Managing Training and Development in Organisations
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Questions and Answers

What is a threat in the context of organizational strategy?

An expected deficiency between present skills and future needs due to lack of knowledge or skill.

What is an opportunity in organizational strategy?

A future talent or competency.

Choosing an HRD strategy only focuses on the present situation within the organization.

False

What does SHRD stand for?

<p>Strategic Human Resource Development.</p> Signup and view all the answers

Which of the following are components of an organizational strategy for HRD? (Select all that apply)

<p>Organizational Development</p> Signup and view all the answers

Implementation is the process of turning plans into ______.

<p>actions</p> Signup and view all the answers

What is the primary purpose of evaluating training and development?

<p>To improve planned learning and assess its effectiveness</p> Signup and view all the answers

What does the grand strategy selection matrix help organizations to focus on?

<p>Should strategies devote attention to overcoming present weaknesses or building on present strengths.</p> Signup and view all the answers

Match the following grand strategies with their meanings:

<p>Vertical Integration = Purchase businesses providing important supplies Conglomerate Diversification = Expand into totally new areas for investment</p> Signup and view all the answers

What is strategic human resource development (SHRD)?

<p>A process of aligning personal development plans with business strategies</p> Signup and view all the answers

What percentage of companies align personal development plans with overall missions, goals, and objectives?

<p>90%</p> Signup and view all the answers

A ______ is a broad systematic examination of conditions to identify the difference between what people 'should know or do' and what they 'actually know or do.'

<p>needs assessment</p> Signup and view all the answers

Environmental scanning is an unstructured examination of future external environments.

<p>False</p> Signup and view all the answers

Which of the following is NOT one of Garavan's nine elements?

<p>Financial forecasting for HRD budgets</p> Signup and view all the answers

Name one of the four levels that impact strategic human resource training and development according to Garavan's model.

<p>The global environment</p> Signup and view all the answers

What is a key assumption of strategic human resource development?

<p>A systematic and holistic planning process should be present</p> Signup and view all the answers

SHRD helps implement strategic business plans and HR management plans, changing an organisation through planned ______.

<p>learning</p> Signup and view all the answers

What is the role of line management in HRD according to Garavan's prescriptive model?

<p>Line management must be involved in the design of HRD activities.</p> Signup and view all the answers

Rothwell and Kazanas’s model includes both prescriptive and explanatory aspects.

<p>True</p> Signup and view all the answers

What is one benefit of training and development in an organization?

<p>Employee skills are improved</p> Signup and view all the answers

Which of the following is NOT a minimum general skill required by employers from employees?

<p>Advanced coding skills</p> Signup and view all the answers

Training and development can solve all business problems.

<p>False</p> Signup and view all the answers

What is meant by the 'systems' approach to training and development?

<p>A system is a set of interdependent components that interact with their environment.</p> Signup and view all the answers

Which approach to training focuses on solving short-term problems?

<p>Problem-centered approach</p> Signup and view all the answers

What is a key characteristic of the 'competence' approach?

<p>It describes the outcome for a specific job without focusing on the learning method.</p> Signup and view all the answers

The purpose of HRD is to bring about necessary changes for _____ improvements.

<p>organisational</p> Signup and view all the answers

Which of the following is a key function of training and development departments?

<p>Quality assurance of training and development initiatives</p> Signup and view all the answers

What is a knowledge management system?

<p>A structured system for storing and retrieving information to assist employee development.</p> Signup and view all the answers

What should you be able to discuss after working through this chapter?

<p>The concepts of education, training, and development.</p> Signup and view all the answers

What is the purpose of training in an organization?

<p>To improve employee performance and enable the organization to achieve its objectives.</p> Signup and view all the answers

Which of the following is NOT a benefit of employee training and development?

<p>Immediate promotions</p> Signup and view all the answers

Define the concept of education in the context of training and development.

<p>Education is the deliberate, systematic effort to transmit knowledge, attitudes, values, skills, and sensibilities.</p> Signup and view all the answers

What does human resource development (HRD) encompass?

