e book HUMAN RESOURSE MANAGEMENT pdf

4. COMPETITORS 5. FORMER EMPLOYEES

• Also known as poaching and may • Young workers are more likely to
account 30% of the movement in change jobs and later return to a
labour market. former employer than their
counterparts who entered the
• Most highly qualified applicants workforce 20/30 years back.
often come directly from
competitors in same labour market. • The boomerang effect happen
because there was a strong bond
• Serve as external sources of with precious coworkers or the new
recruitment for high quality talent job was not what the employees
envisioned.
6. UNEMPLOYED
• The firm already know their
• Individual who have been in labor strengthens and weaknesses and
market for a long time but still did the ex-employees are familiar with
not get any job and they who lost the company culture, policy and
their job. procedure.

• They can contribute to organization 7. SELF-EMPLOYED
that need employee, and WORKERS
potentially to fill job
• These individual may be true
• A few of them qualified and have entrepreneurs who are ingenious
ability to get job in the organization. and creative.

• These qualities are essential for
continued competitiveness

8. MILITARY / 9. EX-OFFENDERS
VATERENS/PENSIONNER
• Studies estimates that as many as
S 60% - 70% of ex-offenders are
unemployed.
• Many of these individuals have a
proven work history, flexible and • This statistics is not surprising
highly motivated person. because of an increase in the use of
criminal background checks in the
• In fact, they are not qualified to employment process.
hold any position (aging factor),
but they have more experience • Most employers indicate that they
than young employee. would probably or not be willing to
hire an applicant with criminal
• Might be apply by organization that records.
needs employee by contract
• If employers give them a chance
• Causes of hired : capability, they were very grateful and show
image, relationship and hard work for the jobs they were
personality with businessman and given.
government officer.

10. OTHER RESOURCES

• Other external resources apply to fill manpower demand such as
disability person (OKU).

• Even though they are disability employees they also can contribute
ideas and perspectives to increase organization production.

EXTERNAL RECRUITMENT METHODS

ONLINE AND INTERNSHIP PFOFESSIONALS
MOBILE ASSOCIATIONS
JOB FAIRS
RECRUITING UNSOLICITED WALK-IN
RECRUITERS APPLICANTS INTERVIEW
MEDIA
ADVERTISING EXECUTIVE OPEN COMPETATIVE
SEARCH HOUSES GAMES
PRIVATE FIRMS
EMPLOYEMENT EVENT SIGN-ON
RECRUITING BONUSSES
AGENCIES

PUBLIC
EMPLOYEMENT

AGEMCIES

EXTERNAL RECRUITMENT METHODS

EXCUTIVE SEARCH RECRUITERS PUBLIC
FIRM EMPLOYEMENT
• Focus on vocational &
• Used by some firms to technical schools, AGENCIES
locate experienced community college
professionals and and universities. • Are operated by each
executives. state but receive
• The company overall policy
• An executives search recruiters plays a vital direction form the
firm representatives role in attracting government.
often visit the client’s applicants.
office and interview • Have become
the company’s • The interviewee often increasingly involved
management. perceives the in matching people
recruiter’s actions as a with technical,
• This enable them to reflection of the professionals, and
gain a clear under- character of the firm. managerial positions.
standing of the
company’s goals and • Nowadays they use • They typically use
the job qualification videoconferencing computerized job-
required. which they can matching systems to
communicate and aid in the recruitment
• They contact, interviews with the process.
interview potential applicants without
candidates, check leaving the • Provide service
references and refer organization. without charge to
for selection either applicants or
employees.

EXTERNAL RECRUITMENT METHODS

ONLINE AND MEDIA ADVERTISING PRIVATE
MOBILE RECRUITING EMPLOYEMENT
• Advertising
• The world of communicates the AGENCIES
recruiting via mobile firm’s employment
technology is moving needs to the public • Often called
at lighting speed. through media. “Headhunters” are
best known for
• Recruiters use mobile • i.e.: Newspapers, recruiting white-collar
apps to post jobs, run trade journals, radio, employees.
text message-based TV, and billboards
recruiting campaigns, along highway. • Offer an important
create online service in bringing
communities for • The firm’s previous qualified applicants
potential new hires to experience with and open position
learn about their various media should together.
companies, monitor suggest the most
social networks for effective approach for • Job seekers should
news about industries specific types of jobs. carefully select the
they hire for, and employment agencies
keep in touch with • Some of the media to use because there
staff and outside are expensive but are both good and
agencies. effective in searching bad recruiters.
the qualified
• Weblogs, virtual job employees. • The headhunters also
fair, cyber recruiter. charge fees for their
service to the
applicants or firms.

