TRAINING (PELATIHAN)Pertemuan 9 & 10

Matakuliah : L0064 / Psikologi Industri & Organisasi 1Tahun : 2007 / 2008

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After reading this chapter, you should be able to:1. Describe the scope of organizational training programs2. Specify the goals and staffing requirements for

organizational training programs3. Explain the pre-training environment and attributes of

employees, as well as conditions that facilitate learning4. Describe fifteen different training methods5. Understand the need for lifelong learning, career

development, and planning6. Appreciate the need for evaluation of training programs

– and why many organizations don’t evaluate their programs

Learning Objectives

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• Practical education in a skill, job, or profession• Big business

– $55 billion annually on formal training programs– $180 billion annually on informal OJT training

• Training is lifelong– Won’t stay in same job entire career

What is “Training”?

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Scope of Training Programs

• Corporate education campuses– Western Electric (Lucent Technologies, Inc.)

• Created the Corporate Education Center to provide courses in engineering and management

• State-of-the-art equipment• 300 courses on a 190 acre campus, complete with

dormitories• Provides training on several levels to individuals with

promotion potential

• Training for disabled workers• Training programs must meet EEOC guidelines

and must be clearly related to job performance before results can be applied to career decisions

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Setting Goals for Training Programs

• Needs assessment– An analysis of corporate and individual goals undertaken

before designing a training program

• Most companies do not do this due to time and expense involved

• Organizational analysis– Can suggest broad training needs that can then be

translated into specific needs of employees or work groups

• Task Analysis– Identify specific tasks performed and required KSA’s

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The Pre-Training Environment• Includes those decisions and cues that

indicate the value management places on training programs, such as:– Policies– Attitudes toward training– Resources available– Employee participation

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Pretraining Attributes of Trainees• Individual differences in ability

– General cognitive ability is the single best predictor of training success

• Pretraining expectations– Low self-efficacy hinders training

• Motivation– Can be increased by allowing them to participate in training

decisions

• Job involvement– Those more involved show greater motivation to learn

• Locus of Control– Internals tend to do better in training

• Self-efficacy– Those who believe in their ability to perform a task tend to succeed– Positively related to motivation to learn and training success

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Psychological Factors In Learning• Active practice

– Active involvement vs. passivity enhances learning

• Distributed vs. massed practice– Distributed (many, relatively short sessions) is

superior to massed (few, relatively long sessions) practice

• Whole and Part Learning– Smaller units of material are easier to master

• Transfer of training– Enhanced when training environment is similar

to the work environment – Relevance to job

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Psychological Factors In Learning

• Feedback– Must follow behavior closely to be effective– People learn more readily when given a clear idea

how well they’re doing

• Reinforcement– The greater the reward that follows a behavior, the

more easily and rapidly that behavior will be learned– The longer the delay between the behavior and

reinforcement, the less effective the result– It should be given frequently during the early stages

of training; then, partial reinforcement will be effective

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Training Methods in the Workplace

• On-the-job training– Major advantage is economy; also transfer of training– May be expensive if it takes other workers away from

their jobs to conduct the training– Has potential of disrupting production

• Vestibule training– Simulated workspace in a separate training facility– Relies on skilled instructors– Greatest disadvantage is cost

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Training Methods in the Workplace• Apprenticeship

– Training method for skilled crafts and trades– Involves classroom instruction and on-the-job

experience– Average 4-6 years

• Computer-assisted instruction (CAI)– Trainees learn material at their own pace and receive

immediate feedback on their progress– Trainees interact with computer terminals– Decreases training time required and improves transfer

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Training Methods in the Workplace• Net-based training

– Involves both Internet and Intranet– Type of distance learning– Offers same advantages as CAI with even more flexibility– 20%-35% less than the cost of traditional classroom

instruction

• Behavior modification– Use of positive reinforcement to change behavior– Steps

• Conduct performance audit• Select behavior to be changed• Introduce program of positive reinforcement

– Example: Emery Air Freight

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Training Methods in the Workplace

• Job rotation– Technique that assigns trainees to various jobs and

departments over a period of a few years– Often used for new college graduates and for training for

skilled and semi-skilled jobs– Disadvantages include disruption caused by frequent

moves

• Case studies– A method of executive training in which trainees analyze

a business problem and offer solutions– A limitation is that solutions may not be relevant to the

job at hand (lack of positive transfer)

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Training Methods in the Workplace

• Business games– Used to develop problem-solving and decision-making

skills– Trainees often compete in teams– Teams deal with corporate problems, and instructors

evaluate their effectiveness

• In-basket training– Trainee is given a stack of issues to deal with, typical of

job requirements, in set amount of time– Trainer discusses solutions and provides feedback

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Training Methods in the Workplace

• Role playing– Trainees pretend to perform a role, displaying the

behaviors they believe are appropriate to the situation– Provides opportunity to practice job related behaviors

• Behavior Modeling– Trainees attempt to imitate the job behaviors of successful

supervisors• Trainer provides introduction• Trainees watch a video of supervisor using appropriate

procedures• Trainees engage in behavior rehearsal• Trainer and other trainees provide feedback

– Transfers directly to job

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Training Methods in the Workplace• Executive coaching

– One-to-one training sessions between a coach and manager to improve manager’s performance

• Designed to fit individual needs as they arise• Often used to follow up poor ratings on 360 degree feedback

appraisals

• Diversity training– Teach people to confront personal prejudices that could lead

to discriminatory behavior– $10 billion spent annually– Must be long-term program integrated into organizational

culture• Half-day “feel good” sessions fail to promote needed change

– Done poorly, the programs can foster charges of “political correctness”

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Career Development and Planning

• Lifelong learning approach• Career development centers

– Offer information on company career paths, counseling, self-analysis

– Workshops

• Chosen or forced career changes require continual enhancement and upgrading of our personal package of KSA’s

• Reasons for staying with company included opportunities within company for:– Career growth– Development– Learning

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Career Development and Life Stages

• People differ in values, goals, and needs at different stages in life– Establishment (20 to 40)

• People are becoming established in their careers and adjusting to work routines, develop self-efficacy (or not)

– Maintenance (40 to55)• Goals and values change; mid-life crisis; seek new

challenge and satisfaction

– Decline (55 to retirement)• Planning for retirement and its loss of work and sense

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Career Self-Management Training

• The degree to which a person regularly and routinely gathers information and formulates or revises plans for his or her own career, solving problems and making decisions

• Although initiated by individual, many organizations provide training in career self- management. Typical program includes:– Assessing career attitudes, values, plans and

goals– Analyze how goals have been met by current job– Discuss career strategies

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Evaluating Training Programs

• Necessary to measure the worth of a training program

• Assessment examines– Changes in cognitive outcomes– Changes in skill-based outcomes– Changes in affective outcomes

• Companies often do not evaluate training programs due to:– Cost and/or lack of assessment skills– Training “program of the moment” (e.g., failure of time-

management programs)– “Feel good” results

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Training Challenges for I/O Psychologists

• Identify abilities required to perform increasingly complex jobs

• Provide new job opportunities for unskilled workers• Assist supervisors in management of ethnically

diverse workforce• Retrain workers displaced by changes• Help organizations remain competitive in

international marketplace • Conduct research necessary to determine the

effectiveness of training programs

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Key Terms• Apprenticeship• Behavior modification• Business games• Case studies• Computer-assisted instruction• Job rotation• Needs assessment• On-the-job (OJT) training• Vestibule training

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