Employee Training and Development, Ninth Edition
By Raymond A Noe
Contents:
Preface iv
PART ONE
The Context For Training And Development 3
Chapter One
Introduction to Employee Training and Development 4
Introduction 5
Training and Development: Key Components of Learning 6
Designing Effective Training 9
Overcoming the Flaws of the ISD Model 10
The Forces Influencing Working and Learning 11
Economic Cycles 12
Globalization 14
Increased Value Placed on Intangible Assets and Human Capital 17
Focus on Link to Business Strategy 20
Changing Demographics and Diversity of the Workforce 21
Talent Management 24
Customer Service and Quality Emphasis 27
New Technology 31
High-Performance Work Systems 35
Snapshot of Training Practices 36
Training Facts and Figures 37
Training Investment Leaders 38
Roles, Capabilities, Positions, and Salaries of Training Professionals 40
Who Provides Training? 43
Who Is in Charge of Training? 43
Preparing to Work in Training 45
Key Terms 45
Discussion Questions 46
Application Assignments 47
Case Zappos: Facing Competitive Challenges 48
Endnotes 50
Chapter Two
Strategic Training 60
Introduction 62
The Evolution of Training: From an Event to Learning 63
Learning as a Strategic Focus 64
The Learning Organization 64
Implications of Learning for Human Capital Development 66
The Strategic Training and Development Process 67
Business Strategy Formulation and Identification 68
Identify Strategic Training and Development
Initiatives That Support the Strategy 70
Provide Training and Development Activities Linked
to Strategic Training and Development Initiatives 74
Identify and Collect Metrics to Show Training Success 75
Examples of the Strategic Training and Development Process 76
Organizational Characteristics That Influence Training 79
Company Size 79
Roles of Employees and Managers 79
Top Management Support 80
Integration of Business Units 81
Global Presence 82
Business Conditions 82
Other HRM Practices 84
Strategic Value of Jobs and Employee Uniqueness 85
Extent of Unionization 86
Training Needs in Different Strategies 86
Models of Organizing the Training Department 89
The Corporate University (Corporate Training Universities) 89
Creating a Corporate University 92
Business-Embedded Learning Function 92
Learning, Training, and Development from a Change Model Perspective 94
Marketing Training and Creating a Brand 97
Outsourcing Training 99
Summary 100
Key Terms 100
Discussion Questions 101
Application Assignments 102
Case: Learning at iCIMS 103
Endnotes 103
Case 1: Learning in Practice: “Alexa, Tell Me
About Learning at Amazon.com, Inc.” 109
PART TWO
Designing Training 111
Chapter Three
Needs Assessment 112
Introduction 113
Why Is Needs Assessment Necessary? 113
Who Should Participate in Needs Assessment? 115
Methods Used in Needs Assessment 118
The Needs Assessment Process 121
Organizational Analysis 121
Person Analysis 124
The Process for Person Analysis 124
Task Analysis 133
Competency Models 138
Scope of Needs Assessment 142
Needs Assessment in Practice 143
Summary 143
Key Terms 144
Discussion Questions 144
Application Assignments 145
Case: Identifying Training Needs at the U.S.
Department of Agriculture’s Animal Plant and
Health Inspection Service (APHIS) 147
Endnotes 147
Chapter Four
Learning and Transfer of Training 152
Introduction 153
What Is Learning? What Is Learned? 154
Learning Theories 156
Reinforcement Theory 156
Social Learning Theory 156
Goal Theories 158
Need Theories 159
Expectancy Theory 160
Adult Learning Theory 161
Information Processing Theory 162
Transfer of Training Theory 163
Theory of Identical Elements 163
Stimulus Generalization Approach 165
Cognitive Theory of Transfer 165
The Learning Process 166
Mental and Physical Processes 166
Learning Cycles and Styles 167
Implications of the Learning Process and Transfer of
Training for Instruction 168
Instructional Emphasis for Learningn Outcomes 183
Summary 185
Key Terms 185
Discussion Questions 186
Application Assignments 187
Case: Revised Training for the U.S. Navy 189
Endnotes 189
Chapter Five
Program Design 196
Introduction 197
Considerations in Designing Effective Programs 199
Selecting and Preparing the Training Site 199
Choosing Trainers 201
How Trainers Can Make the Training Site and
Instruction Conducive to Learning 202
Curriculum, Course, and Lesson Design 213
Curriculum Road Map 214
Converting In-Person to Online Learning 220
Program Design Implications for Transfer of Training 221
Determine Focus: Near versus Far Transfer 221
Encourage Self-Management 222
Encourage Manager Support for Training 223
Peer Support 227
Opportunity to Use Learned Capabilities 227
Technological Support 228
Content Curation: Keeping Training Content
Up-to-Date, Organized, and Accessible 228
How to Choose a Vendor or Consultant for Training Services 228
Using Knowledge Management for Learning and
Transfer of Training 230
Keys for Effective Knowledge Management 232
Summary 233
Key Terms 234
Discussion Questions 234
Application Assignments 235
Case: Designing Effective Sales Training at
Harrison Pharmaceuticals 237
Endnotes 237
Chapter Six
Training Evaluation 243
Introduction 244
Reasons for Evaluating Training 244
Formative Evaluation 245
Summative Evaluation 246
Overview of the Evaluation Process 247
Outcomes Used in the Evaluation of Training
Programs 248
Reaction Outcomes 250
Learning or Cognitive Outcomes 252
Behavior and Skill-Based Outcomes 252
Affective Outcomes 253
Results 254
Return on Investment 254
Determining Whether Outcomes Are
