BBA 229 Training and Development.pptVIP

9 The following suggestions specify the types of changes in jobs that are most likely to lead to improvements in each of the five core dimensions. (1) Combine tasks - managers should put existing fractionalized tasks back together to form a new, larger module of work. This increases skill variety and task identify. (2) Create natural work units - managers should design tasks that form an identifiable and meaningful whole. This increases employee “ownership” of the work and encourages employees to view their work as meaningful and important rather than as irrelevant and boring. (3) Establish client relationships - the client is the user of the product or service that the employee works on. Whenever possible, managers should establish direct relationships between workers and their clients. This increases skill variety, autonomy, and feedback for the employee. (4) Expand jobs vertically - vertical expansion means giving employees responsibilities and controls that were formerly reserved for management. It partially closes the gap between the “doing” and “controlling” aspects of the job, and it increases employee autonomy. (5) Open feedback channels - by increasing feedback, employees not only learn how well they are performing their jobs but also whether their performances are improving, deteriorating, or remaining at a constant level. Ideally, employees should receive performance feedback directly as they do their jobs rather than from management on an occasional basis. * BBA 229 Training and Development Lecture 5 Training Evaluation Dr. S. Chan Department of Business Administration charmaine@.hk http://home.chuhai.hk/~charmaine/ Training Evaluation (1 of 2) Training effectiveness – the benefits that the company and the trainees receive from training Training outcomes or criteria – that the trainer and the company use to evaluate training programs Training Evaluation (2 of 2) Training evaluation – the process of collecting the outcomes needed to deter