...review of related research of the components of On-the-job training and job readiness training programs. The literature about internships, on the job training program, job readiness training programs, and Overview of On-the-Job Training are discussed. Also included are the need for workplace financial education, employee assistance program, employee assistance program and stress management, workplace financial education and its effectiveness, and productivity. This chapter ends with the summary of the literature review. On-the-job training is a practical way of introducing new employees to the workplace by providing them hands-on learning opportunities and instruction. Typically, employees are briefed and then paired with a seasoned colleague who shows them the ropes. The employee can then transition into completing tasks on her own while under supervision (Lisa McQuerrey , 2014). Tara Duggan and Demand Media observed that job readiness training programs prepare participants to get, keep and excel at a new job. Basic employability skills include effective communication, problem solving, resume building, and interviewing. Job readiness training programs also help participants develop good work habits that facilitate their ongoing success. Workshops typically include lectures, discussions and role-playing exercises. Job readiness programs may also provide transportation and childcare. On-the-job training has been a training method used for almost all types of learning throughout...
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...must answer the same things. (2) purpose. Interviews may be designed to accomplish several purposes, including selection, performance appraisal feedback, etc. (3) content. The content of the questions may be situational, job-related, or psychological. (4) the way the interview is administered. Interviews might be conducted by a panel of interviewers, sequentially or all at once, computerized, or personally. 2. Briefly describe each of the following possible types of interviews: unstructured panel interviews; structured sequential interviews; job-related structured interviews. In the unstructured panel interview, the panel of interviewers asks questions as they come to mind. They do not have a list of questions or points that need to be covered, but may follow many different directions. The structured sequential interview consists of the candidate interviewing one by one with several different interviewers. Each interviewer conducts a structured interview which consists of pre-determined questions and a structured evaluation form to complete. The job-related structured interview consists of pre-determined questions, all of which are designed to asses the applicant's past behaviors for job-related information. 3. For what sorts of jobs do you think computerized interviews are most appropriate? Why? The computerized interview can be used as a screening device for virtually any type of position which may generate a large number of applicants. It is less...
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...PART TWO RECRUITMENT AND PLACEMENT | | | | | | |CHAPTER | |T Seven | | | | | | | | | | |7 | | |Interviewing | | | |Candidates | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter gives an overview of types of | | |Basic Features of Interviews |interviews and their features. It discusses...
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...|PART TWO RECRUITMENT AND PLACEMENT | | | | | |CHAPTER | |T Seven | | | | | | | | | |Interviewing |7 | | |Candidates | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter gives an overview of types of | | |Basic Features of Interviews |interviews and their features. It discusses common | | |Types of Interviews ...
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...Weaknesses of the on-the-job training that Jacob received. What did the supervisor do that was consistent with job instruction training? What did he fail to do? A. The strength of the on-the job training that Jacob received was that its task based, which means its performed in the work area, the training is actually focused on performing real job tasks which made the training much more effective, direct and learning process was faster as compared to other training methods. The disadvantage or the weakness of the on the job training is that it is inconsistent, this relies heavily on an experienced employee to provide the instruction based on what they feel are the most important topics. What is important to one employee may not be important to another. Also, it is incomplete, without a structured lesson guide; often the trainers forget to cover important information. The supervisor decided to stick around for a couple of hours to follow-up with Jacob was one wise decision made. The supervisor’s responsibility is to stay and follow up with the trainee time to time, when the equipment, the supervisor failed to fulfill his duty and support his trainee, was hurting him. Q. What does this case tells you about the traditional approach to on – the – job training? What does it tell you about job instruction training? A. Q. If you were the supervisor, how would you have trained Jacob? What would you do differently and why? A. Q. If the job instruction training method was used, how...
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...is usually the professional bodies that provide appropriate training and education to their members, which, however, mostly results in compartmentalisation, a very common and well-known problem in Tanzania and other developing countries. Therefore it may be more reasonable to rather establish systematic and coordinated training programs and a unified approach for each industry. Such a development of employees would ensure their ability to perform successfully in an international setting, enhance their productivity as well as competitiveness. Formerly, the Tanzanian government was expected to provide training and facilities. However in recent years the role of the private sector for financing and providing such training has more and more been acknowledged, since the sustainability of funding and with that the guarantee of a structured and continued training is essential and one of the biggest problems faced in HRD. Therefore it may be necessary to complement external funding with the development of domestic funding in order to secure and ensure that training will be continued once external, international donors have backed out. Debrah and Ofori mentioned in their article that there are some obstacles to the implementation of a levy-grant system, which is favoured by most developing countries to finance training programmes. Such obstacles are i.e. the „fragmentation of national and specific industrial sectors’ training systems,...