Appropriate 255
Relevance 255
Reliability 256
Discrimination 256
Practicality 257
Evaluation Practices 257
Which Training Outcomes Should Be Collected? 258
Evaluation Designs 259
Threats to Validity: Alternative Explanations for Evaluation Results 260
Types of Evaluation Designs 262
Considerations in Choosing an Evaluation Design 266
Determining Return on Investment 268
Determining Costs 270
Determining Benefits 270
Example of a Cost-Benefit Analysis 271
Other Methods for Cost-Benefit Analysis 273
Practical Considerations in Determining ROI 274
Success Cases and Return on Expectations 274
Measuring Human Capital and Training Activity 275
Big Data and Workforce Analytics 276
Summary 277
Key Terms 277
Discussion Questions 278
Application Assignments 279
Case: Training Relationship Managers at KCB Group 281
Endnotes 281
Case 2: Learning in Practice: Learning Online at PepsiCo 287
PART THREE
Training And Development Methods 289
Chapter Seven
Traditional Training Methods 290
Introduction 291
Presentation Methods 294
Lecture 294
Audiovisual Techniques 296
Hands-on Methods 296
On-the-Job Training 296
Apprenticeship 297
Simulations 301
Case Studies 302
Business Games 304
Role Plays 305
Behavior Modeling 305
Group Building Methods 308
Adventure Learning 308
Team Training 310
Action Learning 312
Choosing a Training Method 313
Summary 316
Key Terms 316
Discussion Questions 316
Application Assignments 317
Case: Developing Leadership at Farm Bureau
Financial Services 319
Endnotes 320
Chapter Eight
Technology-Based Training Methods 325
Introduction 326
Technology’s Influence on Training and Learning 327
Technology Facilitates Collaboration 329
Technology Creates a Dynamic Learning Environment 329
Technology Gives Learners Control 330
Computer-Based Training, Online Learning,
Web-Based Training, and E-Learning 332
Potential Features of Online Learning 333
Advantages of Online Learning 334
Effectiveness of Online Learning 336
Developing Effective Online Learning 337
Needs Assessment 337
Creating a Positive Online Learning Experience 339
Learner Control 340
Provide Time and Space for Online Learning 341
Technology for Collaboration and Linking 341
Massive Open Online Courses 342
Social Media: Wikis, Blogs, Microblogs, and
Social Networks 344
Blended Learning 347
Simulations and Games 348
Augmented Reality 352
Mobile Technology and Learning 353
Adaptive Training 355
Distance Learning 356
Technologies for Training Support: Artificial
Intelligence, Expert Systems, and Performance Support 357
Electronic Performance Support Systems 359
Learning Management Systems: Systems for
Training Delivery, Support, and Administration 359
Choosing New Technology Training Methods 361
Summary 364
Key Terms 365
Discussion Questions 365
Application Assignments 366
Case: Training Customer Service Team Members
at Valvoline Instant Oil Change 367
Endnotes 367
Chapter Nine
Employee Development and Career Management 375
Introduction 376
The Relationship Among Development, Training, and Careers 377
Development and Training 377
Development and Careers 377
Development Planning Systems 380
Self-Assessment 380
Reality Check 381
Goal Setting 381
Action Planning 383
Examples of Career Development Systems 383
Approaches to Employee Development 385
Formal Education 386
Assessment 389
Job Experiences 394
Interpersonal Relationships 402
Special Topics in Employee Development: Succession
Planning, Developing Dysfunctional Managers, and Onboarding 407
Summary 415
Key Terms 415
Discussion Questions 416
Application Assignments 417
Case: Mentoring at Roscoe Property Management (RPM) 417
Endnotes 418
Case 3: Learning in Practice: Building a
Workforce at Huntington Ingalls Industries 427
PART FOUR
Social Responsibility And The Future 429
Chapter Ten
Social Responsibility: Legal Issues, Managing
Diversity, and Career Challenges 430
Introduction 431
Training Partnerships 432
Joint Union-Management Programs 434
Legal Issues and Managing a Diverse Workforce at Home and Abroad 435
Legal Issues 435
Managing Workforce Diversity and Ensuring Equity and Inclusion 440
Melting the Glass Ceiling 447
Cross-Cultural Preparation 449
Steps in Cross-Cultural Preparation 449
Career Challenges Facing the Workforce 452
Work-Life Balance 453
Career Paths and Dual Career Paths 456
Dual Career Path 458
Career Recycling 460
Job Hopping 461
Coping with Career Breaks 461
Coping with Job Loss 462
Meeting the Needs of Older Workers 463
Preretirement Socialization 464
Retirement 466
Early Retirement Programs 466
Summary 467
Key Terms 467
Discussion Questions 468
Application Assignments 468
Case: Black Professionals at Coca-Cola 469
Endnotes 470
Chapter Eleven
The Future of Training and Development 479
Introduction 480
Automatization of Work 480
Greater Need for Digital Literacy and Closing the Skills Gap 482
Increased Use of New Technologies for Training
Delivery and Instruction 484
Breakthroughs in Neuroscience About Learning 486
Faster Training Design Using Key Stakeholders 487
Increased Use of Just-In-Time Learning and Performance Support 488
Increased Emphasis on Using Big Data to Show
How Learning Helps the Business 489
Implications of Future Trends for Trainers’ Skills and Competencies 490
Summary 491
Key Terms 491
Discussion Questions 491
Application Assignments 492
Case: Robots Make the Choice Cuts at Tyson Foods 493
Endnotes 493
Case 4: Learning in Practice: Eastern Bankshares
Diversity Efforts 496
Glossary 497
Name Index 511
Company Index 523
Subject Index 527