human resource management unit-8

7/30/2019 Human Resource Management UNIT-8

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UNIT 8

Training

Meaning

Training is the process of imparting skill or job knowledge to a person. It takes

an individual from where he is to where he should be.

Definitions of Training

The term training is used here to indicate the only process by which the

aptitudes, skill and abilities of employees to performed specific jobs are increased

Jucius

Training is the organisation procedure in which people learn knowledge and/or

skill for definite purpose Dale S. Beach.

Need for Training

The need for training may be explained as follows:

1. To enable the new recruits to understand work: A person who is taking up hisjob for the first time must become familiar with it. For example, if a fresh

graduate is appointed as a clerk in a bank, he must first of all gain knowledge

of the work assigned to him. For this, basic training is needed. Without any

basic training the individual will not be able to do his work. An existing

employee of the bank will probably teach him the basics.

2. To enable existing employees to update skill and knowledge: Training is not somethingneeded for the newly recruited staff alone. Even the existing employees of a concern

may require training. Such a training enables them top update their skill and

knowledge.

3. To enable an employee who has been promoted to understand hisresponsibilities: Training is essential for an employee who has just been


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promoted to a higher level job. With an elevation in his position in the

organisation, his responsibilities are also going top multiply. Training, in the

case of such an employee, will help to understand the intricacies of his new

job.4. To enable en employee to become versatile: Sometimes an employee may have

to gain knowledge of several related jobs. It will not be enough if he is only

good in the work he does presently. For example, a clerk in a bank must be

able to serve in different sections, e.g., savings bank, fixed deposit, alone,

foreign exchange, cash and so on. For this purpose he will be posted in

different sections. A training programme like this helps an employee to

become versatile.

5. To enable the employees to adapt to change in work methods: Training is alsoneeded if the method in an organisation is going to be changed completely. In

such a case, all the employees of the concern will be required to undergo

training to understand the newer methods of work. For example, before

computerisation was introduced in the various organisations including

Railways, Banks, Insurance companies and so on, the employees were trained

to handle computers.

Importance of Training

The importance of training may be stated as follows:

1. Imporvement in skill and knowledge Training, certainly results inimporvement in the skill and knowledge of the employee. This helps the

employee to perform his job much better. This benefits the enterprise as well.

2. Higher production and productivity If an enterprise has a team of well trainedemployees, it will be able to expand its production. There will be a rise not only

in production in terms of number of units but also in productivity. Productivity

is the input-ouput ratio.

3. Job satisfaction Well-trained employees are able to perform their jobs with ahigher degree of skill. This increase their level of self-confidence and


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commitment to work. Such employees are bound to have a higher level of job

satisfaction.

4. Better use of resources Trained employees will be able to make better use ofmaterials and machines. This reduces the rate of wastage and spoilage ofmaterials and also breakage of tools and machines. The maintenances cost too

is bound to come down.

5. Reduction in accidents Trained employees are aware of the safety precautionsto be taken while at work. They are always alert and cautious. This is bound to

bring down the number of accidents in the work place.

6. Reduced supervision Well-trained employees do not much supervision. Theycan do their work without having to approach their superiors often for

guidance. This enables the superior to manage more employees. In other

words, he can have a wider span. This reduces the cost of supervision.

7. Reduction in complaints Onlybad workers blame the tools. An employee whohas acquired the necessary skill and job knowledge would certainly love his job.

Such an employee does not complain about anyone and anything.

8. Adaptability Trained workers do not resist change. They have the capacity toadapt themselves to any king of situation. They are good in crisis management

too. This indeed is beneficial for the organisation.

9. Scope for Management by Exception With trained workers working underthem, it becomes easy for the managers to get things done by delegating

authority. This enables the managers to concentrate more on important issues

confronting the organisation. Thus, provision of training for employees gives

the managers the scope to practice the technique ofManagement by Exception.

10.Stability If an organisation has a team of trained employees it can face furtherchallenges easily. The employees of today are going to be managers tomorrow.

The retirement of key managers may not affect the stability of an organisation if

it has a team of trained, efficient and committed employees who are ever ready

to take over management.