EXTERNAL RECRUITMENT METHODS

JOB FAIRS INTERNSHIP PROFESSIONALS
ASSOCIATES
• Recruiting method • Special form of
engaged in by a single recruitment that • Every /professional
employer or group of involves in placing a group publishes a
employers to attract students in a journal and has a Web
many applicants to temporary job with site that that is widely
one location for no obligation either used by its members.
interviews. by the company to
hire the students • Many professional
• Opportunity to meet permanently or by associations in
many candidates in a the students to accept business areas
short time. a permanent position including finance, HR,
with the firm accounting, marketing
• Often organized by following graduation. provide recruitment
universities to assist and placement
their students in • The intern contributes services for their
obtaining jobs. to the firm by member.
performing needed
• Employers from many tasks. • Jobs advertised are
organizations meet at placed in the journal
a single point on the • Provide opportunities in hard copy and
campus. to students to bridge advertised on
the gap form business professional group’s
• Both parties can meet theory and practice. Web site.
here to ask and
answer questions.

EXTERNAL RECRUITMENT METHODS

OPEN HOUSES EVENT RECRUITING UNSOLICITED
APPLICANTS
• Pair potential hires • Recruiters going to
and recruiters in events being attended • A company must have
warm, casual by individuals the a positive image or
environment that company is seeking. employer brand to
encourage on-the-spot attract unsolicited
job offers. • Gives a company the applicants.
opportunity to reflect
• Cheaper, faster, and their image. • If an organization has
more popular than job the reputation of
fairs. • Through sponsorship being a good place to
of an event. work, it may be able
• If the event is open, it to attract qualified
may draw a large prospects even
turnout, but it is also without existence
may attract recruitments efforts.
unqualified applicants
• They often prove to
• Some companies be valuable
prefer to control the employees.
types of candidates by
conducting invitation-
only sessions.

EXTERNAL RECRUITMENT METHODS

SIGN-ON BONUSES COMPETITIVE WALK IN
GAMES INTERVIEW
• Purpose to attract top
talent, particularly in • Many companies in • A walk-in interview is
high-demand fields the software like an informal
such as health care, industries use public meet-and-greet
sales, marketing and competitors to session that is
accounting. identify talented arranged by
prospects. companies for
• Bonuses allow a firm interviewing a bunch
to pay a premium to of people in a short
attract individuals time.
without dramatically
upsetting its salary • Do not need to take
scale. up a formal
appointment.

INTERNAL RECRUITMENT

ADVANTAGES DISADVANTAGES

1. Management would know the 1. The promotion of senior employees can
employee filling the vacancy. cause difficulties to the organization in
term of organizational growth.
2. Communication process become
easier as they know each other. 2. New ideas would not be generated.

3. Save cost, time and energy especially 3. Create jealously and feelings of envy
in terms of training. among employees who are not selected.

4. Employee is familiar with policies,
procedures and organization's norms

5. Employee will have bigger
opportunity to develop his/her career.

EXTERNAL RECRUITMENT

ADVANTAGES DISADVANTAGES

1. Employees who offered positions usually 1. Management must incur high costs to

can fulfill the requirements of job train the new employees.

description and specification.

2. New employees normally have a 2. Management must conduct
high self image and high level of orientation and induction which waste
creativity. time and resources.

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and responsibility to complete the job ng employees limited as they need time

to know with one another.

SELECTION SELECTION PROCESS

• The process of
choosing from a
group of applicants
the individual best
suited for a
position and the
organization

• Process of selecting
individuals who
posses suitable
qualifications to fill
an existing or
future job vacancy.

• Process of selecting
the best or most
qualified
candidates from a
group of applicants
to fill a vacancy in
an organization

STEPS IN SELECTION PROCESS

1. PRELIMINARY SCREENING

• The main purpose is to eliminate those who obviously do not meet the
requirement.

• May take the form of reviewing for obviously unqualified applicants
with a brief interview, test or only a review of application or resume
for clear mismatch.

2. REVIEW APPLICATION AND RESUME

• The specific information requested on an application form may
vary between firm to firm, or by job type within firm

• Typically contains basic information of the applicants.
• By signing the form, the applicants certifies that information

provided on the form is accurate and true, and the applicants give
permission to have his or her background and references checked.
• Resume is a goal-directed summary of a person’s experience,
education and training develop for use in the selecting process.
• Organization always attracted with the interesting resume made by
the candidates.

