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Solutions Manual Employee Training & Development 9th Edition By Raymond Noe
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Solutions, Solutions Manual Employee Training & Development 9th Edition By Raymond Noe. ISBN13: 9781264080922 ISBN10: .
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Chapter 1Introduction to Employee Training & Development
This introductory chapter discusses why training is important to help companies successfully compete in
today’s business environment. The chapter provides an overview of training practices, the training
profession, forces impacting training, and how to design effective training. The chapter begins with a
discussion of how a variety of companies use training to improve their competitive advantage. The
chapter proceeds to define a number of terms relating to training, followed by an overview of the basic
Instructional System Design (ISD) model, the foundation for effective training. Next, forces influencing
working and learning are presented, concluding with an overview of current training practices.
Objectives
1. Discuss the forces influencing the workplace and learning and explain how training can help
companies deal with these forces.
2. Draw a figure or diagram and explain how training, development, informal learning, and knowledge
management contribute to business success.
3. Discuss various aspects of the training design process.
4. Describe the amount and types of training occurring in U.S. companies.
5. Discuss the key roles for training professionals.
6. Identify appropriate resources (e.g., journals and websites) for learning about training research and
practice.
Introduction
Companies are experiencing great change due to new technologies, rapid development of new
knowledge, globalization, and e-commerce. To help with such change, companies need to devote
significant resources to attract, retain, and motivate their workforces. Human resource management
(HRM) refers to the policies, practices, and systems that influence employee behavior, attitudes, and
performance. Training is one of the key components of the HRM function. The overarching theme of this
text is that training, development, and related learning activities are central to organizations being
successful in the marketplace.
Training and Development: Key Components of Learning
It is important to understand what training means in the broader business context. The overall goal of
training is learning. Learning refers to employees acquiring knowledge, skills, competencies, attitudes, or
behaviors. When employees learn, it leads to the development of human capital. Human capital refers to
knowledge, advanced skills, system understanding and creativity, and motivation to deliver high-quality
products and services. Human capital may be more important than other types of capital in helping a
,company achieve competitive advantage. Below are a number of key terms related to training,
development, and learning.
1. Training refers to a planned effort by a company to facilitate learning of job-related
competencies, knowledge, skills, and behaviors. The goal of training is for employees to master
the knowledge, skills, and behaviors and then apply them on the job.
2. Development refers to training, formal education, job experiences, relationships, and assessments
of personality, skills, and abilities that help employees prepare for future jobs or positions.
3. Formal training and development refers to training and development programs, courses, and
events that are developed and organized by the company.
4. Informal learning refers to learning that is learner initiated, involves action and doing, is
motivated by an intent to develop, and does not occur in a formal learning setting. Informal
learning may be particularly important because it leads to the development of tacit knowledge.
5. Explicit knowledge refers to knowledge that is well documented, easily articulated, and easily
transferred from person-to-person. Examples of explicit knowledge include processes, checklists,
flowcharts, formulas, and definitions.
6. Tacit knowledge refers to personal knowledge based on individual experiences that is difficult to
codify.
7. Knowledge management refers to the process of enhancing company performance by designing
and implementing tools, processes, systems, structures, and cultures to improve the creation,
sharing, and use of knowledge.
Designing Effective Training
Training must be systematically designed to help ensure maximum impact. The training design process
should follow the principles of Instructional System Design (ISD), a step-by-step process for designing and
developing training programs. Following a systematic approach helps ensure that training targets the
most important learning needs, adopts the most appropriate methods, and has a meaningful on-the-job
impact.
The ISD process involves seven interrelated steps:
1. Conduct a needs assessment—determine who and what needs to be trained
2. Ensure employee readiness for training—ensure employees are prepared and motivated to attend
training
3. Create a learning environment—create an environment that has the features for learning to occur
4. Ensure transfer of training—ensure support is in place to facilitate the transfer of trained skills
5. Develop an evaluation plan—determine how the effectiveness of training will be assessed
6. Design and conduct training —select training methods and deliver training
7. Monitor and evaluate—assess the effectiveness of training
,The training design process sometimes is referred to as the ADDIE model because it includes analysis,
design, development, implementation, and evaluation.
Regardless of the specific ISD approach used, all share the following assumptions:
o Training design is effective only if it helps employees reach instructional goals and objectives.
o Measurable learning objectives should be identified before training program begins.
o Evaluation plays an important part in planning and choosing a training method, monitoring the
training program, and suggesting changes to the training design process.
