Employee Training

and Development

Seventh Edition
[

Raymond A. Noe
The Ohio State LJniversity

Mc
Graw
Hill
Education
Contents

Preface vi Gase: Zappos: Pacing Competitive Challenges 53

Endnotes 54
PART ONE
THE CONTEXT FOR TRAINING Chapter 2
AND DEVELOPMENT 3 Strategie Training 61

Chapter 1 Introduction 63
The Evolution of Training: From an Event to
Introduction to Employee Training and
Learning 65
Development 4
Learning as a Strategie Focus 65
Introduction 6 The Learning Organization 65
Training and Development: Key Components Implications of Learning for Human Capital
of Learning 7 Development 67
Designing Effective Training 10 The Strategie Training and Development
Overcoming the Flaws ofthe ISD Model 12 Process 69
The Forces Influencing Working and Business Strategy Formulation and
Learning 13 Identification 69
Economic Cycles 14 Identify Strategie Training and Development
Globalization 15 Initiatives That Support the Strategy 72
lncreased Value Placed on Intangible Assets and Provide Training and Development Activities
Human Capital 17 Linked to Strategie Training and Development
Focus on Links to Business Strategy 22 Initiatives 76
Changing Demographics and Diversity ofthe Identify and Collect Metrics to Show Training
Workforce 22 Success 77
Generational Dijferences 23 Examples ofthe Strategie Training and Development
Talent Management 26 Process 78
Customer Service and Quality Emphasis 31 Organizational Characteristics That Influence
New Technology 35 Training 81
High-Performance Models of Work Systems 38 Roles of Employees and Managers 81
Snapshot of Training Practices 40 Top Management Support 83
Training Facts and Figures 40 Integration of Business Units 83
Training Investment Leaders 42 Global Presence 83
Roles, Competencies, and Positions of Training Business Conditions 84
Professionals 44 Other HRM Practices 85
Who Provides Training? 46 Strategie Value of Jobs and Employee
Who 1s in Charge of Training? 46 Uniqueness 87
Preparing to Work in Training 49 Extent of Unionization 88
Key Terms 50 Staff Involvement in Training and Development 88
Discussion Question 51 Training Needs in Different Strategies 89
Application Assignments 52 Models of Organizing the Training Department 92
xv
xvi Contents

The Corporate University (Corporate Training Chapter 4

Universities) 93 Leaming and Transfer of
Creating a Corporate University 96
Training 157
Business-Embedded Leaming Function 97
Leaming, Training, and Development from a Change Introduction 158
Model Perspective 99 What Is Leaming? What Is Leamed? 160
Marketing Training and Creating a Brand 101 Leaming Theories 161
Outsourcing Training 104 Reinforcement Theory 161
Summary 105 Social Leaming Theory 162
Key Terms 106 Goal Theories 165
Discussion Questions 106 Need Theories 166
Application Assignments 107 Expectancy Theory 167
Gase: IBM Offers Training (and Pay Cuts) to Adult Leaming Theory 167
Employees to Learn New Technologies 108 Information Processing Theory 169
Endnotes 109 Transfer of Training Theory 170
Case 1: Leaming in Practice: Dow Chemical Theory of Identical Elements 170
Develops Leaders by Sending Them to Work in Stimulus Generalization Approach 172
Unfamiliar Surroundings 113 Cognitive Theory of Transfer 173
The Leaming Process 173
PART TWO Mental and Physical Processes 173
The Learning Cycle 175
DESIGNING TRAINING 115
lmplications ofthe Learning Process
Chapter 3 and Transfer of Training for
Instruction 176
Needs Assessment 116
Instructional Emphasis for Leaming
Introduction 117 Outcomes 191
Why Is Needs Assessment Necessary? 118 Summary 192
Who Should Participate in Needs Key Terms 193
Assessment? 120 Discussion Questions 193
Methods Used in Needs Assessment 123 Application Assignments 194
The Needs Assessment Process 126 Case: Safety First 196
Organizational Analysis 127 Endnotes 196
Person Analysis 129 Chapter 5
Basic Skills 132
Program Design 201
Age and Generation 136
Task Analysis 140 Introduction 202
Competency Models 144 Considerations in Designing Effective
Scope of Needs Assessment 148 Programs 204
Needs Assessment in Practice 149 Selecting and Preparing the Training Site 204
Summary 150 Choosing Trainers 206
Key Terms 151 How Trainers Can Make the Training Site and
Discussion Questions 151 Instruction Conducive to Learning 208
Application Assignments 152 Curriculum, Course, and Lesson Design 216
Case: Determining Training Needs at Summit Curriculum Road Map 217
Credit Union 153 How to Choose a Vendor or Consultant for Training
Endnotes 154 Services 224
 Contents xvii

