PSY 255 1nd Edition Lecture 13 Outline of Last Lecture I. Legal Issues In I-OOutline of Current Lecture II. Training and DevelopmentIII. Assessing Training Needs IV. Learning V. Principles of Learning Current LectureTraining and Development• 90% of Fortune 500 companies have formal training programs• Typical firm spends $2.1 million on training• Top firms spend $2,000 on training per employee each year– well-to-do firms can afford training• Training - Formal procedures to facilitate learning so that resultant behavior contributes to organizational goals and objectives– Formal vs. informal• Socialization: informal, unplanned learning not designed, directed, or evaluated by the organization (mentoring, lunch with coworkers, end of the semester party, etc)– Learning• Relatively permanent change in behavior due to experience– Ensure training increases appropriate behaviors• Identify and base training on organizational goals and objectives• Selection–Training Tradeoff• Select qualified applicants that don’t need (much) training, but training may still be required…These notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.– Job- or organization-specific training– current employees may need to be re-trained• ex: job enlargement, technology or process change– Training to improve attitudes and morale• Ex: job satisfaction, organizational commitment, teamworkAssessing Training Needs• Figure out if training needs exist before designing and implementing program• Conduct needs analysis– Organizational analysis– Task analysis– Person analysis– Demographic analysis• Organization analysis– Where is training needed in the org?• Compare organizational performance to short- and long-term goals• Task analysis– What tasks, duties, behaviors, etc., need to be trained?• Work-oriented job analysis• Person analysis– Who needs training?• Performance appraisal information used here• Demographic analysis– Various groups may require special trainingLearning• Learning is key to training– Relatively permanent change in behavior due to past experience– Important distinction: learning vs. retention• Various learning principles applied to training– Some facilitate learning while others improve retentionPrinciples of Learning Active learning◦ Learners actively participate in the learning process Size of unit to be learned: whole vs. part◦ If to-be-trained behaviors are highly organized and interdependent, best to train entire sequence• Massed vs. distributed practice– Should practice consist of one cramming (massed) session or be spread out (distributed) over multiple sessions– Meaningfulness of material– ↑ meaningfulness leads to learning ↑– Make material relevant to employees• Principles of Learning• Overlearning– Continued practice even after having mastered training content – Overlearning improves retention• Knowledge of results (KOR)– Give timely and useful performance feedback• Allows trainees to make adjustments, prevents bad habits, increases motivation to learn, aids goal-setting– Feedback best if immediately follows behavior, is frequent, and is both + and – – Principles of Learning• Increase motivation for training/learning– Aptitude x treatment interactions (ATI)– Individual differences– Decrease anxiety, stress– Training readiness• Transfer of training– Extent to which training content is ‘taken back’ and applied to one’s job– Goal of training is transfer, not just learning– Positive vs. negative