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Training
Development
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
Definitions of training
and development
Remedial skills training
Developmental training
Orientation training
firm specific
transferable
Recruitment
Recruitment
Provide
Providean
anadditional
additionalsource
sourceofoftrainees
trainees
Training
Trainingmay
maypermit
permithiring
hiringless-qualified
less-qualified
applicants
applicants
Selection
Selection
Effective
Effectiveselection
selectionmay
mayreduce
reducetraining
training
needs
needs
Training
Trainingaids
aidsininthe
theachievement
achievementofof
performance
performance
Performance
Performance
Appraisal
Appraisal
AAbasis
basisfor
forassessing
assessingtraining
trainingneeds
needsand
and
results
results
Training
Trainingand
anddevelopment
developmentmay
maylead
leadtotohigher
higher
pay
pay
Compensation
Compensation
Management
Management
AAbasis
basisfor
fordetermining
determiningemployees
employeesrate
rate
ofofpay
pay
Training
Trainingmay
mayinclude
includeaarole
rolefor
forthe
theunion
union
Labor
LaborRelations
Relations
Union
Unioncooperation
cooperationcan
canfacilitate
facilitatetraining
training
efforts
6
efforts
Source: Tammy Galvin, The People, Training 38, no. 10 (October 2001): 5864.
8
PERFORMANCE
CONSULTING
Human Resource Management 11e
Robert L. Mathis AND John H. Jackson
Considerations in the
design of training
programmes
10
Systematic Training
Process
Human Resource Management 11e
Robert L. Mathis AND John H. Jackson
11
Implementing training
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
13
Apprenticeship training
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
14
Internship Programs
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
15
Vestibule Training
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
16
17
On-the-Job Experiences
Seminars and Conferences
Case Studies
Management Games
Role Playing
Behavior Modeling
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
18
On-the-Job Experiences
Coaching
Understudy Assignment
Job Rotation
Lateral Transfer
Special Projects
Action Learning
Staff Meetings
Planned Career Progressions
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
19
Case Studies
The use of case studies is most appropriate
when:
Role Playing
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
21
Behavior Modeling
Behavior Modeling
Learning points
Model
Practice and role play
Feedback and reinforcement
Managing Human Resources, 13th Edition - George W. Bohlander, and Scott A. Snell
22
23
Internal factors
24
Modern apprenticeships
Investors in people(IiP)
25
International training
and development
27
Expatriate Career
Decision Points
28