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...Selection, United Kingdom Abstract The first part of a larger study into organisations’ use of structured interviewing techniques. Discusses reasons for continued popularity of interviewing in selection, despite its shortcomings. Considers the use of two structured interviewing techniques to improve selection: behavioural and situational questioning. Presents the findings of a large scale survey of UK organisations’ use of these techniques. The use of structured interviewing is rapidly increasing and is used by all sizes of organisation. Behavioural interviewing is being used more than situational interviewing, and many respondents use both techniques. Structured techniques are most commonly used for management posts. Discusses links with competency based HRM and roles of line managers and HR specialists in selection. Areas for further research are outlined. Introduction Interviewing is still the most commonly used method of selection in employment, in spite of the fact that many studies have shown it to be a very flawed technique. Given the preference of managers and human resource practitioners for interviewing, structured interviewing techniques have been suggested as a means of improving validity. Much of the research into these interviewing techniques is experimental in nature, and the aim of the present study was to identify and explore the use of two particular structured interviewing techniques by various organisations in the UK. This is seen as the first stage of a...
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...Blanchard, P.N. and Thacker, J.W. (2007). Effective Training: Systems, Strategies and Practices (3rd ed). Pearson: Prentice Hall. In Shakeel Sarwar: Impact of Training Patterns upon the Social Relations of Employees: A Meta Analysis. Retrieved from https://www.google.com.ph/?gws_rd=cr&ei=F9pUUsOtEZGwiQeQtlHoCg#q=onthe+jo b+training+Blanchard+and+thacker. Retrieval date: July 3, 2013. Brum, S. (n.d.). What Impact Does Training Have On Employee Commitment And Employee Turnover? Retrieved from http://www.uri.edu/research/lrc/research/papers/Brum- Commitment.pdf. Retrieval date: July 7, 2013. Burke, M.J., Sarpy, S.A. et.al.(2006). Relative Effectiveness of Worker Safety and Health Training Methods. doi: 10.2105/AJPH.2004.059840. Retrieval date: July 2, 2013. Castells, M. (2003). La era de la informacion: Economia, sociedad y cultura, vol. 1 La sociedad en red. Madrid: Alianza Editorial. In Batalla-Busquets, M. and Pacheco-Bernal, C. (2013). On-the-job E-Learning: Workers’ Attitudes and Perceptions. Retrieved from http://www.irrodl.org/index.php/irrodl/article/view/1304/2417. Retrieval date: July 2, 2013. 22 Colarelli, S. M., & Montei, M. S. (1996). Some Contextual Influences on Training Utilization. In The Journal of Applied Behavioral Science, 32(3): 306-322. Retrieved from http://jab.sagepub.com/content/32/3/306.abstract. Retrieval date: July 2, 2013. Doss, R. et.al. (2007). Structured On-the-Job Training and Its Value to High Performance Manufacturing...
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...Company 1. What do you think of Apex’s training process? Could it help to explain why employees “do things their way” and if so, how? I think the training process at Apex has no organizational effectiveness. It’s unstructured, and there is no training documentation which makes the entire training process weak. It appears the employee does things their way because the company clearly does not have in place a structured training process. The employee assigned to perform training is likely to have very low motivation, partial training their self, and few of the necessary skills needed to train. The employee must know what an employer wants them to do and how they want them to do it. If the employee is left not knowing, then he/she is left to improvise or teach other employees "their way" of accomplishing tasks. There are no outcome measures to determine if the training was successful. 2. What role should job descriptions play in training at Apex? The job description should play a pertinent role in training at Apex because the job description defines the learning requirements for a new or transitioning employee while also setting the boundaries of employment in terms of required knowledge and skills. By understanding the job description, a trainer can utilize the information it provides to write job descriptions and job specifications, which are utilized in recruitment and selection, compensation, performance appraisal, and training. Not only the trainee, but also the trainer...
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...all while remaining courteous and polite. With that said the most appropriate delivery method for training its employees is structured on-the-job training (S-OJT). Web-based training is also appropriate for instruction on making beverages and operating equipment, but the best training in this type of customer service environment is S-OJT. S-OJT is structured training that takes place in the real work environment with customer interaction because it occurs during operational hours. The trainee generally shadows the trainer for a period designated at the onset of training. After the shadowing, the trainee is required to demonstrate his or her abilities while the trainer observes. During the observation period, the trainer makes suggestions or corrections so the trainee can adjust prior to moving into his or her position within the store. S-OJT is appropriate for Starbucks’ organization because emphasis was placed on consistency and uniformity on a regional level in 2010. At one point, Starbucks determined that there was discrepancy in the way transfer and borrowed partners were performing. A S-OJT program would fulfill this objective because baristas, regardless of location, would be trained the same; therefore they will perform in the same way throughout the organization. “From a practical perspective, S-OJT offers some apparent advantages for managers because the training might be conducted when...