3. SELECTION TEST

Characteristics of Properly Design Selection Test

STANDARDIZATION – Uniformity of the
procedures and conditions related to
administering tests.

OBJECTIVITY – Condition that is achieved
when everyone scoring a given test
obtains the same results.

NORM – Frame of reference for
comparing an applicant’s performance
with that of others.

REALIBILITY – Extent to which a selection
test provides consistent result.

VALIDITY – Extent to which a test
measures what it claims to measure.

TYPES OF EMPLOYMENT TEST

1. COGNITIVE ABILITY TEST

•Tests that determine general reasoning ability, memory, vocabulary, verbal fluency,
and numerical ability.
•Form of IQ test and measure the capacity of an individual to learn at the higher levels
of difficulty.

2. PSYCHOMOTOR ABILITIES TEST

•The capacity to connect brain or cognitive functions of the body. Aims at examining
an individual’s physical abilities in performing a task in a particular job.
•Risky jobs need physical strength and endurance in carrying out their jobs, and limits
for certain gender and person.

3. PERSONALITY TEST

•To measure the nature and disposition of a person to work. Usually measure of
honesty, temperament and integrity.
•Also used to determine highly motivated individual, flexible, and able to work as a
team. Usually for management positions .

4. WORK SAMPLE TEST

•A test that requires applicants to perform tasks that are part of the duties for the
position applied.
•i.e.: Reading map (traffic officer), decision making (administrative officer), simulation
(pilots).

5. ASSESSMENT CENTRE

•Selection technique that requires individuals to perform activities similar to those
they might encounter in an actual job.
•i.e.: simulation (pilots), management games, mock interviews, leaderless discussions
group and so on.

4. EMPLOYEMENT INTERVIEWS

• Is a goal-oriented conversation in which the interviewer and applicant
exchange information

• Traditionally, interviews have not been valid predictors of success on
the job because every job applicant presents a mysterious façade.

• Interviews continue to be the primary method of the firm use to
evaluate applicants.

• The applicants who reach this stage are the survivors.
• The candidates appear to be qualified although on paper.
• However, the appearances can be quite misleading.
• Additional information is needed to indicate whether the individual is

willing to work and can adapt to the organization.
• Elements in the job interviews includes:

Interview Content of the Candidate’s Role &
Planning Interview Expectation

Types of Methods of Interviewing Concluding the
Interviews Interviews Problems Interview

i. INTERVIEW PLANNING

• Is a essential to effective employment interviews.
i. Physical location – pleasant, minimum of interruptions, private.
ii. The interviewer – pleasant personality, empathy, listen,
communicate effectively, familiar with applicant qualifications,
develop a job profile based on job description and job specification.
iii. Checklist – comparing the application form and resume, prepare
questions in interview programs.

ii. CONTENT OF THE INTERVIEW

• Interviewer and candidate have an agendas for the interview.
• After establishing rapport, the interviewer seeks additional job-related

information to complement data provided by other selection tools.
• The interviewer should provide information about the company, the job,

the expectation of candidates.
i. Occupational experience
ii. Academic achievement
iii. Interpersonal skills
iv. Personal qualities

iii. CANDIDITES ROLE TYPES OF INTERVIEWS iv. TYPES OF
AND EXPECTATIONS INTERVIEWS

• Candidates need to do their UNSTRUCTED
homework, studying the job INTERVIEW
description, checking internet
(company official web site), STRUCTURED
products or services provided, INTERVIEW
organization’s culture,
strengthens, weaknesses, BEHAVIOURAL
competitors, and so fourth. INTERVIEW

• Conducting background checks SITUATIONAL
on companies (financial INTERVIEW
stability, career opportunities, or
the firm would be a good place
to work).

• Having a mock interview with
colleagues allow candidates to
prioritize the point they want to
make it in the real interview

1.UNSTRUCTURED INTERVIEW

• Submitted questions spontaneously and without any formal guidelines
that can be followed to access the responses given by candidates.

• Open questions are asked without following a fixed format.
• This allows the interviewer to ask questions according to the current

situation.
• Interviewer typically will evaluate candidates knowledge based on the

answer submitted.
• More flexible but takes long time.
• They allow the interviewer to discuss the candidate’s or other matter

that are not included in the assessment criteria.

2. STRUCTURED INTERVIEW

• The interviewer asks each applicants for a job at the same series of
job-related questions.

• Also known as patterned interview.
• This interviews increasing reliability and accuracy by reducing the

subjectivity and inconsistency of unstructured interviews.
• Questions are developed and asked in the same order of all applicants

applying for the vacant position.
• This is makes it easier to compare candidates fairly.
• Pre-determined questions and feedback given by the candidates often

can be predicted.