Overcoming Flaws of the ISD Model
Some training professionals argue that the ISD model is flawed for several reasons. First, in organizations,
the training design process rarely follows the neat, orderly, step-by-step approach of activities. Second, in
trying to standardize their own ISD method used in the training function, some organizations require
trainers to provide detailed documents of each activity found in the model. Third, the ISD implies an end
point: evaluation. Fourth, many companies claim to use an instructional design approach but dilute its
application. The ISD model certainly has value. Yet, the training design process should flexible enough to
adapt to changing business needs.
To overcome the limitations of the ISD model, companies are starting to use agile learning design. Agile
learning or agile instructional design refers to any approach to training development that focuses on
speed, flexibility, collaboration, repeated review, and reuse of existing content, if appropriate. Course
development occurs in what are known as “short bursts” or “sprints.” There are likely several of these
sprints involved for each part of a course. Each “sprint” includes planning, designing, developing, testing,
deploying, reviewing, and launching. The process starts again for each element of the course and ends
when the entire course is complete.
The Forces Influencing Working and Learning
Economic Cycles
Irrespective of the current economic cycle, training has been shown to positively contribute to an
organization’s performance. The global pandemic caused by COVID-19 caused the creation of a “new
normal.” The “new normal” meant businesses had to quickly adapt their business models, supply chains,
and ways to engage consumers or risk going out of business. Many companies retooled to provide
products and services needed during the pandemic. closing daycares and forcing school aged children to
attend classes online from home. The U.S. government, workers themselves, and companies all took
actions to lessen the impact of the pandemic and prepare for post-pandemic employment. The
government passed several pieces of legislation designed to aid workers and businesses.
Globalization
Many companies are involved in international markets by exporting their products overseas, building
manufacturing facilities or service centers in other countries, entering into alliances with foreign
companies, and engaging in e-commerce.
, Global trade and investment have slowed due to the pandemic, an increase in nationalistic policies around
the world such as “Buy American” or “Made in India,” concerns about national security threats from
purchasing and selling technology, and countries' dependence on others for essential products and
resources. Globalization is not going to disappear. But the rate of globalization in the future is likely to
depend on how soon the world can resolve the pandemic and the types of trade policies and practices
enacted by countries around the world.
The pandemic, costs, and changes in countries' employment policies have caused companies to
reconsider whether sending employees to work in other countries on a long-term basis is worthwhile.
Globalization also means that employees working in the United States will come from other countries.
There is an ongoing debate in the U.S. government about the role of both legal and illegal immigration in
terrorism and the reduction of job opportunities for U.S. citizens.
American companies will likely continue to struggling to fill jobs despite the recent expiration of
restrictions on work visas that occurred due to pandemic and Trump administration policies. Despite the
high unemployment rate because of the pandemic, potential workers are not attracted to the low paying
and seasonal jobs typically held by immigrants.
Globalization also means that U.S. companies have to carefully consider the costs and benefits of moving
jobs overseas or using foreign suppliers. Offshoring refers to the exporting of jobs from developed
countries, such as the United States, to countries where labor and other costs are lower.
Increased Value Placed on Intangible Assets and Human Capital
Intangible assets such as human capital contribute to a company’s competitive advantage because they
are difficult to duplicate and imitate. Intangible assets are equally as valuable as financial and physical
assets, but they are not something that can be touched and they are nonmonetary.
There are four types of intangible assets:
1. Human capital refers to the sum of the attributes, life experiences, knowledge, inventiveness,
energy, and enthusiasm that the company’s employees invest in their work.
2. Intellectual capital refers to the codified knowledge that exists in a company
3. Social capital refers to relationships in the company
4. Customer capital refers to the value of relationships with persons or other organizations outside
the company for accomplishing the goals of the company (e.g., relationships with suppliers,
customers, vendors, and government agencies)
Training and development have a direct influence on human and social capital because they affect
education, work-related know-how and competence, and work relationships. Training and development
can have an indirect influence on customer and social capital by helping employees better serve
customers and providing them with the knowledge needed to create patents and intellectual property.
The value of intangible assets and human capital has three important implications, including a focus on
knowledge workers, employee engagement, and an increased emphasis on adapting to change and
continuous learning.
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