W4 Assignment "Costs"
Costs
Costs are a consideration of every organization and in economically difficult
times many managers may want to cut the "training budget" to save costs.
I'm sure that you've heard that training is always the first to go in tough
times. But is that really the smartest business strategy to employ--or during
economically difficult times should the "training budget be increased?
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Should Training should be cut in tough times?
Should Training should be increased during tough times?
The requirements below must be met for your paper to be accepted
and graded:
Write between 750 – 1,250 words (approximately 3 – 5 pages) using
Microsoft Word in APA style, see example below.
Use font size 12 and 1” margins.
Include cover page and reference page.
At least 80% of your paper must be original content/writing.
No more than 20% of your content/information may come from references.
Use at least three references from outside the course material, one
reference must be from EBSCOhost. Text book, lectures, and other
materials in the course may be used, but are not counted toward the threereference requirement.
Cite all reference material (data, dates, graphs, quotes, paraphrased
words, values, etc.) in the paper and list on a reference page in APA style.
References must come from sources such as, scholarly journals found in
EBSCOhost, CNN, online newspapers such as, The Wall Street Journal,
government websites, etc. Sources such as, Wikis, Yahoo Answers, eHow,
blogs, etc. are not acceptable for academic writing.
A detailed explanation of how to cite a source using APA can be found here
(link).
Download an example here
Grading Criteria Assignments
Meets or exceeds established assignment criteria
Demonstrates an understanding of lesson concepts
Clearly presents well-reasoned ideas and concepts
Uses proper mechanics, punctuation, sentence structure, and spelling
Total
Maximum Points
40
20
30
10
100
HRM340
Week 4 Getting Started/Reading/Lectures 1, 2 & 3
This Week's Activities
Learning Objectives
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Define the importance of human resource training and development for all levels of staff.
Reading & Assignments
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Read Chapters 8 & 9
Review Lecture 1 "Socializing, Orienting, and Developing Employees"
Review Lecture 2 "Managing Careers"
Review Video Lecture 3 "Performance Management"
Complete Discussion "Cultural Training"
Complete Assignment "Costs"
Complete Midterm
Reading
David A. DeCenzo, Stephen P. Robbins, Susan L. Verhulst (2016). Fundamentals of Human
Resource Management. (Twelfth ed.). Wiley.
ISBN: 97811190327485
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Read
Chapters 8 & 9
Lecture 1 "Socializing, Orienting, and Developing Employees"
Socializing, Orienting, and Developing Employees
Greetings Class, Welcome to week 4! This week is filled with information which directly
applies to each of us regardless of the organization you work for. The focus areas for
Chapter 8 are noted below.
Introduction
Socialization, training and development are all used to help new employees adapt to their new
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organizations and become fully productive.
Ideally, employees will understand and accept the behaviors desired by the organization, and will be able to attain
their own goals by exhibiting these behaviors.
Socialization
Frequently called “onboarding” is a process of adaptation to a new work role as an
employee goes through the passages of coming from outside the organization to inside
the organization.
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Assumptions of Socialization
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Socialization strongly influences employee performance and organizational stability, by providing information on
how to do the job and ensuring organizational fit.
New members suffer from anxiety, which motivates them to learn the values and norms of the organization. Special
attention is needed to put them at ease.
Socialization needs to be consistent with culture. It is influenced by subtle and less subtle statements and behaviors
exhibited by colleagues, management, employees, clients and others.
Individuals adjust to new situations in remarkably similar ways. All new employees go through a settling-in period.
The Socialization Process
Prearrival stage: Individuals arrive with a set of values, attitudes and expectations which they have developed from
previous experience and the selection process.
Encounter stage: Individuals discover how well their expectations match realities within the organization. Where
differences exist, socialization occurs to imbue the employee with the organization’s standards.
Metamorphosis stage: Individuals have adapted to the organization, feel accepted and know what is expected of
them.
New Employee 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. New Employee Orientation is critical to
the success of the new hire. Many individuals will decide during NEO whether they are
going to stay with the organization or leave!
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Orientation may be done by the supervisor, the HRM staff or some combination.
It may be formal or informal, depending on the size of the organization.
Typically, it will cover such things as the organization’s objectives, history, philosophy, procedures, rules, HRM
policies and benefits, and fellow employees.
HRM Role in Orientation
Coordinating Role: HRM instructs new employees when and where to report; provides information about benefits
choices.
Participant Role: HRM offers its assistance for future employee needs, such as career guidance, benefit
administration, and training.
Employee Handbook – benefits both employers and employees. Helps employees learn about the company
whenever they want. Provides central information source concerning policies, work rules and benefits. Helps ensure
that HRM policies will be fair, equitable, and consistently applied.
