Employee training and development 5th chapter 09

Chapter 9
Employee Development
McGraw-Hill/Irwin

Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.


Introduction
 Development - formal education, job
experiences, relationships, and
assessments of personality and abilities
that help employees perform effectively
in their current or future job and
company.

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Table 9.1 - Comparison Between
Training and Development

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Introduction (cont.)
 Why is employee development
important?
To improve quality.
To meet the challenges of global competition
and social change.
To incorporate technological advances and

changes in work design.

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Introduction (cont.)
 Development activities can help
companies reduce turnover by:
showing employees that the company is
investing in the employees’ skill development.
developing managers who can create a
positive work environment that makes
employees want to come to work and
contribute to the company goals.

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Approaches to Employee
Development
 Formal education programs include:
off-site and on-site programs designed
specifically for the company’s employees.
short courses offered by consultants or
universities, executive MBA programs, and
university programs.

 Tuition reimbursement - the practice of
reimbursing employees’ costs for college
and university courses and degree

programs.
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Approaches to Employee
Development (cont.)
 Assessment
Collecting information and providing feedback
to employees about their behavior,
communication style, values, or skills.
Used most frequently to identify employees
with managerial potential, and measure
current managers’ strengths and weaknesses.
Companies vary in the methods and sources
of information they use in developmental
assessment.
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Approaches to Employee
Development (cont.)
 Myers-Briggs Type Indicator (MBTI)
Most popular psychological test for employee
development.
Identifies individuals’ preferences for energy,
information gathering, decision making, and
lifestyle.
It is a valuable tool for understanding
communication styles and the ways people
prefer to interact with others.

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Table 9.4 - Personality Types Used in the
Myers-Briggs Type Indicator Assessment

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Table 9.4 - Personality Types Used in the
Myers-Briggs Type Indicator Assessment

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Approaches to Employee
Development (cont.)
 Assessment center - multiple raters or
evaluators evaluate employees’
performance on a number of exercises.
It is used to identify:
if employees have the abilities, personality, and
behaviors for management jobs.
if employees have the necessary skills to work in
teams.

Types of exercises used include leaderless
group discussions, interviews, in-baskets, and
role plays.
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Table 9.5 - Examples of Skills Measured
by Assessment Center Exercises

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Approaches to Employee
Development (cont.)
 Benchmarks - instrument designed to
measure important factors in being a
successful manager.
Items that are measured include dealing with
subordinates, acquiring resources, and
creating a productive work climate.

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Table 9.6 - Skills Related to
Managerial Success

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Approaches to Employee
Development (cont.)
 Performance appraisal - process of
measuring employees’ performance.

Different approaches for measuring
performance:
Ranking employees.
Rating their work behaviors.
Rating the extent to which employees have
desirable traits believed to be necessary for job
success.

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Approaches to Employee
Development (cont.)
The appraisal system must give employees
specific information about their performance
problems and ways they can improve their
performance.
Managers must be trained in providing
performance feedback.

 Upward feedback - involves collecting
subordinates’ evaluations of managers’
behaviors or skills.
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Figure 9.1 - 360-Degree Feedback
System

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Table 9.8 - Development- Planning
Activities from 360-Degree Feedback

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Approaches to Employee
Development (cont.)
 Factors necessary for a 360-degree
feedback system to be effective:
The system must provide consistent or
reliable ratings.
Feedback must be job-related (valid).
The system must be easy to use,
understandable, and relevant.
The system must lead to managerial
development.
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Approaches to Employee
Development (cont.)
 Job Experiences - relationships,
problems, demands, tasks, or other
features that employees face in their
jobs.
A major assumption is that development is
most likely to occur when there is a mismatch

between the employee’s skills and past
experiences and the skills required for the job.

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Table 9.9 - Job Demands and the
Lessons Employees Learn from Them

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Table 9.9 - Job Demands and the
Lessons Employees Learn From Them

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Figure 9.2 - How Job Experiences are
Used for Employee Development

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Approaches to Employee
Development (cont.)
 Job enlargement - adding challenges or
new responsibilities to an employee’s
current job.
 Job rotation - providing employees with

a series of job assignments in various
functional areas of the company or
movement among jobs in a single
functional area or department.
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Table 9.10 - Characteristics of
Effective Job Rotation Systems

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