tailieunhanh - Lecture Managing human resources (6th edition): Chapter 8 - Wayne Cascio

Chapter 8 - Training and on-boarding. The learning objectives for this chapter include: Describe the differences between extrinsic and intrinsic rewards as they relate to employee compensation programs; explain how compensation programs are affected by federal, state, and local laws; list and describe the most common forms of direct financial compensation;. | Chapter 8 Workplace Training The E-Learning Revolution E-Learning allows small companies to act like large companies A company that is considering E-learning should ask the following questions: What are some of the key advantages of E-learning? Are some types of course work better suited than others to E-learning? What are the disadvantages and opportunity costs of E-learning? What is training? Training consists of planned programs designed to improve the performance of an individual, group, and/or organization The two perspectives of training: Macro, or structural training perspective (., aggregate level of expenditures on training) Micro training perspective (., how to determine if training is needed and what works) Current Training Trends Job training will increase over the next five years. Reasons why: Social challenge High-performance work systems challenge Quality challenge Interpersonal challenge Global challenge Structural Issues in the Delivery of Training Nine . | Chapter 8 Workplace Training The E-Learning Revolution E-Learning allows small companies to act like large companies A company that is considering E-learning should ask the following questions: What are some of the key advantages of E-learning? Are some types of course work better suited than others to E-learning? What are the disadvantages and opportunity costs of E-learning? What is training? Training consists of planned programs designed to improve the performance of an individual, group, and/or organization The two perspectives of training: Macro, or structural training perspective (., aggregate level of expenditures on training) Micro training perspective (., how to determine if training is needed and what works) Current Training Trends Job training will increase over the next five years. Reasons why: Social challenge High-performance work systems challenge Quality challenge Interpersonal challenge Global challenge Structural Issues in the Delivery of Training Nine structural problems: Corporate commitment is lacking and uneven Aggregate expenditures for training are inadequate Businesses complain that schools award degrees, but students may lack skills Poaching trained workers is a major problem for . businesses and provides a strong disincentive for training Despite the rhetoric about training being viewed as an investment, current accounting rules require it be treated as an expense Government is not providing enough funds for training initiatives Businesses, with government aid, need to focus on non-college graduates Employers and schools must develop closer ties Organized labor can help Characteristics of Effective Training Four characteristics of companies with effective training practices: Commitment of top management Training is tied to the total business strategy A comprehensive and systematic approach to training exists Investment of adequate resources Assessing Training Needs There are three phases of training: Assessment phase Training .

• Quản trị kinh doanh
• Human resources
• Managing human resources
• Lecture Managing human resources
• Human resources policies
• Compensation programs
• Compensation management
• Handbooks of hospitality human resources management
• Hospitality human resources management
• Acquiring human resources
• Retaining human resources
• Human resources management
• Human resource management’s role
• Quality staff
• Human resources policy
• Procedures activities
• Planning training programs
• Human resources terms
• Leadership and development of leadership human resources
• Development of leadership human resources
• Development human resources
• Human resources Vietnam
• State owned enterprises
• The hospitality industry
• Hospitality managers
• Human resources activities
• Human resources responsibilities
• Employee on boarding
• Orientation programs
• Evaluating training programs
• Delivering training programs
• Employee recruitment
• Performance management
• Performance appraisal
• Employee health
• Employee safety
• Critical issues
• Unionization process
• Evolving hospitality organizations
• Organizational change
• Developing human resources
• Critical human resource issues
• Human capital development
• HR practitioner’s view