Prepared by:

AQUINO, Frances Abbie G.

JAVIER, Jaymie Natalie C.
SANCHEZ, Carlo S.
BSBA FM 2-12s

TRAINING
 Training constitutes a basic concept in human resource development. It is concerned with
developing a particular skill to a desired standard by instruction and practice. Training is
more present-day oriented; it focuses on individuals’ current jobs, enhancing those specific
skills and abilities needed to immediately perform their jobs.
 The employees themselves can provide valuable information on the training they need.
They know what they need/want to make them better at their jobs. Stated that training
objectives will help employers, communicate what they want their employees to do, to do
better. Here are some of the benefits that the employee can get from training.

4 MAJOR THEORIES OF TRAINING AND DEVELOPMENT

1. Theory of Reinforcement

 This theory emphasizes on the learning behavior of a person and suggests that the learner
will repeat that behavior which is attached with a positive outcome or result. Skinner an
economist of behaviorist school of thought proposed the theory of reinforcement and
suggested that the training and development programs should be aligned with the
organizational objectives and a positive outcome should be expected with such training
and development programs. Further elaborating this concept suggested in reinforcement
theory, it can be argued that there are several techniques available in human resource
practices which can be associated with the training and development programs and the
required suggestion by this theory can be fulfilled. Different types of rewards in the form
of bonuses, salary raises, promotion and awarding of certificate after the training program
can be associated with the training and development activities and these rewards will
definitely generate a positive outcome. If this is done by an organization then according to
 the Skinner’s theory of reinforcement the trainer i.e. the employee will show more interest
in the training and development programs held by the organization.

2. Theory of Learning Types

 The theory presented by Gagne emphasized on learning of intellectual skills. These are
such skills which are found rare among the persons. He suggested by different learning
types in his theory and each learning type contains some external and internal conditions.
The five categories of learning which Gagne defined in his theory include intellectual
skills, verbal information, attitudes, cognitive strategies and motor skills.

3. Theory of Experiential Learning

 Experiential and cognitive types of learning are differentiated by experiential theory of

learning presented by C. Rogers. According to Rogers, the wants and needs of the learner
are addressed by this type of learning. Experience gives the person a maturity and increases
the learning power along with the knowledge. Due to the personal involvement, the learner
is able to conduct a self-evaluation test, which allows him to understand the effect of
learning on his/her attitude.

4. Theory of Social Learning

 Social theory presents a new view of learning i.e. social. According to the presenter of this
theory, Albert Bandura, direct reinforcement cannot address all types of learning. Here by
direct enforcement means the training and development programs that is organized to
enhance the skills.

 According to this theory such programs are not address all learning types as there are some
social elements which cannot be taught. Those elements are learned by the leaner from
his/her surroundings. Such type of learning is called observational learning and this
learning is associated with the understanding of different human behaviors. The first type
of learning defined in this theory is through observation. In an organization the
environment and the surroundings plays a very important role. The environment should be
 very professional and the surroundings should be in such a way that the people (employees)
learn from them. This theory also suggests that it is not necessary that the behavior is
changed after learning something. It is expected that a person’s behavior changes after
learning something, but it is not in all cases. Furthermore, the theory also explains about
the mental states which play a vital role in learning process. If the mental status of the
person is negative regarding any learning activity then he will not take part in that learning
process and even if he is forced to do so, he will not gain any positivity from that process.
In organizational training programs the mental state can be made positive regarding the
training and development programs by associating the rewards and benefits with such
programs which will motivate the employees and help to build a positive mental state. The
case company also follow this theory as it allows the employees to learn from the
surrounding and provides an environment where they can learn from their
supervisors/managers and coworkers.

BENEFITS OF TRAINING

1. Improved employee performance

 The employee who receives the necessary training is abler to perform in their job. The
training will give the employee a greater understanding of their responsibilities within their
role, and in turn build their confidence. This confidence will enhance their overall
performance and this can only benefit the company.

2. Improved employee satisfaction and morale

 The investment in training that a company makes shows employees that they are valued.
The training creates a supportive workplace.