Program Design Implications of Transfer of Determining Benefits 275

Training 226 Example ofa Cost-Beneflt Analysis 276
Using Knowledge Management for Learning and Other Methods for Cost-Benefit Analysis 277
Transfer of Training 234 Practical Considerations in Determining ROI 278
Summary 238 Success Cases and Return on Expectations 279
Key Terms 239 Measuring Human Capital and Training
Discussion Questions 239 Activity 280
Application Assignments 240 Big Data and Workforce Analytics 280
Case: Program Redesign Reduces Costs and Summary 283
Satisfies Learners 241 Key Terms 283
Endnotes 242 Discussion Questions 283
Application Assignments 284
Chapter 6 Case: Developing Financial Planners at AMP 286
Endnotes 286
Training Evaluation 246
Case 2: Learning in Practice: Business Goals Drive
Introduction 247 Leaming at Verizon 290
Reasons for Evaluating Training 248
Formative Evaluation 249
Formative Evaluation Involves Pilot Testing 250 PART THREE
Summative Evaluation 250 TRAINING AND DEVELOPMENT
Overview of the Evaluation Process 251 METHODS 291
Outcomes Used in the Evaluation of Training
Programs 252 Chapter 7
Reaction Outcomes 252
Traditional Training Methods 292
Learning or Cognitive Outcomes 255
Behavior and Skill-Based Outcomes 256 Introduction 293
Affective Outcomes 257 Presentation Methods 296
Results 257 Lecture 296
Return on Investment 258 Audiovisual Techniques 298
Determining Whether Outcomes Are Hands-on Methods 299
Appropriate 258 On-the-job training (OJT) 299
Relevance 259 Self-Directed Learning 301
Reliability 260 Apprenticeship 303
Discrimination 260 Simulations 305
Practicality 260 Case Studies 306
Evaluation Practices 260 Business Games 308
Which Training Outcomes Should Be Role-Plays 309
Collected? 261 Behavior Modeling 310
Evaluation Designs 263 Group Building Methods 312
Threats to Validity: Alternative Explanations for Adventure Learning 313
Evaluation Results 263 Team Training 315
Types of Evaluation Designs 266 Action Learning 318
Considerations in Choosing an Evaluation Choosing a Training Method 320
Design 270 Summary 323
Determining Return on Investment 273 Key Terms 323
Determining Costs 274 Discussion Questions 323
xviii Contents

Application Assignments 324 Summary 374

Gase: Training Methods for Key Terms 374
Bank Tellers 326 Discussion Questions 375
Endnotes 327 Application Assignments 375
Gase: Training Jiffy Luhe Service Technicians on
New Products 376
Chapter 8 Endnotes 377
Technology-Based Training
Methods 331
Chapter 9
Introduction 332 Employee Development and Career
Technology's Influence on Training and
Management 383
Learning 335
Technology Facilitates Collaboration 335 Introduction 385
Technology Creates a Dynamic Learning The Relationship Among Development, Training,
Environment 337 and Careers 385
Technology Gives Leamer's Control 338 Development and Training 385
Computer-Based Training, Online Learning, Development and Careers 386
Web-Based Training, E-Learning 340 Development Flanning Systems 388
Developing Effective Online Learning 346 Reality Check 389
Needs Assessment 346 Goal Setting 390
Creating a Positive Online Learning Action Planning 390
Experience 348 Examples of Career Management
Learner Control 350 and Development Systems 390
Provide Time and Space for Online Approaches to Employee Development 393
Learning 350 Formal Education 394
Technology for Collaboration and Linking 351 Executive Education 396
Massive Open Online Courses (MOOCs) 351 Tuition Reimbursement 397
Social Media: Wikis, Blogs, Microblogs, and Assessment 398
Social Networks 353 Job Experiences 404
Blended Learning 356 How to Match Job Experiences to
Simulations and Games 357 Employees' Development Needs
Mobile Technology and Learning 361 and Goals 412
Adaptive Training 364 Interpersonal Relationships 412
Distance Learning 364 Special Topics in Employee Development:
Technologies For Training Support 367 Succession Planning, Developing Dysfunctional
Expert Systems 367 Managers, Onboarding 419
Electronic Performance Support Systems Summary 428
Key Terms 428
Learning Management Systems: Systems Discussion Questions 429
for Training Delivery, Support, and Application Assignments 430
Administration 369 Gase: Onboarding at MGM Resorts 431
LMS is Also lmportant for Human Capital Endnotes 431
Management 370 Gase 3: Learning in Practice: Development Is
Choosing New Technology Training Served 24/7 in Intercontinental Hotel Group's
Methods 371 Leaders Lounge 438
 Contents xix

PART FOUR Increased Use of New Technologies

for Training Delivery and Instruction 495
SOCIAL RESPONSIBILITY
Breakthroughs in Neuroscience About
AND THE FUTURE 441
Learning 497
Increased Emphasis on Speed in Design, Focus
Chapter10
on Content, and Use of Multiple Delivery
Social Responsibility: Legal Issues, Methods 498
Managing Diversity, and Career Increased Emphasis on Capturing
Challenges 442 And Sharing Intellectual Capital and Social
Introduction 444 Learning 500
Training Partnerships 445 Increased Use of Just-In-Time Learning
Joint Union-Management Programs 447 and Performance Support and Social
Legal Issues and Managing a Diverse Workforce Leaming 501
at Home and Abroad 448 Increased Emphasis on Performance
Legal Issues 448 Analysis: Big Data and Leaming for Business
Melting the Glass Ceiling 459 Enhancement 502
Cross-Cultural Preparation 460 Increased Use of Stakeholder-Focused Leaming,
Steps in Cross-Cultural Preparation 461 Training Partnerships, and Outsourcing
Career Challenges Pacing a Multigenerational Training 505
Workforce 464 Implications ofFuture Trends for Trainers' Skills
Work-Life Balance 465 and Competencies 508
Career Paths and Dual Career Paths 468 Summary 508
Dual Career Path 470 Key Terms 509
Career Recycling 472 Discussion Questions 509
Job Hopping 473 Application Assignments 509
Coping with Career Breaks 474 Case: Work Styles Promotes Flexible Work at
Coping with Job Loss 475 Telus 510
Meeting the Needs of Older Workers 477 Endnotes 511
Preretirement Socialization 478 Case 4: Learning in Practice: Working at Home:
Retirement 480 ABadldea? 513
Early Retirement Programs 480
Summary 481 Glossary 514
Key Terms 482
Discussion Questions 482 Name Index 527
Application Assignments 483 Company Index 537
Case: Successful Management Requires
International Experience 483 Subject Index 541
Endnotes 484

Chapter 11 491
The Future of Training
and Development 491
Introduction 493
Training for Sustainability 494