<p>Training, development, organizational development, and career development.</p> Signup and view all the answers

What percentage of payroll did South African organizations spend on training and development in 2010?

<p>3.13%</p> Signup and view all the answers

Training and education are independent of each other.

<p>False</p> Signup and view all the answers

What is a significant challenge faced by training and development managers in organizations?

<p>Proving the return on investment of training and development.</p> Signup and view all the answers

Match the following terms with their definitions:

<p>Training = Planned acquisition of knowledge and skills for a specific task Education = Systematic and sustained effort to transmit knowledge and skills Human Resource Development = Set of planned activities to enhance skills for job demands Management Development = Equipping managers with necessary skills for leadership</p> Signup and view all the answers

What atmosphere must the leadership style create for trainees?

<p>A positive learning atmosphere</p> Signup and view all the answers

Employees should feel forced to attend training sessions.

<p>False</p> Signup and view all the answers

What is one of the aims for trainees in an organization?

<p>Feel excited about development opportunities</p> Signup and view all the answers

What must HRD managers do to maintain morale and job satisfaction?

<p>Develop their own training and development staff.</p> Signup and view all the answers

What is crucial in monitoring the achievement of goals?

<p>Feedback</p> Signup and view all the answers

The ETD practitioner must ensure that all training and development programmes are presented in a ______ manner.

<p>purposeful and effective</p> Signup and view all the answers

Which of the following is a challenge faced by training and development practitioners?

<p>Ensure training is effective</p> Signup and view all the answers

What must be developed to prepare underrepresented groups for managerial positions?

<p>Management development programmes</p> Signup and view all the answers

Attitudes towards affirmative action training and development change quickly.

<p>False</p> Signup and view all the answers

Match the following HR functions with their descriptions:

<p>HR Planning = Determining future HR needs Job Analyses = Defining roles and responsibilities Recruitment = Attracting potential candidates Performance Management = Evaluating employee performance</p> Signup and view all the answers

What is the primary aim of training and development in organizations?

<p>Assess and address skills deficiencies</p> Signup and view all the answers

Investment in education, training, and experience can bring huge benefits to:

<p>Individuals</p> Signup and view all the answers

What is Nadler's model focused on?

<p>Training and development process in holistic terms.</p> Signup and view all the answers

The formula to determine training needs is P - KD = ______.

<p>N</p> Signup and view all the answers

Which of the following are steps in Nadler's critical events model? (Select all that apply)

<p>Determine objectives</p> Signup and view all the answers

Evaluation and feedback are only important after the training process is complete.

<p>False</p> Signup and view all the answers

What must be identified during the identification of training needs?

<p>The gap between the performance of the individual and the set standard.</p> Signup and view all the answers

What encompasses the physical resources needed for training? (Select all that apply)

<p>Facilities</p> Signup and view all the answers

What is required to ensure the successful presentation of a training program?

<p>A variety of instructional resources.</p> Signup and view all the answers

Which phase of the High-Impact Training Model focuses on tracking ongoing follow-through?

<p>Phase 6: Track ongoing follow-through</p> Signup and view all the answers

Planning determines the ______ an organization must follow to accomplish goals.

<p>direction</p> Signup and view all the answers

What are the roles involved in the 'managing' of training and development?

<p>Planning, organising, leading, and controlling.</p> Signup and view all the answers

Every training program must have a professional physical presentation to be effective.

<p>True</p> Signup and view all the answers

Study Notes

Learning Outcomes

  • Understand concepts of education, training, and development.
  • Recognize the training and development function as a subsystem within organizations.
  • Illustrate the training and development process with diagrams.
  • Describe a training and development model succinctly.
  • Identify management elements essential for a training and development program.
  • Detail the developmental phases in a strategic training plan.
  • Explain the various roles of an education, training, and development practitioner.
  • Emphasize the significance of a training and development policy and an annual training plan.