Employee Training & Development
Ask any employee and they will tell you the importance of training & development. But
did you know that there is a difference between the two.
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Training vs. Development – Training is more present-day oriented; it focuses on individuals’ current jobs,
enhancing those specific skills and abilities needed to immediately perform their jobs. Development generally
focuses on future jobs in the organization and employee development efforts prepare you for those jobs. Both focus
on having you learn more about the organization and how to perform jobs within the organization.
Training Methods – job rotation, apprenticeships, internships, off-the-job training, classroom lectures, multimedia
learning, simulations, vestibule training
Development Methods – job rotation, assistant-to positions, committee assignments, lecture courses & seminars,
simulations, adventure training
Organization Development
Organizational development (OD) – process that an organization moves through when it
changes with respect to continuous improvements, diversity, and work process
engineering.
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Regardless of the role of OD in an organization, a change agent is needed to foster the environment in which
change can occur, and to help employees to adapt to the change.
OD efforts support changes that are usually made in four areas: the organization’s systems, technology, processes,
and people. These changes are designed to foster the strategic direction of the business.
Evaluating Training and Development Effectiveness
are easier to measure when some output can be analyzed, such as in
increase or decrease in sales, costs, production, employee turnover, or revenue.
Training results
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When training results are more difficult to measure, the four level Kirkpatrick’s Model can be used.
Level one measures the reaction of participants toward the training.
Level two measures how much the participants learned.
Level three measures whether or not the training actually changes the employee’s behavior when he or she returns
to the job.
Level four measures whether the training benefited the employer or not.
Performance-based measures (benefits gained) – post-training method, pre-post-training method, pre-post-training
with control group method
International Training and Development
It is necessary for expatriate managers and their families before assignments (to learn
language and culture); during, and after foreign assignments (to adjust to changes
back home).
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Cross-cultural training is more than language training; it includes learning about the culture’s history, politics,
economy, religion, social climate and business practices and may involve role playing, simulations and immersion in
the culture.
Lecture 2 "Managing Careers"
Managing Careers
Important --- If you remember nothing else about this week, please remember this key
quote, “If it is to be, it is up to me.” (William H. Johnson)
How successful you are in your career is dependent upon your successful management
of various aspects of your career to include training, formal education, relationships,
and organizational diversity. Your career is YOUR responsibility. I have identified the key
concepts from your text here.
Introduction
Traditionally, career development referred to programs offered by organizations to help
employees advance within the organization. Today, each individual must take responsibility for
his or her career. While many organizations still invest in their employees, they do not
offer career security and they cannot meet the needs of everyone in a diverse
workforce.
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Organizations now focus on matching the career needs of employees with the requirements of the organization.
What is a Career?
A Career is a pattern of work-related experiences that span the course of a person’s life,
reflecting any work, paid or unpaid. It can also include schoolwork, homemaking, and
volunteer work.
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Career development adds value both for the individual and to the organization
Mentoring and Coaching
Effective coaches give guidance through direction, advice, criticism, and suggestion in an attempt to aid the
employee’s growth.
Mentors are typically senior-level employees who support younger employees by vouching for them, answering for
them in the “highest circles,” introducing them to others, and advising and guiding them through the corporate
system
The disadvantages of having senior employees coaching younger employees include: tendencies to perpetuate
current styles and practices and reliance on the coach’s ability to be a good teacher.
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Coaching is most effective between employees who do not have a reporting relationship, but share other
similarities in their perspectives.
Organizations are now exploring ways of advocating cross-gender mentoring.
Traditional Career Stages
There are well defined stages in every career.
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Exploration
Includes school and early work experiences, such as internships.
Involves trying out different fields, discovering likes and dislikes, and forming attitudes toward work and social
relationship patterns.
Establishment
Includes search for work, getting first job, and getting evidence of “success” or “failure.”
Takes time and energy to find a “niche” and to “make your mark”.
Mid-Career
Challenged to remain productive at work.
Employee may continue to grow, may plateau (stay competent but not ambitious), or may deteriorate.
Late career
Successful “elder states persons” can enjoy being respected for their judgment. Good resource for teaching others.
Those who have declined may experience job insecurity.
Plateauing is expected; life off the job increases in importance.
Decline (Late Stage)
May be most difficult for those who were most successful at earlier stages.
Today’s longer life spans and legal protections for older workers open the possibility for continued work
contributions, either paid or volunteer.
Career Choices and Preferences
Good career choice outcomes provide positive self-concept and opportunity to do work
we think is important.
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3 Models to match skills to careers
Holland Vocational Preferences
The Schein Anchors
The Myers-Briggs Typologies
Video Lecture 3 "Performance Management"
https://content.grantham.edu/at/BA340/BA340_W4/BA
340_W4.mp4
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