PSY 255 1nd Edition Lecture 14 Outline of Last Lecture I. TrainingOutline of Current Lecture II. On-SiteIII. Off-SiteIV. Managerial TrainingV. Sexual Harassment TrainingVI. Diversity TrainingVII. Training EvaluationCurrent LectureOn-Site• Training conducted at the workplace• Pros– Maximizes transfer (training to job environment)– Low cost (training done on-site with current employees)- Cons– Success depends on trainers• Orientation training– Formal socialization – Acquire attitudes, behavior and knowledge needed to participate as organizational member– Most common - learn by doing and watching, talking, and interacting with others• CoachingThese 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.– One-on-one developmental relationship with supervisor• Coach provides advice, organization and PA-related info, helps in goal setting• Good for promoting collaboration and high LMX• ‘White-collar apprenticeship’Off-Site• Training not conducted at the workplace• Pros– Less stress, fewer interruptions for trainees and employee trainers– Uses professional trainers• Cons– More difficult to achieve transfer– More expensive• Lecture - audiovisual presentation– Lecture used to present work info– May involve audiovisual or multimedia content• Better learning (verbal and visual routes)• Especially good for difficult- or dangerous-to-demonstrate tasks• Corporate university– Off-site replica of on-site environment with or without classroom instruction• Programmed instruction– Self-paced instruction based on learning principles• Breaks content down into logical sequence, tests content of modules, provides immediate feedback– Computer-assisted instruction (CAI)– Pros• Work at own pace, short training times, equivalent learning– Cons• High front-end (development) costs• Simulators– Designed to re-create physical and psychological context of ‘real world’ counterpart• Physical fidelity: extent that equipment and its operation mimics the real thing• Psychological fidelity: extent that behavioral and cognitive processes match the real thing– More popular as computer technology ↑• Virtual reality, America’s Army, MS Flight Simulator– Super high cost• But not as much as crashing an F-14, inking a sub, killing live passengers, running over pedestrians, ruining a space station…Managerial Training• Some training techniques are specific to managerial-level employees– More time intensive and costly than other methods• Behavior modeling– Premise: we learn via social imitation and practice– Typical program involves education on to-be-learned topic, modeling (actual or filmed), group discussion, active practice, feedback– Results: better trainee reactions, learning, and on-the-job performance• Case study– Trainees work through written descriptions of organizational problems and then convene in groups to discuss the case and share solutions• Demonstrates solutions are not clear cut and different folks have differentperspectives• Management games– SimCity for managers – Trainees placed in managerial scenario within fictitious companySexual Harassment Training• Training involves:– Making employees aware of - consequences of harassment– Defining and sensitizing employees to harassment• Males less sensitive than females• Promote common frame-of-reference– Modeling alternative behaviorsDiversity Training• Changing workplace demographics requires new HR management– Rising number of female, minority, and older employees; ‘minorities’ are no longer minorities!– Training to • Increase awareness• Reduce stereotypes• Change behavior– Diversity Training• Diversity provides competitive advantage– Decreased costs (↓ litigation)– + reputation for organization– Greater creativity, problem-solving, flexibility– Requires organization-wide collective orientation (or culture)Training EvaluationKirkpatrick’s (1976) taxonomy• Internal criteria– Reaction criteria: attitudinal reactions to training– Learning criteria: mastery of training content• Training Evaluation• External criteria– Behavioral criteria: on-the-job changes; transfer!– Results criteria: pay-off to org; utility analysis• New approaches to training criteria• Reaction criteria– Both affective reactions and utility judgments• Learning criteria– Immediate knowledge– Retention of knowledge– Behavior/skill demonstration• Behavioral– Transfer of training• Results are still about