3. BEHAVIOURAL INTERVIEW

• Is a structured interview in which applicants are asked to relate actual
incidents from their past relevant to the target job.

• Once used exclusively for senior executive position.
• It is now a popular technique for lower-level position also.
• The assumption is based on the principle that what you did previously in

your life is a best predictor of what you will do in the future.
• Interviewees are asked to give an example of a situation when they faced

dilemma, a problem or a situation.

4. SITUATIONAL INTERVIEW

• Gives interviewees better insight into how candidates would perform in
the work environment by creating hypothetical situations candidates
would be likely to encounter on the job and asking them how they would
handle them.

• Provides a preview of “how” a candidate might handle situations in a
stimulated work environment.

• i.e.: “One of your employees has experienced a significant decline in
productivity. How would you handle it?”

• Interviewers are looking to hear the best course of action.

v. METHODS OF INTERVIEW

REALISTIC ONE-TO- GROUP
JOB ONE INTERVIEW

PREVIEW INTERVIEW PANEL
INTERVIEW
STRESS METHOD
INTERVIEW OF

INTERVIEW

MULTIPLE
INTERVIEW

Source from Martocchio, J. J. (2019). Human Resource Management, 15th Edition. New York,
USA: Pearson Education

ON-ONE- • The applicant meets one-on-one with an
ONE interviewer.

INTERVIEW • Meeting alone with the interviewer is often less
threatening.

• Provides a better opportunity for an effective
exchange of information to take place.

GROUP • Several applicants interact in the presence of one
INTERVIEW or more company representatives.

• Provide useful insights into the candidate's
interpersonal competence as they engage in a
group discussions.

• Save times for busy professionals and executives.
• Not mutually exclusive of other interview types.

PANEL • Several of the firm’s representatives interview a
INTERVIEW candidate at the same time.

• The interviewers will compare their observation and
reach a consensus concerning the candidates.

• Purpose is to gain multiple viewpoints because
there are so many cross-functional workplace
relationships in business these days.

• The board members will pool their evaluation of the
candidate.

MULTIPLE • Applicants are interviewed by peers,
INTERVIEW subordinates, and potential superior.

STRESS • This approach permits the firm to get a more
INTERVIEW encompassing view of the candidate.

• It give a candidate a chance to learn more about
the company from a verity of perspectives.

• The interviewer intentionally creates anxiety and
makes the candidate uncomfortable by asking
blunt and often discourteous questions.

• The purpose is to determine the applicant’s
tolerance and reaction for stress that may
accompany the job, pressure of indifference,
rejection, uncomfortable situation.

• Try to remain cool, calm and collected.

REALISTIC • RJP conveys both positive and negative job
JOB information to the applicant in an unbiased manner.

PREVIEW • Many applicants have unrealistic expectation about
(RJP) the prospective job they are seeking.

• They may have been told the exciting part of the
job, but the less glamourous areas are not
mentioned.

• Employers who give detailed RJPs get two results:

• Fewer employees accept the job offer, and

• Applicants who do accept the offer are less likely to
leave the firm.

vi. INTERVIEWING PROBLEMS

INAPPROPRIATE
QUESTIONS

NON-VERBAL PERMITTING
COMMUNICATION NON-JOB-
RELATED
POTENTIAL
INTERVIEWING INFORMATION

PROBLEMS INTERVIEWER
BIAS
LACK OF
TRAINING

INTERVIEWER
DOMINANCE

Source from Martocchio, J. J. (2019). Human Resource Management, 15th Edition. New York,
USA: Pearson Education

INAPPROPRIATE QUESTIONS PERMITTING NON-JOB-
RELATED INFORMATION
- Ask only job-related questions.
- If a candidate begins volunteering
- Physical, education, work
experience, skills, knowledge, personal information that is not
ability. job-related, the interviewer should
steer the conversation back on
- This problem caused interview course.
time becomes too long to reach
the last more than half an hour. - Topic like religion, politics, gender,
origin should be avoided.

INTERVIEWER DOMINANCE LACK OF TRAINING

- interviewer overactive in giving - Interviewers should have followed
opinion/response so candidates are a complete training in conducting job
less likely to communicate and will interviews.
failed the interview process.
- The experience of the interviewer is
- Interviewer must learn to be a also important to make an accurate
good listener as well as suppliers assessment of the ability and
for the information about the firm. suitability of candidates in interview
conducted.