3. Addressing weaknesses
 Most employees will have some weaknesses in their workplace skills. A training program
allows you to strengthen those skills that each employee needs to improve. A development
program brings all employees to a higher level so they all have similar skills and
 knowledge. This helps reduce any weak links within the company who rely heavily on
others to complete basic work tasks.

4. Consistency
 All employees need to be aware of the expectations and procedures within the company.
Increased efficiencies in processes results in financial gain for the company.

5. Increased productivity and adherence to quality standards

 Productivity usually increases when a company implements training courses. Increased
efficiency in processes will ensure project success which in turn will improve the company
turnover and potential market share.

6. Reduced employee turnover

 Staff are more likely to feel valued if they are invested in and therefore, less likely to change
employers. Training and development is seen as an additional company benefit.
Recruitment costs therefore go down due to staff retention.

7. Enhances company reputation and profile

 Having a strong and successful training strategy helps to develop your employer brand and
make your company a prime consideration for graduates and mid-career changes. Training
also makes a company more attractive to potential new recruits who seek to improve their
skills and the opportunities associated with those new skills.

Training can be of any kind relevant to the work or responsibilities of the individual, and can be
delivered by any appropriate method.
For example:
* On-the-job learning
* Mentoring schemes
* In-house training
* Individual study
TRAINING PROCESS

The Training Process comprises of a series of steps that needs to be followed systematically to
have an efficient training program. The Training is a systematic activity performed to modify the
skills, attitudes and the behavior of an employee to perform a particular job

1. Needs assessment
 The need for training could be identified through a diagnosis of present and future
challenges and through a gap between the employee’s actual performance and the standard
performance. The needs assessment can be studied from two perspectives: Individual and
group. The individual training is designed to enhance the individual’s efficiency when not
performing adequately. And whereas the group training is intended to inculcate the new
changes in the employees due to a change in the organization’s strategy.

2. Deriving Instructional Objectives

 Once the needs are identified, the objectives for which the training is to be conducted are
established. The objectives could be based on the gaps seen in the training programs
conducted earlier and the skill sets developed by the employees

3. Designing Training Program

 The next step is to design the training program in line with the set objectives. Every training
program encompasses certain issues such as: Who are the trainees? Who are the trainers?
What methods are to be used for the training? What will be the level of training? etc. Also,
the comprehensive action plan is designed that includes the training content, material,
learning theories, instructional design, and the other training requisites.

4. Implementation of the Training Program

  Once the designing of the training program is completed, the next step is to put it into the
action. The foremost decision that needs to be made is where the training will be conducted
either in-house or outside the organization. Once it is decided, the time for the training is
set along with the trainer who will be conducting the training session. Also, the trainees
are monitored continuously throughout the training program to see if it’s effective and is
able to retain the employee’s interest.

5. Evaluation of the Training Program

 After the training is done, the employees are asked to give their feedback on the training
session and whether they felt useful or not. Through feedback, an organization can
determine the weak spots if any, and can rectify it in the next session. The evaluation of
the training program is a must because companies invest huge amounts in these sessions
and must know it’s effectiveness in terms of money.

ORENTATION AND ONBOARDING ACTVITIES

Orientation
 New employee orientation covers the activities involved in introducing a new employee to
the organization and to the individuals in his or her work unit, it expands on information
received during the recruitment and selection stages and helps reduce the initial anxiety
employees usually feel when beginning a new job.

Roles in Orientation
1. CEO
 The CEO’s first responsibility is to welcome new employees, aboard and talk to them about
what a good job choice they made. The CEO is in a position to inspire new employees by
talking about what is it like to work for the organization. In addition, the CEO can begin to
discuss what really matters in the company – an indoctrination to the organization’s culture.
2. HRM
 HRM should instruct the new employee when to report to work. They must be also
prepared to handle some of the more routine needs of these individuals.
  Their second concern involves its role as a participant in the process. HRM must spend
some orientation time addressing what assistance it can offer to employees in the future.