Training and Development


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Development is related to the all-round progress of an employee. A

development programme enables executives to acquire skills in their present jobs

skills capabilities to perform future jobs better. Training is required to improve skills

for performing job. Development, on the other hand, is related to the all-roundprogress of executives. While training is job oriented, development is career oriented.

Training is essential for operative workers. On the other hand, a development

programme is required for executives. The capabilities of trainer determine the success

of training. The success of a development programme depends much on the

capabilities of the executive to pick up things fast.

Essentials of a Good Training Programme

A good training programme should fulfil the following conditions:

1. It should have a specific goal The training programme should have a specificgoal. For example, an organisation planning to computerise its operations may

arrange to train all its personnel to handle computers if they do not possess

such knowledge already.

2. The training method should be appropriate The method of training should bethe most appropriate one under the given circumstances. For example, a newly

recruited staff may be given training within the organisation. He may be placed

under an experienced staff from whom he can learn the work. On the other

hand, if an existing employee has to acquire knowledge of certain new

techniques of production or marketing, he may be sent to a training centre.

3. It should be relevant The contents of the training programme should berelevant. For example, a newly appointed salesman requires training to acquire

the skill necessary to sell. A general orientation for such a person may not be

relevant. He needs training only in the specific area of selling.

4. There may be Provision of suitable incentives Suitable incentives may be givento those who have successfully undergone training. Such incentives may be

either financial or non-financial. Non-financial incentives may be in the form of

the grater responsibilities, decision-making authority, better designations and

so on.


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5. It should consider individual differences The employees of a concern are notidentical in so far as their age, experience, designation, qualification etc., are

concerned. Such individual differences should not be ignored before they are

sent a training programme. In other words, it is important that the participantsof a training programme form a homogenous group and not a heterogeneous

group.

6. It should make the trainees accountable The training programme will besuccessful only if the trainees are made to account for their activities in the

place of training. Otherwise, it may not be taken seriously. To make the

trainees accountable, the superior may ask them to prepare and submit a report

on what they learnt. They may also be asked to exhibit the skill they acquired as

a result of training.

7. The emphasis should be on practical aspects An important reason for thefailure of most training programmers is that they give undue importance to the

theoretical aspects of any subject. In other words, the trainees are made to

listen to the speeches of certain intellectuals for the whole day and throughout

the training period. For the success of any training programme. It is therefore,

necessary to give utmost importance to the practical side of the work.

8. There must be provision of certain facilities Last, but not the least, theorganisation sending the staff for training or the institution providing training

should make necessary arrangements for food any stay for the trainees during

the training period. This is particularly important if the training programme is

organised in a different place town or city.

Process of Training

The process of training involves the following stages:

(i) Identifying the training needs of the staff(ii) Establishment of training goal(iii) Selecting the right methods of training and(iv) Making an evaluation of training effectiveness

Let us now analyse these different stages.


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Identifying the training needs of the staff

The training needs of different categories of employees in an organisation are

not the same. A new entrant must learn his job first. For this he requires training in a

specific are of work. He must also become familiar with the companys policies, rules

and regulations. For this, induction training may be necessary. On the other hand,

another employee may need training to update his knowledge and skill. A person

awaiting promotion too requires to understand the duties associated with his new job.

The first in the process of training employees is, therefore to identify and understand

their specific training needs.

Establishment of training goal

The management should have short-term and long-term training goals. By

providing training to a new entrant, the management is able to prepare him to do his

work effectively. Providing training to an employee to update his skill makes him even

more efficient. This benefits the organisation as well. The short-term training goal of

the management will be to improve the level of efficiency of the employees and

thereby achieve higher production and sales. The long-term training goal can be to

build a strong team of talented and committed staff that is vital for the further growth

of the enterprise.

Selecting the right method of training

The third stage in the training process is to select the most suitable method of

training. There are on-the-job and off-the-job training methods. Facilities for the

training are not always available within the organisation itself. In such a case the

employee may have to be sent to a training centre. A new recruit who has to learn the

basics of certain work may be trained within the organisation itself. He may be placed

under a senior employee from whom he can learn. On the other hand, an employee

who has to learn certain new techniques of work may be sent to a training institute.

The method to be selected must depend upon the needs of the employee and the

enterprise.