INTERVIEWER BIAS

STEREOTYPE • Occurs when interviewer assumes that the applicant has certain
traits because they are members of certain class.

• Bias can be in gender, age, ethnic, nationality, religion, etc.

• Interviewers use only one or some of the positive or negative

HALO & HORN criteria that will affect the overall impression of the candidate.
• This problem will cause the best candidate failed in the interview
EFFECT that they attend. Examples : beauty, outfit, etc.

CENTRAL • This problem occurs when the interviewer assess the potential for
TENDENCY moderate or average.

• This will cause the interviewer failed to detect the strengths or
weakness of a candidate to the post they applied for.

CONTRAST • Occurs when an interviewer meets with several poorly qualified
ERROR applicants, and then confronts a mediocre candidate.

• The last applicant may appear the best qualified then other.

• Suppose that the clearly outstanding candidate is followed by a
very good candidate.

Source from Martocchio, J. J. (2019). Human Resource Management, 15th Edition. New York,
USA: Pearson Education

INTERVIEWER BIAS

NON-VERBAL • Interviewer need to pay attention to body language ( motion,
COMMUNI- gestures, facial expressions, voice intonation) that is express from
the candidates.
CATIONS

PREMATURE • Interviewers make a judgement about candidates in the first few
JUDGEMENTS minutes of the interview.

• The interviewer decide the election too early without waiting for
completion of all the candidates interviewed.

DIFFERENT • Different interviewer may evaluate the same information in
EVALUATION accordance with its own response.

• Guidelines provided will ensure proper procedures, questions and
scoring system are the same for all interviewers.

SAMPLE • The interviewer failed to identify the exact behavior of
BEHAVIOUR candidates who were interviewed. Because most of the
candidates would change their behavior during the interview to
impress the interviewer.

• Experience and training will enable them to identify the real
ability of candidates to the position they are applying for.

Source from Martocchio, J. J. (2019). Human Resource Management, 15th Edition. New York,
USA: Pearson Education

vii. CONCLUDING THE INTERVIEW

• Management must then determine whether the candidate is suitable
for the open position.

• If the conclusion is positive, the process continues.
• If there appears to be not match, the candidate is no longer

considered.
• The interviewer should tell the applicant that he/she will be notified of

the selection decision shortly.
• Keeping this promise helps maintain a positive relationship with the

applicant.
• Shake hand is one sign that interviewer can show as conclusion of

the interview process

5. PRE-EMPLOYEMENT SCREENING AND
BACKGROUND CHECK

• On the surface the candidates looks qualified, now it’s time to
determine the accuracy of the information submitted or whether
vital information was not submitted.

• Background investigation involve obtaining data from various
sources: employer, business associates, credit bureaus,
government agencies and academia institutions.

• Finger prints, especially for companies that employ workers in
charge of securing a worksite : airports, financial service industry,
hospitals, schools, hazardous maintenance service.

• This is to make sure that the applicants does not have any criminal
records and have been in prison before.

• Also can be done through social media.

6. SELECTION DECISION

• Successful candidates will be contacted via phone calls or email.
• Most organizations in Malaysia to send a offer letter directly to

the candidates.
• The contents of the offer letter of offer are:

i. Compensation and benefits
ii. Conditions of the offer
iii. Date to report
iv. Last date of receiving bids to inform
v. Special needs related to work
• Candidates are usually given a certain period to response to
the offer letter.
• If the answer is not received within certain period of time, the
organization has the right to reject the bids.
• Medical examination report is also attached with the offer letter,
and brought together when the candidates report to the
organization.
• Those candidates who fail, rejection letter is issued immediately
so the candidates will find alternative jobs.

7. MEDICAL EXAMINATION

• The goal is to ensure that candidates fit the job in the organization.
• Free symptoms of drug.
• Organization did not want to deal with the demands of the medical

bills for those who ill from working with previous employer.
• In Malaysia, a medical examination for candidates who are

employed by government departments be asked to do in general
hospitals.
• For private companies, medical check up can be done in private or
government hospitals or clinics.
• Some organizations will pay the medical check up bills.

CHAPTER 4

TRAINING AND DEVELOPMENT

EMPLOYEE ORIENTATION

• Is the initial T&D effort to inform new employees about the company and
provides basic background information they need to do in the company.

• Activities that are used to help new employee to familiarize themselves
with colleagues, policy, regulation and organizational goals.

• Is a socialization process as an attempt to develop attitudes and
standards in accordance with the organization's environment.

• A process that enables employees to understand and accept the
colleagues, norms​values, culture, beliefs, and behavior patterns of other
members of the organization.