Onboarding Activities
 Also called as socialization.
 When talking about this, we are talking about the process of adaptation where all
employees undergo. For instance, when you get a new job, you adapt to a new environment
that includes different work activities, new boss, a different and most likely diverse group
of co-workers, and probably a unique set of standards for what constitutes successful
performance.

Assumptions of Employee Socialization

1. Socialization Strongly Influences Employee Performance and Organizational
Stability.
 Your work performance depends to a considerable degree on knowing what you should or
should not do. Understanding the right way to do a job indicates proper socialization.
Furthermore, appraisal of your performance includes how well you fit into the
organization.
2. Organizational Stability Also Increases Through Socialization
 When, over many years, jobs are filled and vacated with a minimum of disruption, the
organization will be more stable. Its objectives and culture transfer more smoothly as
longtime employees help teach and reinforce the culture to new employees.
3. New Members Suffer from Anxiety
 the outsider-insider passage produces anxiety. Stress is high because the new member feels
lack of identification – if not with the work itself, currently with a new supervisor, co-
workers, location and rules and regulations.
Implications:
a. New employees need special attention to put them at ease.
b. Tension can be positive in that it often motivates individuals to learn the values and
norms of their newly assumed role as quickly as possible.
 4. Socialization Does Not Occur in a Vacuum
 learning associated with socialization goes beyond comprehending the formal job
description and the expectations of human resources people or managers. Socialization is
influenced by both subtle and not so subtle statements and behaviors offered by colleagues,
management, employees, clients and other people with whom new members come in
contact.
5. Individuals Adjust to New Situations in Remarkably Similar Ways
 this holds true even though the content and type of adjustments may vary. Information
obtained during recruitment and selection is always incomplete and can be distorted.

The Socialization Process

1. The Prearrival Stage
 explicitly recognizes that each individual arrives with a set of organizational values,
attitudes, culture, and expectations. These may cover both the work to be done and the
organization. This prearrival socialization goes beyond the specific job.
2. Encounter Stage
 Here, individuals confront the possible contrast between their expectations about jobs,
coworkers, supervisors and the organization in general and in reality.
3. Metamorphosis Stage
 The socialization stage during which the new employee must work out inconsistencies
discovered during their encounter stage.

THE TRAINING METHODOLOGIES

1. On-The-Job Training
 Job Training
 moving employees horizontally or vertically to expand their skills, knowledge, or
abilities.
a. Vertical – nothing more than promoting a worker into a new position.
b. Horizontal – also known as short-term lateral faster.
 Assistants-To-Positions
 employees with demonstrated potential sometimes work under a seasoned and successful
manager, often in different areas of organization. In doing so, these employees
experience a wide variety of management activities and are groomed for assuming the
duties of the next higher level.

 Committee Assignment
 this can allow the employee to share in decision making, to learn by watching others, and
to investigate specific organizational problems.

2. Off-The-Job Training
 Lecture Courses and Seminars
 Traditional forms of instruction revolve around formal lecture courses and seminars. These
help individuals acquire knowledge and develop their conceptual and analytical abilities.
 Technology is allowing for significant improvements in the training field. Online learning
allows for employees to view a lecture or presentation live or view streaming video at any
time or place.
 Simulations
 Probably more popular for employee development. It is an any artificial environment that
attempts to closely mirror an actual condition.
 The advantages of simulation exercises are the opportunities to “create an environment”
similar to real situations managers face, without high costs for poor outcomes.
 Adventure Training
 A trend in employee development has been the use of adventure training. The primary
focus of such training is to teach trainees the importance of working together, or coming
together as a team.
 This training typically involves some major emotional and physical challenge.
References:

https://2020projectmanagement.com/resources/project-management-training-and-
qualifications/the-importance-of-training-and-development-in-the-workplace

https://businessjargons.com/training-process.html

www.Fundamental of Human Resource Management 10thedition.

https://www.mbaknol.com/human-resource-management/four-major-theories-of-training-and-
development/