• This chapter discussed several factors that influence the choice of evaluation design. Which of these factors would have the greatest influence on your choice of an evaluation design? Which would have the smallest influence? Explain your choices.
The most important factor in evaluation design is cost, cost is important because the amount of resources devoted to evaluation can help ensure a quality training session. However if evaluation is too expensive it will limit the numbers of trainees that are eligible for training and the evaluation process will be redefined.
The least important factor in evaluation is scale; the number of trainees involved simply changes the size of the training.
• How might you estimate the benefits from a training program designed to teach employees how to use the World Wide Web to monitor stock prices?
Noe says “A numer of methods may be helpful in identifying the benefits of training:
1. Technical, academic, and practitioner literature summarizes the benefits that have been shown to relate to a specific training program.
2. Pilot training programs assess the benefits from a small group of trainees before a company commits more resources.
3. Observance of successful job performers helps a company determine what successful job performers do differently that unsuccessful job performers.
4. Trainees and managers provide estimates of their training benefits.”
• What practical considerations need to be taken into account when calculating a training program's ROI?
1. Identify outcomes (e.g., quality, accidents)
2. Place a value on outcomes
3. Determine the change in performance after eliminating other potential influences on training results.
4. Obtain an annual amount of benefits (operational results) from training by comparing results after training to results before training (in dollars).
5. Determine the training costs (direct costs + indirect costs + development costs + overhead costs + compensation for trainees).
6. Calculate the total savings by subtracting the training costs from benefits (operational results).
7. Calculate the ROI by dividing benefits (operational results) by costs. The ROI gives an estimate of the dollar return expected from each dollar invested in training.
Tuesday, April 17, 2007
Thursday, April 5, 2007
Chapter 10 Homework
1. Discuss the steps in preparing a manager to go overseas.
Noe says, "To be successful in overseas assignments, expatriates (employees) need to be: 1) Competent in their area of expertise, 2) Able to communicate verbally and non-verbally in the host country, 3) Flexible, tolerant of ambiguity, emotionally stable, outgoing and agreeable, and sensitive to cultural differences, 4) Motivated to succeed, able to enjoy the challenge of working in other countries, and willing to learn about the host country's culture, language, and customs, 5) Supported by their families."
2. List the five dimensions of culture. How does each of the dimensions affect employee behavior?
1) Individualism-collectivism
• In an individualistic culture such as the United States, employees expect to be hired, evaluated, and rewarded based on their personal skills and accomplishments.
• In as collective culture, employees are more likely to have a voice in decisions. Our apparent self-interest shocks some Japanese managers.
2) Uncertainty Avoidance
• It refers to the degree to which prefer either structured or unstructured situations.
• In cultures such as Japan they favor structured situations, in cultures such as Jamaica employees cope by not worrying about the future.
3) Masculinity-Femininity
• Masculine – cultures such as Japan focus on Competitiveness
• Femininity – cultures such as the Netherlands higher value is placed on quality of life, helping others, and protecting the environment.
4) Power Distance
• High power distance cultures countries address each other with titles such as Smith-san.
• Low power distance cultures people use first names, would be disrespectful in other countries.
5) Time Orientation
• Short-term oriented cultures focus on the past and present. Long-term oriented cultures focus on the future.
3. What does "managing diversity" mean to you? Assume you are in charge of developing a diversity training program. Who would be involved? What would you include as the content of the program?
Noe says Managing diversity involves creating an environment that allows all employees to contribute to organizational goals and experience personal growth. This will involve access to all jobs and positive treatment of all employees. The employee, employer, trainer, and employee's family should be involved.
4. What are school-to-work transition programs? Why are they needed? How do they benefit companies?
School-to-work transition program utilize classroom training in high school to ensure that the students will be ready for employment. They are needed because training in a specific field will prepare the student to enter the work force. They benefit companies because with the classroom training they have received they will require less training once they enter the job they have trained for.
5. How can companies ensure that talented women have access to development programs?
Melt the glass ceiling, allow women the opportunity to developmental relationships such as mentoring and informal social networks.
Michael Jordan
Noe says, "To be successful in overseas assignments, expatriates (employees) need to be: 1) Competent in their area of expertise, 2) Able to communicate verbally and non-verbally in the host country, 3) Flexible, tolerant of ambiguity, emotionally stable, outgoing and agreeable, and sensitive to cultural differences, 4) Motivated to succeed, able to enjoy the challenge of working in other countries, and willing to learn about the host country's culture, language, and customs, 5) Supported by their families."
2. List the five dimensions of culture. How does each of the dimensions affect employee behavior?
1) Individualism-collectivism
• In an individualistic culture such as the United States, employees expect to be hired, evaluated, and rewarded based on their personal skills and accomplishments.
• In as collective culture, employees are more likely to have a voice in decisions. Our apparent self-interest shocks some Japanese managers.
2) Uncertainty Avoidance
• It refers to the degree to which prefer either structured or unstructured situations.
• In cultures such as Japan they favor structured situations, in cultures such as Jamaica employees cope by not worrying about the future.
3) Masculinity-Femininity
• Masculine – cultures such as Japan focus on Competitiveness
• Femininity – cultures such as the Netherlands higher value is placed on quality of life, helping others, and protecting the environment.
4) Power Distance
• High power distance cultures countries address each other with titles such as Smith-san.
• Low power distance cultures people use first names, would be disrespectful in other countries.
5) Time Orientation
• Short-term oriented cultures focus on the past and present. Long-term oriented cultures focus on the future.
3. What does "managing diversity" mean to you? Assume you are in charge of developing a diversity training program. Who would be involved? What would you include as the content of the program?
Noe says Managing diversity involves creating an environment that allows all employees to contribute to organizational goals and experience personal growth. This will involve access to all jobs and positive treatment of all employees. The employee, employer, trainer, and employee's family should be involved.
4. What are school-to-work transition programs? Why are they needed? How do they benefit companies?
School-to-work transition program utilize classroom training in high school to ensure that the students will be ready for employment. They are needed because training in a specific field will prepare the student to enter the work force. They benefit companies because with the classroom training they have received they will require less training once they enter the job they have trained for.
5. How can companies ensure that talented women have access to development programs?
Melt the glass ceiling, allow women the opportunity to developmental relationships such as mentoring and informal social networks.
Michael Jordan
Subscribe to:
Comments (Atom)