Overview of the South African Workplace

  • South African organizations allocate approximately 3.13% of payroll to training, exceeding the 1% required by the Skills Development Act.
  • Strategic human resource development (SHR) has faced neglect, impacting productivity and staff turnover.
  • A recent push from government and private sectors aims to enhance investments in training and development.
  • Challenges include rationalization of non-revenue generating functions, where training can often be overlooked.

Concepts of Training, Education, and Development

  • Training:

    • Planned acquisition of knowledge and skills for specific job tasks.
    • Aims to improve employee performance by addressing knowledge, attitude, and skill gaps.
    • Consists of systematic processes to modify skills for organizational objectives.

  • Education:

    • Systematic effort to transmit and acquire knowledge, skills, and values across generations.
    • Includes formal stages: preschool, primary, secondary, and tertiary education.
    • Provides a broader foundation for personal and professional development.

  • Human Resource Development (HRD):

    • Involves organized learning experiences with a focus on improving performance and personal growth.
    • Activities designed to enhance knowledge and skills to meet job demands.
    • Integrates training, development, organizational development, and career advancement.

Integrated Approach

  • Training, education, and development are interlinked with overlapping goals.
  • Human resource development encapsulates training and education as a holistic and proactive approach to improving workplace knowledge and behavior.
  • Aims for improved organizational performance while recognizing the foundational role of formal education systems.

Reasons for Training and Development in Organizations

  • Benefits for Individuals:

    • Enhances decision-making and problem-solving capabilities.
    • Fosters motivation, job satisfaction, knowledge, and communication skills.

  • Benefits for Organizations:

    • Increases employee skills, improving profitability and service.
    • Lowers employee turnover and enhances corporate image.
    • Positively affects productivity, quality, and employee morale.

Core Skills Required by Employers

  • Ability to learn continuously and engage in lifelong learning.
  • Proficiency in reading, writing, and basic numeracy skills.
  • Effective communication and listening abilities.
  • Creativity and problem-solving skills.
  • Positive self-esteem and motivation.
  • Strong interpersonal skills and teamwork capabilities.

Limitations of Training and Development

  • Training cannot compensate for poor management or insufficient workplace tools.
  • Issues arise when employees are not allowed to utilize skills effectively or when recruitment practices are flawed.### Generalised Approaches to Training and Development Interventions
  • Various training and development approaches can be more or less successful depending on organizational circumstances.
  • ‘Learning by exposure’ involves informal learning through observation and interaction with colleagues; lacks structure and specific objectives but can be enhanced by defined learning goals for practitioners.

Educational Approach

  • Focuses on fulfilling individual learning needs through formal programs leading to recognized qualifications.
  • Typically involves long-term planning and can utilize various learning modalities, including distance learning.

Systems Approach

  • Considers the organization as an open system that interacts with its environment, affecting and being affected by external factors (economic, legal, technological).
  • Inputs are derived from both external (market changes, technological advancements) and internal (technical specifications, organizational challenges) environments.
  • Outputs include enhanced productivity and service quality, contributing positively to market share and overall profitability.

Problem-Centred Approach

  • Designed to solve immediate operational problems on an ad hoc basis.
  • Relies on identifying skill gaps to address urgent needs but may overlook underlying issues due to a superficial diagnosis.

Action Learning Approach

  • Targets managers addressing real-world problems and converting them into opportunities for growth.
  • Provides motivation and a practical learning environment focusing on real-life challenges.

Analytical Approach

  • Emphasizes assessments of training needs through job specifications to create targeted training programs.
  • Involves identifying the 'training gap,' assessing required knowledge, skills, and attitudes, although it can be time-consuming.

Competence Approach

  • Concentrates on defining outcomes for specific jobs without restricting methods of learning.
  • Employs elements of competence, performance criteria, and range statements to define job competencies.

Training Process or Procedural Approach

  • Involves a series of structured procedures including:
    • Establishing training policies
    • Defining responsibilities
    • Regularly assessing training needs
    • Implementing and evaluating training initiatives.

