Employee training and development 5th chapter 10

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Chapter 10 Special Issues in Training and Employee Development McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc All rights reserved Table 10.1 - Situations That may Result in Legal Action 8-2 Training Issues Resulting From the External Environment  Cross-cultural preparation - involves educating employees (expatriates) and their families who are to be sent to a foreign country  Expatriates - people who work in a country other than their country of origin 8-3 Table 10.2 - Types of Employees in Global Companies 8-4 Training Issues Resulting From the External Environment (cont.)  G Hofstede identified five dimensions of national culture:  Individualism-collectivism  Uncertainty avoidance  Masculinity-femininity  Power distance  Time orientation 8-5 Training Issues Resulting From the External Environment (cont.)  To be successful in overseas assignments, expatriates need to be:  Competent in their area of expertise  Able to communicate verbally and nonverbally in the host country  Flexible, tolerant of ambiguity, emotionally stable, outgoing and agreeable, and sensitive to cultural differences 8-6 Training Issues Resulting From the External Environment (cont.)  To be successful in overseas assignments, expatriates need to be:  Motivated to succeed, able to enjoy the challenge of working in other countries, and willing to learn about the host country’s culture, language, and customs  Supported by their families 8-7 Training Issues Resulting From the External Environment (cont.)  Key to successful foreign assignment is a combination of training and career management for employees and their families  Foreign assignments involve three phases:  Pre-departure phase  On-site phase  Repatriation phase 8-8 Training Issues Resulting From the External Environment (cont.)  Pre-departure phase  Employees need to receive language training and an orientation in the new country’s culture and customs; the family should be included in the orientation  Expatriates and their families need information about the various facilities in the area where they will live  Employees must discuss with their managers how the foreign assignment fits into their career plans and what type of position they can expect upon return 8-9 Figure 10.2 - Relationship Between Training Methods and Training Rigor 8-10 Training Issues Resulting From the External Environment (cont.)  Attitude awareness and change programs  Focus on increasing employees’ awareness of differences in cultural and ethnic backgrounds, physical characteristics, and personal characteristics that influence behavior toward others  The assumption is that by increasing awareness of stereotypes and beliefs, employees will be able to avoid negative stereotypes when interacting with employees of different backgrounds 8-20 Training Issues Resulting From the External Environment (cont.)  Behavior-based programs  Focus on changing the organizational policies and individual behaviors that inhibit employees’ personal growth and productivity  Approaches: Identify incidents that discourage employees from working up to their potential Teach managers and employees basic rules of behavior in the workplace Cultural immersion - sending employees directly into communities where they have to interact with persons from different cultures, races, and/or nationalities 8-21 Table 10.6 - Characteristics Associated with Diversity Programs’ Long-Term Success 8-22 Table 10.7 - Key Components of Effective Managing Diversity Programs 8-23 Table 10.7 - Key Components of Effective Managing Diversity Programs 8-24 Training Issues Resulting From the External Environment (cont.)  School-to-work transition programs - combine classroom experiences with work experiences to prepare high school students for employment  School-to-Work Opportunities Act -designed to assist the states in building school-to-work systems that prepare students for high-skill, high-wage jobs or future education 8-25 Training Issues Resulting From the External Environment (cont.)  Training’s role in welfare-to-work and other public-private sector programs  Government agencies refer welfare recipients to a company-sponsored training program subsidized with money and tax credits from the government  State and local governments provide life and skills training directly to welfare recipients 8-26 Training Issues Resulting From the External Environment (cont.)  The Workforce Investment Act of 1998 created a comprehensive work force investment system  The Occupational Information Network (O*NET) is a unique, comprehensive database and directory of occupational titles, worker competencies, and job requirements and resources 8-27 Training Issues Related to Internal Needs of the Company  Lifelong Learning Account - an account for adult education into which both the employee and the company contribute and the employee keeps, even if he or she leaves the company  Breaking the glass ceiling, a barrier to advancement to the higher levels of the organization 8-28 Table 10.8 - Recommendations for Melting the Glass Ceiling 8-29 Training Issues Related to Internal Needs of the Company (cont.)  Joint union-management programs provide a wide range of services designed to help employees learn skills that are directly related to their job and also develop skills that are “portable” that is, valuable to employers in other companies or industries 8-30 Training Issues Related to Internal Needs of the Company (cont.)  Succession planning  Process of identifying and developing the future leadership of the company  Helps attract and retain managerial employees by providing them with development opportunities to attain upper-level management as a career goal 8-31 Table 10.9 - The Succession Planning Process 8-32 Training Issues Related to Internal Needs of the Company (cont.)  Developing managers with dysfunctional behaviors  A combination of assessment, training, and counseling is used to help managers change dysfunctional behavior  The Individual Coaching for Effectiveness (ICE) program is one such program designed specifically to help managers with dysfunctional behavior 8-33 Training Issues Related to Internal Needs of the Company (cont.)  Training and pay systems  In skill-based pay systems, employees’ pay is based primarily on the knowledge and skills they possess rather than the knowledge or skills necessary to successfully perform their current job Often used to facilitate cross-training Contributes to better use of employees’ skills and ideas Managers and/or peers usually serve as trainers Require periodic evaluation of employees’ skills and knowledge using behavior and learning outcomes 8-34 ... Between Training Methods and Training Rigor 8 -10 Training Issues Resulting From the External Environment (cont.)  On-site phase  Training involves continued orientation to the host country and. .. company-sponsored training program subsidized with money and tax credits from the government  State and local governments provide life and skills training directly to welfare recipients 8-26 Training. .. combination of training and career management for employees and their families  Foreign assignments involve three phases:  Pre-departure phase  On-site phase  Repatriation phase 8-8 Training Issues
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Xem thêm: Employee training and development 5th chapter 10 , Employee training and development 5th chapter 10 , Table 10.2 - Types of Employees in Global Companies, Figure 10.2 - Relationship Between Training Methods and Training Rigor, Table 10.4 - Implications of Cultural Dimensions for Training Design, Figure 10.3 - Cycle Of Disillusionment That Results From Managing Diversity Through Adherence to Legislation, Table 10.7 - Key Components of Effective Managing Diversity Programs, Table 10.8 - Recommendations for Melting the Glass Ceiling

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