• Orientation can reduce feelings of anxiety and accelerate new employee
socialization process.

• A good orientation program provides a positive first impression on new
employees, in turn, will influence the attitudes and behaviors of
employees.

• Employee orientation also reduces cognitive jar (difference between the
perceived expectations of workers, with the actual situation after the
employee working in the firm.

• If a large cognitive jar : frustration and tension will arise, eventually
employees will leave the organization.

PURPOSE OF ORIENTATION

Introducing New Employees to
the Organization.
Helping New Employees

Overcome Anxious, Worried and
Shame.

Increase the Acceptance of New
Employees Against Organization

Increase the Commitment of
New Employees.

Introducing New • Orientation is the process of attempting to
Employees to develop attitudes and standards of new
employees in accordance with the organization's
the Organization environment

• Helping the employees to familiarize themselves
with the new working environment, colleagues,
policy, regulation and organizational goals.

Helping New • The first few months of the new organization is
Employees critical in determining whether a new employee
Overcome will remain in the organization.
Anxious, Worried
and Shame • Organizations must take appropriate measures
to reduce anxiety and promote confidence in
yourself attitude of the new employee.

Increase the • The orientation program provides an
Acceptance of New opportunity for new employees to understand
and accept the values,​ norms, beliefs and
Employees behavior patterns of other members in the
Against organization.

Organization • Unrealistic expectations, culture shock and
Increase the have difficulty adjusting to a new place often
Commitment of results in new hires.
New Employees
• Extreme anxiety because they can’t
concentrate on the task, not able to receive
instructions and often make mistakes.

• Therefore, performance and productivity of
employees will be affected.

TYPES OF EMPLOYEE
ORIENTATION

FORMAL ORGANIZATION
LEVEL
EMPLOYEE
ORIENTATION DEPARMENTAL
LEVEL

INFORMAL

FORMAL ORIENTATION INFORMAL ORIENTATION

• The management has a • New employees are instructed to
structured program that is report to the HR department for an
executed when new employees explanation of company policies
join the firm. before being referred to the immediate
supervisor for an on-the-job briefing
• The choice between formal and on specific work procedures.
informal orientation will
depend on the management's • Informal orientation tends to be brief-
goals lasting one hour or even less

FORMAL EMPLOYEE ORIENTATION

ORGANIZATIONAL LEVEL DEPAREMENTAL LEVEL

• General matters related to all • Conducted by immediate
employees. supervisor of workers / former
i. Policies & procedures employees.
ii. Compensation payment
iii. Safety procedures in the • Supervisor is responsible for
workplace. introducing new employees to
iv. Physical facilities. the other staff, describes the
functions, policies and
• It is the responsibility of the HRD and procedures of the department and
supplied with open guide employees. provide information to the
Slides and video are use in employee.
conveying information about the
department • Briefing usually given orally.

DEFINITION OF TRAINING

Joseph J. Martocchio: Activities that design to provide leaners with the
knowledge and skills needed for their present job.
Gary Dessler: Training is the process of teaching new employees the basic
skills they need to perform their jobs.
Decenzo & Robbins: Programs that are more present day oriented, focuses on
individual’s current jobs, enhancing specific skills and abilities to immediately
perform their job.
Ricky W. Griffin: Training usually refers to the teaching operational or
technical employees how to do the job for which they were hired.

BENEFITS OF TRAINING AND DEVELOPMENT

PREVENT PROVIDE NEW MOTIVATE
EMPLOYEE KNOWLEDGE & EMPLOYEES
SKILLS BECOME
OBSOLETE SKILLS

PRODUCE EXPOSE REDUCE WASTAGE,
QUALITY WORKERS TO ACCIDENTS &
WORKERS EQUIPMENT
NEW
TECHNOLOGY MALFUNCTIONS

INCREASE INCREASE ADRESSING
EMPLOYEE’S EMPLOYEE’S WEAKNESSES
PRODUCTIVITY SATISFACTION

Prevent Employee Produce Quality
Skill Become Workers
Obsolete
• Employees can develop their
• Skills available to employees can career.
be tapped and honed back.
• Employees will provide new
• Thus, can be used to help ideas to the firm.
improve the productivity of the
organization. • Increase the effectiveness of
production and management.

Increase Employee’s Increase Employee’s
Productivity Satisfaction

• Training can boost worker • A productive workers are able to
productivity by improving their enjoy their work and satisfied
skills and abilities themselves what they have done.

• Employees can work quickly, • Therefore, probability of them
increase output, and produce finding new career opportunities
quality work. elsewhere is low.

