostly rely on ranking,
Methods rating, and personal opinions rather than clear data or feedback from different people.
2) Modern Methods
Modern methods of performance appraisal are new and improved ways that companies use
to evaluate employees. These methods focus on fairness, employee growth, and real data
rather than just one person’s opinion.
 Work Standards Approach

Essay appraisal

Tradition Critical Incident Method

al
Methods
Checklists

Graphics Rating Methods

Alteration Ranking Methods

Paired Comparison Methods

 • This method of appraisal is more suitable
Work in a manufacturing scenario, where the
goals are pre-determined work standards.
Standards These work standards can be set based on
Approach the average output of a typical employee
in the org. The advantage of this method
is that the goals to be measured are very
objective.
 • The appraiser prepares a document
describing the performance of the
Essay employees. Questions or guidelines are
provided to the appraiser, based on which he
Appraisals analyses & describes the employees
performance. The advantage of this method
is that the appraiser can express all his views
on the emps performance
 • In this method of performance appraisal, the
appraiser makes a note of all the critical
incidents that reflect the performance or
Critical behavior of the employee during the
Incident appraisal period. These are recorded as &
when they occur & can demonstrate either
Methods positive or negative performance. This
method is rarely used because in this
method you required in recording the
incident. The employee also not like this
method.
• Ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked. • Ranking employees by making a chart of all possible pairs of the employees for each trait and indicating which is the better employee of the pair.

Alternation ranking method Paired comparison method

 Alternation
Ranking
Scale

Figure 9–6
Ranking Employees by the
Paired Comparison Method

Note: + means “better than.” − means “worse than.” For each

chart, add up the number of 1’s in each column to get the
highest-ranked employee. Figure 9–7
Checklists • In this method, the rater has to respond ‘yes’
or ‘no’ to a set of questions which assess the
emps performance & behaviour.
Graphics Rating Methods
• This method of appraisal requires the rater to rate the employee on factors like
quantity & quality of work, job, knowledge, punctuality, attendance etc.

1) The communication skills of the employee can be rated

as
1) 2) 3) 4) 5)
5-Excellent
4-very good
3-good
2-Adequate
1-Inadequate
Graphic
Rating
Scale with
Space for
Comments
 Management by objective
(MBO) or goal setting

Modern 360-degree performance

Method appraisal

Team Appraisals
Linkage of Performance Appraisal
with Motivation at Work in HRM
• How Performance Appraisal Affects Motivation
1. Recognition and Rewards
1. Employees feel valued when their efforts are acknowledged.
2. Promotions, bonuses, and salary increments boost motivation.
2. Goal Setting and Clarity
1. Clear performance expectations help employees focus their efforts.
2. Aligning personal goals with organizational objectives enhances commitment.
3. Skill Development and Career Growth
1. Constructive feedback identifies areas for improvement.
2. Training programs linked to appraisal foster career advancement.
4. Job Satisfaction and Engagement
1. Positive feedback increases job satisfaction.
2. Employees who feel appreciated are more engaged and loyal to the company.
5. Fairness and Transparency
1. A well-structured appraisal system ensures fair treatment.
2. Employees motivated when they perceive evaluations as just and unbiased.
Advantages and
Disadvantages
of Appraisal
Tools