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...www.thetimes100.co.uk How training and development supports business growth Introduction Tesco is the largest British retailer and is also the world’s third largest grocery retailer with outlets across Europe, USA and Asia. The business began in 1919 with one man, Jack Cohen, selling groceries from a stall in the East End of London. Jack bought surplus stocks of tea from a company called T.E. Stockwell. T.E. Stockwell and Cohen combined their names to brand the tea Cohen originally sold – TESCO tea. In 1929, the first Tesco store opened in north London. Tesco has expanded since then by a combination of acquisition of new stores, retail services and by adapting to the needs of consumers. Tesco has net profits (before tax) of around £3 billion. Tesco’s primary aim is ‘to serve the customer’. Keeping existing customers happy is important, as they are more likely to return. This is more cost effective for the business than acquiring new ones. In the UK Tesco now has over 2,200 stores ranging from the large Extra hypermarket style stores to small Tesco Express high street outlets. Tesco’s original product range of grocery and general merchandise has diversified to include banking, insurance services, electrical goods as well as telephone equipment and airtime. This move towards ‘one stop shopping’ means customers can meet all their purchasing needs from one place. Tesco has also expanded its customer base through its Tesco.com website which attracts one million regular users....
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...32184_TESCO:TESCO STUDY V6 23/6/09 16:11 Page 1 How training and development supports business growth Introduction Tesco is the largest British retailer and is also the world’s third largest grocery retailer with outlets across Europe, USA and Asia. The business began in 1919 with one man, Jack Cohen, selling groceries from a stall in the East End of London. Jack bought surplus stocks of tea from a company called T.E. Stockwell. T.E. Stockwell and Cohen combined their names to brand the tea Cohen originally sold – TESCO tea. In 1929, the first Tesco store opened in north London. Tesco has expanded since then by a combination of acquisition of new stores, retail services and by adapting to the needs of consumers. Tesco has net profits (before tax) of around £3 billion. Tesco’s primary aim is ‘to serve the customer’. Keeping existing customers happy is important, as they are more likely to return. This is more cost effective for the business than acquiring new ones. In the UK Tesco now has over 2,200 stores ranging from the large Extra hypermarket style stores to small Tesco Express high street outlets. Tesco’s original product range of grocery and general merchandise has diversified to include banking, insurance services, electrical goods as well as telephone equipment and airtime. This move towards ‘one stop shopping’ means customers can meet all their purchasing needs from one place. Tesco has also expanded its customer base through its Tesco.com...
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...5-29. A good attitude and commitment are two important attributes that Ya Kun looks for in its job applicants. Is a job interview an effective method to assess these two attributes? What else can Ya Kun do to get realible onformation on these two atrributes? Job interview are not effective methode to assess these two atrributes. Even that Ya Kun Company go through two rounds of interviews, they still not able to see their full attitude and their full commitment. This job interview have more disadvantage than advantage.The most obvious disadvantage of conducting any type of research interview is that they are time consuming, particularly if they are recorded and fully transcribed. Structured interviews inevitably limit responses and the data obtained may not be reliable if there are faults in the way questions are asked or understood by the respondent. Structured interviews can be very limiting in terms of allowing any real exploration or understanding of the responses given. In highly structured interviews the key differences, in comparison with postal questionnaire completion by the respondent, are that the researcher can explain questions that the respondent does not understand, or provide prompts to help the respondent answer the question. Consistent prompts are agreed beforehand. The sample size for in-depth and unstructured interviews is generally small and may not be representative of a particular population. Some would argue that it can be difficult to compare the results...
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...University of Iowa This article summarizes the practical and theoretical implications of 85 years of research in personnel selection. On the basis of meta-analytic findings, this article presents the validity of 19 selection procedures for predicting job performance and training performance and the validity of paired combinations of general mental ability (GMA) and Ihe 18 other selection procedures. Overall, the 3 combinations with the highest multivariate validity and utility for job performance were GMA plus a work sample test (mean validity of .63), GMA plus an integrity test (mean validity of .65), and GMA plus a structured interview (mean validity of .63). A further advantage of the latter 2 combinations is that they can be used for both entry level selection and selection of experienced employees. The practical utility implications of these summary findings are substantial. The implications of these research findings for the development of theories of job performance are discussed. From the point of view of practical value, the most important property of a personnel assessment method is predictive validity: the ability to predict future job performance, job-related learning (such as amount of learning in training and development programs), and other criteria. The predictive...
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...How training and development supports business growth Introduction Tesco is the largest British retailer and is also the world’s third largest grocery retailer with outlets across Europe, USA and Asia. The business began in 1919 with one man, Jack Cohen, selling groceries from a stall in the East End of London. Jack bought surplus stocks of tea from a company called T.E. Stockwell. T.E. Stockwell and Cohen combined their names to brand the tea Cohen originally sold – TESCO tea. In 1929, the first Tesco store opened in north London. Tesco has expanded since then by a combination of acquisition of new stores, retail services and by adapting to the needs of consumers. Tesco has net profits (before tax) of around £3 billion. Tesco’s primary aim is ‘to serve the customer’. Keeping existing customers happy is important, as they are more likely to return. This is more cost effective for the business than acquiring new ones. In the UK Tesco now has over 2,200 stores ranging from the large Extra hypermarket style stores to small Tesco Express high street outlets. Tesco’s original product range of grocery and general merchandise has diversified to include banking, insurance services, electrical goods as well as telephone equipment and airtime. This move towards ‘one stop shopping’ means customers can meet all their purchasing needs from one place. Tesco has also expanded its customer base through its Tesco.com website which attracts one million regular users. As the company has grown...
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