Knowledge Management System

  • Integrates information technology into organizational knowledge sharing, aiding personal development and work requirements.

Role of Training and Development in Organizational Structure

  • HRD aims to improve organizational performance by enhancing employee capabilities and changing operational practices.
  • Training and development acts as a subsystem within HR management, influencing and being influenced by external and internal factors.

Key Functions of HRD Departments

  • Management of HRD activities, training needs analysis, curriculum design, training delivery, evaluation of effectiveness, and career development.
  • Additional responsibilities may include marketing, logistics for training resources, and participation in professional bodies.

Nadler’s Training and Development Model

  • Overview of a model comprising eight steps focusing on ongoing evaluation and feedback throughout the training process:
    • Identify organizational needs considering both internal and external factors.
    • Specify performance by analyzing job content and determining standards.
    • Identify training needs through gap analysis.
    • Set training objectives focused on general and specific learner outcomes.
    • Create a structured syllabus based on training objectives and subject content.### Selecting Instructional Strategies
  • Instructional aids should enrich the training experience and align with its objectives.
  • A variety of instructional strategies exists; no single approach is universally applicable.
  • Strategies must be tailored to an organization's specific circumstances.

Obtaining Instructional Resources

  • Consideration of diverse resources is crucial for successful training presentation.
  • Categories of resources include:
    • Physical resources: Equipment, materials, and facilities.
    • Financial resources: Cost-effectiveness and management of the training budget.
    • Human resources: Instructors, facilitators, and students.

Presenting Training

  • Presentation combines all prior preparations and is critical for overall training success.
  • This phase ensures integration of previous steps and involves presenting, evaluating, and concluding the training program.

Camp, Blanchard, and Huszczo’s Training Model

  • Emphasizes the necessity of a comprehensive training needs analysis and setting training objectives as initial steps.
  • Importance of cost-effectiveness in training to justify resource allocation.
  • Evaluation of training effectiveness is essential for management assessments post-training.

High-Impact Training Model

  • A six-phase process designed to provide effective, targeted training:
    • Phase 1: Identify specific training needs to improve performance.
    • Phase 2: Set measurable objectives and map the training approach.
    • Phase 3: Produce effective training materials based on designed approach.
    • Phase 4: Deliver training using appropriate techniques and tools.
    • Phase 5: Assess and communicate measurable results to gauge training success.
    • Phase 6: Ensure ongoing evaluation and adaptation to changing organizational needs.

Managerial Approach to Training and Development

  • Training managers are responsible for aligning training with organizational goals.
  • Functions include planning, organizing, leading, and controlling training efforts.
  • Strategic training and development plans are essential for organizational success.

Importance of Planning

  • Planning gives direction, promotes coordination, encourages future anticipation, and ensures technological advancement.
  • Effective planning identifies correct training interventions to support organizational goals.

Organizing for Training

  • Organizing resources to execute training involves determining structure and strategies.
  • Key decisions include training approaches, facilitators, target groups, and program requirements.

Leading in Training Context

  • Leadership fosters an encouraging environment for employee development.
  • Motivation is vital for facilitating a positive learning atmosphere, impacting both intrinsic and extrinsic motivations.

Control in Training Management

  • Monitoring objectives achievement ensures effective implementation of the strategic plan.
  • Continuous evaluation leads to necessary adjustments while maintaining unchanged strategic objectives.

Strategic Human Resource Training and Development

  • Effective management of HR training is crucial due to its potential costs and benefits.
  • Key challenges include ensuring purposeful training and addressing demographic imbalances in management.
  • Theories such as human capital, resource-based, and behavioral perspectives highlight the importance of strategic HRD for business success.

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Managing Training and Development in Organisations PDF

Description

This quiz focuses on Chapter 1, which covers the essential aspects of managing training and development in organizations. It explores key strategies, techniques, and frameworks to enhance employee skills and performance. Test your knowledge on effective training practices and organizational development.

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