Copyright 2013 Pearson Education Inc publishing as Prentice
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 1 Training in Organizations Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
General Open Systems Model OPEN SYSTEM INPUT PROCESS OUTPUT Systems External Environment Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -2
Training as a Subsystem within the Organizational System TRAINING’S ORGANIZATIONAL ENVIRONMENT Mission Finances Strategy Resources Structure People Policies Products Procedures Technology TRAINING SUBSYSTEM INPUT Organizational Needs Employee Needs Budget Equipment Staff PROCESS Analysis Design Development Implementation Evaluation OUTPUT Knowledge Skills Attitudes Motivation Job Performance Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -3
Training Processes Model Needs Analysis Phase Input Process Output Design Phase Input Process Output Triggering Event Development Phase Input Process Output Implementation Phase Input Process Output Outcome Evaluation Data Process Evaluation Data Evaluation Phase Input Process Output Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1 -4
Key Trends in Training Ø Aligning training with business strategy Ø Managing talent with changing demographics Ø Quality and continuous improvement Ø Legal issues Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Typical Career Path in HRD Entry level specialist Rotate through other specialist positions Supervise a specialist activity Manager of training group Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Training executive 6
Classification of Learning Outcome Skill-Based Learning § Compilation § Automaticity Cognitive Knowledge § Declarative Knowledge § Procedural Knowledge § Strategic Knowledge Learning Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Attitudinal Learning § Affect/Feelings 1 -7
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