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Pay as a motivator 4 Payment by results is related to output (in terms of units produced or time taken) Performance related pay is related to results achieved (in terms of defined standards for key tasks, fulfilment of objectives etc Chapter 16 Training and development The learning process Development and training Training needs and methods Responsibility for training and development Evaluating training programmes Development * The learning process 1 Behaviourist theory Stimulus → Response (negative reinforcement) Stimulus → Different response (positive reinforcement) Stimulus → Repeat successful response Cognitive theory The learning process 2 Learning theory suggests the following as key to effective training motivation objectives feedback positive/negative reinforcement The learning process 3 Learning styles Theorists prefer to understand principles Reflectors prefer to think things through first Activists prefer to try things, ‘hands on’ Pragmatists prefer to work with real tasks/problems (Honey Mumford) The learning process 4 Learning cycle The learning process 5 Learning organisation facilitates the acquisition and sharing of knowledge, and the learning of all its members continuously and strategically transforms itself in response to a rapidly changing and uncertain environment The learning process 6 Characteristics of learning organisations: Keep plans and decisions flexible Insist on data rather than guesswork Encourage experimentation and questioning Regard risks and failures as learning tools Gather information from all possible sources The learning process 7 More characteristics of learning organisations: Share information through formal/informal networks Seek out learning opportunities Develop HR policies to support flexibility Develop management styles to support flexibility Focus training on ‘learning how to learn’ Development and training 1 The org needs a skilled workforce to achieve its goals Training Programmes and instruction to ena