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Making an evaluation of training effectiveness

Training is meaningful only if its effectiveness is measured. The performance of

the employee, who has undergone training, is the most important indicator of training

effectiveness. All that the manager would do is to compare the employees

performance before and after training. Obviously, if there is a significant imporvement

in performance it should mean that the training has really been effective. Even if there

is some imporvement in performance it may be assumed that the training has had a

positive effective on the trainee. If the performance after training is the same as

before, it means that training has not helped the individual concerned. It is also

possible that the trainee would not have made proper use of knows the attitude of hisemployees will be able to make out whether the fault lies with the trainee or trainer.

Method of Training-On-the job training and Off-the job training

The various methods of training may be grouped under two categories:

1. On-the job training and2. Off-the job training

On-the job training refers to training given to an employee in the place where

he is employed. Work and learn is the philosophy of such a training concept. The

following are some of the important on-the-job training methods:

(i) Induction training(ii) Apprenticeship training(iii) Refresher training(iv) Job rotation(v) Placement as assistants(vi) Vestibule training

Most of the on-the-job training methods are suitable for training clerical

employees and factory workers.


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Off-the-job training refers to training given to staff at a place away from the

actual work place. The following are some of the important off-the-job training

methods:

(i) Lectures and Conferences(ii) Role playing(iii) Case study(iv) Management games(v) Brain storming(vi) Sensitivity training

The off-the-job training methods are suitable for training junior executives.

Let us now study these various training methods.

Induction Training

Induction training is also know as orientation training. It is required for all

new employees. A person who has just been inducted into an organisation must be

informed of his duties. The nature of his work must be clearly explained to him. Forexample, a person who has been appointed as a clerk in the office must know the

specific task he has to perform whether records management, mail handling,

maintenance of accounts or cash management.

A new employee must also be informed of the policies, rules and regulations of

the organisation pertaining to signing attendance, availing leave, transfer, promotion

and so on. The policies of different organisation pertaining to these differ. For

example, in some organisations the employees sign attendance only once in the

morning while coming for work. Still there are organisations that require employees to

sign attendance also while leaving the workplace at the end of the days work.

Likewise, the procedure for availing different types of leave casual leave, earned

leave, medical leave, etc., should be explained to the new entrant. Only then he will be

able to comply with it. The promotion and transfer policies of the organisation should

also be explained to the employee. Only then he will be able to equip himself suitably.


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The new employees must also be taken to the various departments and

divisions of the enterprise and introduced to the people working there. Only then he

will become familiar. Of course, the new employee may on his own, meet the other

employees of the concern and introduce himself. But as a newcomer and stranger hemay have certain reservations about meeting the senior employees of the enterprise.

The need for induction training arises in view of the reasons given above. The

head of the particular department where the new entrant has been appointed can

provide induction training.

Apprenticeship Training

This is a conventional or a traditional method of training. In such a method, the

trainee, called apprentice, is placed under a qualified senior worker. The apprentice

learns the work by observing and assisting his senior. In the case of jobs requiring skill,

apprenticeship training is the most suitable method to impart knowledge and skill.

Machinists, electricians, welders, plumbers etc., usually learn their jobs by working as

apprentices.

During the period of training the apprentice gets a consolidated pay called

stipend.

Refresher Training

The object of refresher training is to enable the workers to constantly update

their job knowledge. The knowledge and skill of the workers in our business

establishments tends to become outdated due to the advancement in science they will

be branded as obsolete. They must become familiar with the newer methods of work.

For example, photo films were manually processed once. But computer-aided

processing and printing is what is in vogue now. Unless an employee constantly

updates his knowledge and skill in tune in tune with the needs, he cannot survive.

It is not necessary for a worker to undergo refresher training outside his

workplace. If anew and sophisticated machine has been acquired by a business, the


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seller of the machine will educate workers on the method of operation. He will send

his technicians for the purpose of assisting and guiding the workers.

Job Rotation

This kind of training enables an employee to become well-versed in different

kinds of work, each of which is not totally different. Clerks in banks are usually

subjected to job rotation. In a bank the employee is made to serve in different sections

saving banks, current account, fixed deposit, cash and so on. This enables him to

become versatile as far as the bank job is concerned.

Once an employee becomes familiar with different types of work, he can be

posted in any section depending upon the need. For example, if the savings bank clerk

does not turn up for work, it becomes easy for the bank manager to depute any staff to

the saving bank counter.

