Methods of Training and Development

ByTharika Dilhari Tharika Dilhari -
            1. TRADITIONAL METHODS    

1.1.            Presentation methods
Lecturing including Standard lectures, guest lecturers team teaching and panels as well as audio visuals including overheads, slides and video (Martin, Kolomitro and Lam, 2014).

1.2.            Hands-on methods
Ø  On Job Training (OJT) - New recruits or inexperienced employees are entailed in learning in the work setting and during work by observing contemporaries or managers executing the job (Ameeq and Furquan, 2013).

  Ø  Self- directed learning – Employees are required to acquire knowledge on preset training content at their own pace without a trainer (Keith and Frese, 2008).
  Ø  Apprenticeship – This is a work-study technique involving both on-job and classroom training (Martin, Kolomitro and Lam, 2014).
  Ø  Case-studies - employees are most likely to recall and use knowledge and skills if they learn through a process of discovery (Rees and Porter, 2002).
Ø  Behavior modeling- presents trainees with a model who demonstrates key behaviors to replicate and provides trainees with the opportunity to practice the key behaviors (Aguinis and Kraiger, 2009).

1.3.            Group building methods
This method focuses on improving trainees’ skills and team effectiveness by letting understand dynamics of interpersonal relationships, own strengths and weaknesses and those of co-workers (Marks et al., 2002).

2. TECHNOLOGY BASED METHODS
New training delivery and instructional methods include online learning (e-learning) (Weinhardt and Sitzmann, 2018), distance learning, simulations, virtual reality (3D learning), expert and electronic support systems, and learning management systems (Cascio, 2017) merged with traditional methods found to be promising.

 Simulations - Allow trainees to see the impact of decisions in an artificial, risk-free environment (Lateef F, 2010).

REFERENCES

Aguinis, H. and Kraiger, K. (2009) ‘Benefits of Training and Development for Individuals and Teams, Organizations, and Society’, Annual Review of Psychology, 60(1), pp. 451–474. doi: 10.1146/annurev.psych.60.110707.163505.

Ameeq, A. and Furquan, H. (2013) ‘Impact of Training on E mployee ’ s Development and Performance in Hotel Industry of Lahore , Pakistan’, Journal of Business Studies Quarterly, 4(4), pp. 68–82.

Cascio, W. F. (2017) ‘Training trends: Macro, micro, and policy issues’, Human Resource Management Review. Elsevier, (July 2016), pp. 0–1. doi: 10.1016/j.hrmr.2017.11.001.

Keith, N. and Frese, M. (2008) ‘Effectiveness of Error Management Training: A Meta-Analysis’, Journal of Applied Psychology, 93(1), pp. 59–69. doi: 10.1037/0021-9010.93.1.59.

Lateef F (2010) ‘Simulation-based learning: Just like the real thing.’, Journal of emergencies, trauma and shock, 3(4), pp. 348–352. doi: 10.4103/0974-2700.70743.

Marks, M. A., Sabella, M. J., Burke, C. S. and Zaccaro, S. J. (2002) ‘The impact of cross-training on team effectiveness.’, The Journal of applied psychology, 87(1), pp. 3–13. doi: 10.1037/0021-9010.87.1.3.

Martin, B. O., Kolomitro, K. and Lam, T. C. M. (2014) ‘Training Methods: A Review and Analysis’, Human Resource Development Review, 13(1), pp. 11–35. doi: 10.1177/1534484313497947.

Rees, W. D. and Porter, C. (2002) ‘The use of case studies in management training and development. Part 1’, Industrial and Commercial Training, 34(1), pp. 5–8. doi: 10.1108/00197850210414026.


Weinhardt, J. M. and Sitzmann, T. (2018) ‘Revolutionizing training and education? Three questions regarding massive open online courses (MOOCs)’, Human Resource Management Review. doi: 10.1016/j.hrmr.2018.06.004.

Comments

  1. Ganga HerathNovember 15, 2019 at 3:32 AM

    Hello Tharika, In addition to what you have mentioned,Employees learn from their practical experience much better when compared to the knowledge obtained from books. On the job training decreases cost and save time (Flynn e t al . , 1995; Kaynak, 2003; Heras, 2006). It is better for the organizations to give their employees on the job training because it is cost effective and time saving (Ruth Taylor e t al . , 2004).According to Tom Baum et al (2007)it is good for organization to give their employees on the job training so that their employees learn in a practical way.

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    1. Tharika DilhariNovember 15, 2019 at 3:44 AM

      Hi Ganga,

      True, the relationship between training and work performance is both supported and criticized by researchers. Bernthal and Wellins (2006) found that training impacts return on investment (ROI) and return on equity (Meyer 2007b). It was found that training practices have enhanced employee motivation and commitment as well as appreciation for the organisation’s investment in their development, indicating that they do perceive value from the training and in turn become more motivated, committed and productive (Alexandros & Bouris 2008). On job training becomes more important when objective is to build economies around high productivity (Jacobs et al, 2000). On job trainings are usually more common in larger firms due to their large internal structures i.e. in case of large firms, probability of employee-mobility within the internal boundaries of the firm, increases to some extent, and on-job training plays its vital part by developing the required level of skills for the employees (Black et al., 2000).

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  2. anneNovember 16, 2019 at 7:56 PM

    Hi Tharika, Understudy is a OJT method used n workplace where : a superior gives training to an employee as his replacement like an assistant to a manager/director. The employee learns through observation and experience by contributing in handling problems in the working environment. Purpose is to prepare the employee for assuming the full duties and responsibilities (Olakunle, 2008).

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    Replies
    1. Tharika DilhariNovember 17, 2019 at 11:41 PM

      Hi Anne,

      Agree with you. In this approach, the trainee is tutored by an experienced manager for the higher responsibilities to be taken by trainee, aiming at enabling him to acquire skills and perform as much as the superior on the job. The efficiency of this approach hangs on how much time and interest the superior has in the subordinate to assume (Steinmetz & Lawrence 2006). This is good for succession planning and allows for smooth transition of work when one officer leaves a schedule or organization (Crumpacker, 2007).

      Delete
  3. Taniya John SchumacherNovember 18, 2019 at 1:10 AM

    Hi Tharika, Nassazi (2013) states job rotation and transfers is another method of training. Transfer could involve movement of employees internationally. These rotations and transfers enable employees acquire knowledge of the different operations within the organization together with the differences existing in different countries where the organization operates.

    ReplyDelete
    Replies
    1. Tharika DilhariNovember 18, 2019 at 2:11 AM

      Hi Taniya,

      Agree with you. Job Rotation (JR) have existed as a method of training for developing individual knowledge, skills, and abilities since the industrial revolution (Holle, 2005), and in today's dynamic global workplace, JR afford organizations an opportunity to manage changing psychological work contracts and employee desires for self-managed careers (Marshall, 2006). JR is also known as job mobility, but usually, horizontal mobility is termed as JR, while vertical job mobility is termed as promotion (Kaymaz, 2010). JR is seen as a kind of an on-the-job training technique and such training technique is known to have a positive effect on employee motivation (Mohsen et al., 2012).
      Most plausibly, an experiential learning effect arises because, by engaging in international business activities, employees of multinational enterprises (MNEs) acquire knowledge about foreign markets and operations, which enables them to overcome the challenges of unfamiliarity with foreign markets and the potential liability of foreignness. When MNEs operate in disparate host countries, the transfer employees enhance their knowledge base, capabilities, and competitiveness through organization-level experiential learning (Pereira, 2008).

      Delete

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