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Especially in the last couple decades, training has become more trainee-focused, which allows those being trained more flexibility and active learning opportunities.<ref name="Bell 2008 296–316">{{Cite journal|last1=Bell|first1=Bradford S.|last2=Kozlowski|first2=Steve W. J.|date=2008|title=Active learning: Effects of core training design elements on self-regulatory processes, learning, and adaptability.|journal=Journal of Applied Psychology|volume=93|issue=2|pages=296–316|doi=10.1037/0021-9010.93.2.296|pmid=18361633|issn=1939-1854|url=https://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1417&context=articles|hdl=1813/75102|hdl-access=free}}</ref> For example, these active learning techniques include exploratory/discovery learning,<ref>{{Cite journal|last1=McDaniel|first1=Mark A.|last2=Schlager|first2=Mark S.|date=June 1990|title=Discovery Learning and Transfer of Problem-Solving Skills|journal=Cognition and Instruction|volume=7|issue=2|pages=129–159|doi=10.1207/s1532690xci0702_3|issn=0737-0008}}</ref> error management training,<ref>{{Cite journal|last1=Keith|first1=Nina|last2=Frese|first2=Michael|date=2005|title=Self-Regulation in Error Management Training: Emotion Control and Metacognition as Mediators of Performance Effects.|journal=Journal of Applied Psychology|volume=90|issue=4|pages=677–691|doi=10.1037/0021-9010.90.4.677|pmid=16060786|issn=1939-1854|url=http://fox.leuphana.de/portal/de/publications/selfregulation-in-error-management-training-emotion-control-and-metacognition-as-mediators-of-performance-effects(82a4fe6d-6219-40a6-abe7-fc21f6d2bbad).html}}</ref> guided exploration,<ref>{{Cite journal|last1=Wood|first1=Robert|last2=Kakebeeke|first2=Bastiaan|last3=Debowski|first3=Shelda|last4=Frese|first4=Michael|date=April 2000|title=The Impact of Enactive Exploration on Intrinsic Motivation, Strategy, and Performance in Electronic Search|journal=Applied Psychology|volume=49|issue=2|pages=263–283|doi=10.1111/1464-0597.00014|issn=0269-994X}}</ref> and mastery training.<ref name="Bell 2008 296–316"/> Typical projects in the field include executive and supervisory/management development, new-employee orientation, professional-skills training, technical/job training, customer-service training, sales-and-marketing training, and health-and-safety training. Training is particularly critical in [[High reliability organization|high-reliability organizations]], which rely on high safety standards in order to prevent catastrophic damage to employees, equipment, or the environment (e.g. nuclear power plants, operating rooms).<ref>{{Cite journal|last=Roberts|first=Karlene H.|date=July 1990|title=Managing High Reliability Organizations|journal=California Management Review|volume=32|issue=4|pages=101–113|doi=10.2307/41166631|issn=0008-1256|jstor=41166631|s2cid=154274951}}</ref>
It is important to note that all employees require different levels and types of development in order to fulfill their job role in the organization. All employees need some type(s) of training and development on an ongoing basis to maintain effective performance, or to adjust to new ways or work, and to remain motivated and engaged.<ref>{{Cite book|last1=Peacock|last2=Steward|last3=Belcourt|first1=Melanie|first2=Eileen B.|first3=Monica|title=Understanding Human Resources Management|publisher=Alexis Hood|year=2020|isbn=978-0-17-679806-2|pages=185}}</ref> The instructional systems design approach (often referred to as ADDIE model) is great for designing effective learning programs {{Citation needed|date=May 2023}} and used for instructional design. Instructional design is the process of designing, developing and delivering learning content. There are 5 phases in the ADDIE model: (1) needs assessment, (2) program design, (3) program development, (4) training delivery or implementation, and (5) evaluation of training.
'''Analyze -''' problem identification, (TNA) training needs analysis, target audience determined, stakeholder's needs identified, identify the resources required.<ref name="digitalhrtech.com">{{Cite web|date=2020-11-02|title=The ADDIE Model for Instructional Design Explained|url=https://www.digitalhrtech.com/addie-model/|access-date=2020-11-29|website=AIHR Digital|language=en-US}}</ref>
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== Principles ==
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When a company puts its employees through training programs, it must ensure that they are efficient and relevant to the employees' tasks in the organization as it is estimated that only 20-30% of training given to employees are used in the month later.<ref name="Aik 28–32">{{Cite journal|last1=Aik|first1=Chong Tek|last2=Tway|first2=Duane C.|date=March 2006|title=Elements and principles of training as a performance improvement solution|url=http://dx.doi.org/10.1002/pfi.2006.4930450307|journal=Performance Improvement|volume=45|issue=3|pages=28–32|doi=10.1002/pfi.2006.4930450307|issn=1090-8811}}</ref> To help mitigate this issue, some general principles should be followed to increase employees desire to take part in the program. These include:
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