Placement as Assistants

It is not uncommon to find certain designations in an organisation as Assistant

Account Manager, Assistant Production Manager, Assistance Sales Manager etc.

Such designations only imply that these executives are going to be posted as Account

Manager, Production Manager and Sales Manager respectively in future when

vacancies arise.

As assistance, these executives not only carry out the tasks assigned to them

but also observe their superiors while the latter discharge their duties. This helps them

to acquire the skill necessary to perform their duties later when they themselves

become heads of their respective departments.

This method of training is more suitable for executives.

Vestibule Training

In the context of training, the term vestibule refers to a training school

established within the factory premises. The working conditions and facilities in such

a training school are so created that the place of training almost resembles the actual


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workplace. Instructors specifically appointed for the purpose will train a large number

of workers in such a school.

The training activities do not in any way interfere with the regular process of

production. The trainee workers will also be able to concentrate on learning better as

they are away from the noise and work pressure they often experience in the actual

workplace.

Vestibule training is useful when it is necessary to train a large number of

workers for the same kind of work. Such a method is necessary when it is not possible

to train the workers at the workplace itself and where the line supervisor is not able to

find time for training due to work burden.

Vestibule training has certain drawbacks also. For example, the workers, while

undergoing training do not contribute to production. The training atmosphere, which

is something created artificially in the vestibule school, may not give the trainees the

kind of experience they undergo in the actual workplace. If the performance of the

workers is not up to the expected level the lines supervisors would have blame the

instructors. The place of training should have all the facilities that are available in theactual workplace. Provision of such facilities would call for heavy investment.

Evaluation of the on-the-job training methods

Merits

The advantages of on-the-job training methods are given below:

1. Training is provided to the employee in the work place itself. He will, therefore,be under the direct control of his superior.

2. The employee, in most cases, does his work while undergoing training. Theenterprise work, therefore, does not get affected.

3. As the employee learns by actually doing the work, progress during the periodof training will become clearly visible.


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4. It also requires every organisation to equip itself with all the facilities neededfor providing training to its employees. Once such facilities are established they

become the permanent assets of the enterprise.

5. As every trainee learns the work from a senior employee of the sameorganisation, the training will be more relevant to the specific organisational

needs.

Demerits

On-the-job training methods, however, suffer from the following drawbacks:

1. The success of on-the-job training depends to a greater extent on the interestwith which the senior employees of the organisation impart knowledge and

skill. In most cases, the senior employees may not be prepared to sit with the

trainees and teach them the work. They may briefly explain the work and

expect the trainees to pick up things fast. This may not be of any help to the

learner.

2. The employee, in the case of on-the-job training, has dual tasks. He has notonly to learn the work but also complete his target. As training and work gotogether many trainees may find it difficult to cope with a hectic schedule.

3. The organisation should have all the infrastructural facilities needed fortraining its staff. This would call for heavy investment. Not every organisation

would be in position to create all the necessary facilities.

4. Sometimes instructors may be appointed for the sake of training. This givesscope for conflicts between the line managers and the instructors particularly if

the performance is not to the expected level.

Having seen the on-the-job training methods and their merits and demerits, let

us now discuss the important off-the-job training methods. It may be recollected that

off-the-job training if given to employees at a place away from the actual workplace.

Lectures and Conferences


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There are staff training colleges like the Administrative Staff College in

Hyderabad that train executives. Organisations that have employed junior executives

may depute them to such training colleges where they will undergo training.

There are experts in different functional areas of management like marketing,

finance, personnel etc., who impact training through lectures. The participants have to

register for specific programmes by paying the course fee. The sponsoring

organisations usually pay the fees for their candidates.

Conferences provide an opportunity for the executive trainees of different

enterprises to meet at a particular place for the sake of exchanging views on specific

organisational issues. Participants may also papers that will be followed by discussion

on the proposals made. A consensus may finally be reached among the participants on

the issue discussed.

Role Playing

It is a training method in which the participant trainees are to enact the roles

given to them. In a role-playing session, a specific organisational problem may be

explained to the trainee group and each participant may be asked to act in the manner

he would if he were the decision-maker. For example, a participant may be asked to do

the role of a manager who has just received notice of strike from his employees.