Expose Workers To Provide New
New Technology Knowledge and Skills

• Retraining is needed when a new • Employees are able to
machine is purchased, a new acquire the knowledge,
procedure was introduced, experience and useful skills
changes to the law or when an relevant to the job.
employee is transferred to another
department or promoted. • Opportunity for promotion is
also brighter in individual
career planning.

Motivate Employees Reduce Wastage, Accidents
& EquipmentMalfunctions
• Training can be considered as a
form of reward to motivate • Employees are trained to handle
employees. the new high-tech machines, by
the more skilled workers in the
• Build relationships with influential operation of the machine and
individuals, get new ideas and hence can reduce the accident
source for yourself and the at the workplace.
organization.

Addressing Weakness

• Training allows HR manager to find and address any weaknesses,
• Helping employees to be more all-rounded and better skilled at every

factor of their job.
• Organizations will be completed faster.
• Employees will need less assistance on tasks where previously their

skills may have been weak.

TRAINING NEEDS ANALYSIS
(TNA)

• The process of identifying the gap in
employee training and related training
needs.

• TNA looks at each aspect of an operational
domain.

• The knowledge, skills, ability (KSA) and
attitudes of the human elements can be
identified, and appropriate training can be
specified.

• A successful TNA will identify those who
need training and what kind of training is
needed.

TRAINING NEEDSTRAINING NEEDS ANALYSIS
ANALYSIS (TNA)
ORGANIZATIONAL
ANALYSIS

TASK ANALYSIS

INDIVIDUAL / PERSON
ANALYSIS

ORGANIZATIONAL TASK INDIVIDUAL
ANALYSIS ANALYSIS ANALYSIS

• An analysis of the • Analysis of the • Analysis dealing
organization's job and the with potential
strategies, goals, and requirements participants and
objectives. for performing instructors involved
the work. in the process.
• What is the
organization overall • This analysis • Who will receive the
trying to accomplish. seeks to training and their
specify the level of existing
• Who decided that main duties knowledge on the
training should be and skill level subject?
conducted? required.
• What is their
• Why is a training • This helps learning style?
program seen as the ensure that the
recommended solution training which • Who will conduct
to a business is developed the training?
problem? will include
relevant links • Do the employees
• What the history of the to the content have required skills?
organization has been of the job.
with regarding to • Are there changes to
employee training and policies, procedures,
other management software, or
interventions. equipment that
require or
necessitate training?

COMPARISON BETWEEN TRAINING,
DEVELOPMENT AND EDUCATION

TRAINING

Provides learners with the
knowledge and skills

needed for present their
jobs.

EDUCATION DEVELOPMENT

Process of imparting Process where the
or acquiring general employee with the
knowledge, developing support of his/her
employer undergoes
the powers of
reasoning and various training
judgment, preparing programs to enhance
oneself or others
intellectually for his/her skills and
acquire new and
mature life. advanced knowledge

and skills.

TRAINING APPROACH

TRAINING APPROACH

TRAINING METHODS

ON THE JOB • Coaching
TRAINING • Mentoring
• Job Rotation
• Apprenticeship
• Role Play

• Lectures & Conferences
• Simulation Exercise
OFF THE JOB • In-Basket Training
TRAINING • Vestibule Training
• Case Study

1. COACHING 2. MENTORING

• A responsibility of the immediate boss, • Approach for advising,
who provides assistance, much like a coaching, and nurturing for
mentor, primary focus about creating a practical
performance. relationship to enhance
individual career, personal,
• Involves helping workers see why they and professional growth
have been selected to perform the task and development.
or for the team.
• Is an ongoing relationship
• The coach has greater experience or that is developed between a
expertise than the protégé and is in senior and junior employee.
the position to offer wise advice.
• Mentoring provides guidance
• According to a survey conducted by and clear understanding of
International Coach Federation (ICF), how the organization goes to
more than 4,000 companies are using achieve its vision and
coaching method for their executives. mission to the junior
employee.
• These coaches are experts most of the
time outside consultants. • The meetings are not as
structured and regular than
• A coach is the best training plan for the in coaching.
CEO’s because:
i. It is one to one interaction.
ii. Can be done at the convenience of
CEO.
iii. Can be done on phone, meetings,
through e-mails.
iv. Provides an opportunity to receive
feedback from an expert.