Another trainee may be asked to assume the role of a sales manager who has to deal

with a salesman showing poor results. The other members of the group would act as

observes when an individual plays his role. There may also be comments on the

performance of each person.

The success of role-playing as a technique of training depends very much on

the seriousness with which the participants play their roles. However, it may be said

here that the manner in which a person reacts in a real life situation is bound to be

different from this reactions in a hypothetical situation.

Role-playing alone cannot be an adequate method of training staff. It can only

supplement other training methods.


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Case Study

In case study method, the trainees are given an organisational problem in

written form. The problem may be something that has been experienced in some

workplace or may even be an imaginary one. The participants may be asked to analyse

the causes of the problem, suggest alternative solutions and also indicate the best

solution in the prevailing conditions.

Case study method is suitable to train participants in such areas as marketing,

human relations, etc. In a case study session, each participant would strive to analyse

the problem to the best of his abilities and offer a solution that would be appreciated

by everyone. He would also be keen on finding the loopholes in the solutions offered

by others.

Case study approach is useful to develop the analytical abilities of the trainees.

Management Games

Different groups of trainees participate in a management game. The trainer

specifies a certain situation in which each group has to make decisions in the specificarea assigned to it. For example, the trainer may ask the different groups to make

certain important decisions regarding pricing, sales promotion, distribution network

etc., under conditions of cut-throat competition. One group may decide on price,

another on sales promotion and so on.

The decision of the group, on the tasks assigned to it, will then be evaluated

and feedback information is given to it. The situation in which decisions are made will

be such that the decision of one group will influence that of another. All the

participating groups would make an endeavour to achieve optimum results.

Brain Storming

It is technique used to solve a certain important organisational problem. For

example, lack of product acceptance in the market is a serious problem that does not

concern the marketing department alone. The executives of production, marketing,


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finance and other departments, in such a situation, need to meet and discuss. In such

a session, each individual is free to come out with his ideas. Such an approach makes it

possible to look at the problem from different points of view. This may certainly help

to find an optimum solution.

In a brain storming session the participants may express their views freely

without having to bother about what others would think of their ideas. The proposals

put forth are recorded for the sake of evaluation and decision-making.

Sensitivity Training

Such a method of training has been developed with the object of promoting

good human relations among the trainees. The sensitivity training group is called the

T Group. The actual training involves interaction between members of a small

group that has no formal agenda. In the course of such interactions members do

become sensitive to the views expressed by their associates. Some of them may also

get provoked. An observed, who does not attempt to resolve differences among the

members, may watch the activities of the group.

Sensitivity training helps an individual to understand group behaviour and to

work with others as a team. It enables a person to develop a sense of tolerance and

also gives him the courage and confidence to answer the remarks of his associates.

The technique of sensitivity training, of course, is not free from limitations.

Such an approach may not actually bring about an imporvement in a persons skill or

job knowledge. Sometimes the trainer or observer may impose his views on the

participants. Certain unnecessary or unwarranted remarks by a few participants may

result in an individual losing his self-control. This may lead a few conflicts among the

members. Some members, who may be emotionally weak, may get affected

psychologically as well.

Evaluation of off-the-job training methods

Merits


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The following are the advantages of the off-the-job training methods:

1. These methods are more suitable for training junior executives.2. The focus, in the case of off-the-job training, is mainly on personality

development.

3. As training is provided outside the organisation, the trainee is able to devotehis full time and attention for learning.

4. The organisation need not equip itself with the facilities for training as thetrainees are to be sent only to the training centres.

5. The trainees need not be at the mercy of the senior employees of theorganisation. The instructors in the training centres know the needs of the

trainees and will do their best.

Demerits

Off-the-job training methods have certain limitation too. These are given

below:

1. These methods do not help the trainee much in enriching his job knowledge orskill. They focus mainly on developing such qualities of an individual as self-

confidence, tolerance, emotional control and so on. They are not specific to the

job needs of employees.

2. Deputing the trainees to training centres may prove to be an expensive affair.3. The training institutes cannot design the training programme to suit the

specific organizational needs of the trainees.

4. Work gets affected during the period the employee undergoes training.

human resource management unit-8

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