3. JOB ROTATION 4. ROLE PLAY

• Involves the transfer of • Role playing is an active
employees to another simulation learning technique in
department within a similar job which employees act out
scope. situations under the guidance of a
trainer.
• Provides opportunities for
employees to learn various skills • In each scenario, employees take
related to their new job. on a role and act out the scene as
though it were real.
• This method is EXCLUDED for
executive. • The trainer and the other
participants can then give
• Executive is usually not simply feedback to the role players.
going to another department.
• Situation : strike in factory,
• Benefits of job rotation are: conflict, or two people might
i. Provides employees with simulate a meeting between an
opportunities to broaden employee and an angry customer.
the KSA by working in
different functions, • (+) Encourages individuals to
departments, units, and come together to find solutions
countries. and get to know how their
ii. Determines the areas where colleagues think.
improvement is required.
iii. Assessment of the • (+) Prepare groups for scenarios
employees who have the that occur in real life.
potential and calibre for
filling the position. • (+) Indicates current skill level.
• (-) Makes some uncomfortable.
• (-) May not be taken seriously.

5. APPRENTICESHIP

• A training method that combines classroom instruction with OJT

wherein the workers earn while learning the skills required for

performing the specialized job.
• Trainees work as apprentices under the direct supervision of experts

for long periods of time (2-5 years).
• Consists of providing actual work experience in the actual job as well.
• Imparting theoretical knowledge through classroom lectures.
• Arranged either in the plant or in the institution.
• Enables the trainees to become all-round craftsmen.
• This method is very expensive.
• No guarantee that a trained worker will continue to work in the same

concern after the training is completed.

6. LECTURE AND 7. SIMULATION
CONFERENCE• A responsibility of the immediate boss,
• Equipment simulators are the
• One of the oldest methods of training. mechanical devices.
• Used to create understanding of a topic
• Necessitate trainees to use
or to influence behavior, and attitudes. some actions, plans,
• Can be in printed or in oral form. measures, trials, movements /
• Lecture is telling someone about decision processes they
would use with equipment
something. back on the their respective
• Given to enhance the knowledge of work place.

listener or to give the theoretical aspect • It is imperative.
• Simulators are designed as
of a topic.
• Basically training are incomplete closely as possible to the
physical aspects of equipment
without lecture. and operational surroundings.
• Differences between lecture and the • Trainees will find at their work
place.
printed material is the trainer’s • Equipment simulators can be
used in giving training to air
intonation, control of speed, body traffic controllers, telephone
operators, ship navigators,
language, and visual image of the product development
engineers, maintenance
trainer. workers, airline pilots and
• The trainer can decide to vary from the military officers.

training script, based on the signals

from the trainees, whereas same

material in print is restricted to what is

printed.
• Less expensive, can reached large

number of people at once, and correct

misunderstanding.

8. IN-BASKET TRAINING 9. CASE STUDY

• Is a training and development method • To simulate decision making
in which the participant is asked to situation.
establish priorities for and handle
many business texts, papers, emails, • The goal is to provide trainees
memos, reports, and telephone with the opportunity to
messages that would sharpen critical thinking skills.
typically cross manager’s desk.
• It reflects the complex
• The participant is required to act on problems & situations faced
the information contained in these by managers and staff.
messages.
• Objective : To apply concepts,
• The trainee assigns a priority to each ideologies and ascertain new
situation before making any ones
decisions.
• This method emphasize to see
a particular problem rather
than a solution.

10. VESTIBULE TRAINING

• Type of instruction using a small area away from the actual worksite.
• Consisting of training equipment exactly duplicating the materials and

equipment used on the job.
• Purpose is to reproduce an actual work setting and place it under the

trainer's control to allow for immediate and constructive feedback.
• Allow trainees to practice while avoiding personal injury and damage to

expensive equipment without affecting production.

CHAPTER 5

PERFORMANCE APPRAISAL

DEFINITION AND CONCEPT OF
PERFORMANCE APPRAISAL

• Joseph J. Martocchio (2019): Performance appraisal is a formal system
(continuing basis) of review and evaluation of individual or team task
performance.

• Mondy, Noe and Premeaux (2018) : Performance evaluation is a formal
system of checks and periodic assessment of individual or group
performance.

• Gary Dessler (2019) : Performance appraisal as any procedure that
involves setting work standards, assessment of actual performance
against standards and the provision of employee feedback to employees.

• Ab. Aziz Yusof (2000) : Performance appraisal as one of human resource
management activities of the most critical and caused problems for the
organization.

• Maimunah Aminuddin (2019) : Performance evaluation is a systematic
evaluation on the performance of employees.

• Performance Management : Is a goal-oriented process directed towards
ensuring that organizational process are in place to maximize the
productivity of employees, teams, and ultimately, the organization.