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McGraw-Hill/Irwin
Introduction (1 of 3)
Boston Pizza International, Bowaters Coated and Specialty Paper Division, Americredit, and Home Depot illustrate how training can contribute to companies competitiveness Competitiveness a companys ability to maintain and gain market share in an industry
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Introduction (2 of 3)
Although they are in different types of businesses, they each have training practices that have helped them gain a competitive advantage in their markets Issues affecting companies and influencing training practices:
customer service employee retention and growth doing more with less quality and productivity
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Introduction (3 of 3)
The training practices have helped Boston Pizza International, Bowaters Coated and Specialty Paper Division, Americredit, and Home Depot:
grow the business, and improve customer service, by providing employees with the knowledge and skills they need to be successful
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HRM practices play a key role in attracting, motivating, rewarding, and retaining employees
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What is Training?
Training a planned effort by a company to facilitate employees learning of jobrelated competencies
Competencies knowledge, skills or behavior critical for successful job performance
High-Leverage Training
Linked to strategic goals and objectives Uses an instructional design process to ensure that training is effective Compares or benchmarks the companys training programs against training programs in other companies Creates working conditions that encourage continuous learning
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Continuous Learning (1 of 2)
Requires employees to understand the entire work system including the relationships among:
their jobs their work units the entire company
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Continuous Learning (2 of 2)
Employees are expected to:
acquire new skills and knowledge apply them on the job share this information with other employees
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Training design is effective only if it helps employees reach instructional or training goals and objectives Measurable learning objectives should be identified before training
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Intangible Assets
Cannot be touched and are nonmonetary, however equally as valuable as financial and physical assets. They include:
human capital customer capital social capital intellectual capital
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Categories and Point Values for the Malcolm Baldrige National Quality Award Examination
Leadership Measurement Analysis and Knowledge Management Strategic Planning 120 points 90 points 85 points
85 points
85 points 450 points
85 points
1,000 points
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1. Cost argument
2. Resourceacquisition argument
4. Creativity argument
3. Marketing argument
5. Problemsolving argument
New Technology
Internet has created a new business model:
e-commerce
Advantages of technology:
reduced travel costs greater accessibility to training consistent delivery ability to access experts share learning creating a learning environment greater use of a contingent work force
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Virtual teams separated teams relying almost exclusively on technology to interact and complete their projects
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Use of New Technology and Work Design Needs to be Supported by Specific HRM Practices (1 of 2)
Employees choose or select new employees or team members Employees receive formal performance feedback and are involved in the performance improvement process Ongoing training is emphasized and rewarded Rewards and compensation are linked to company performance
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Use of New Technology and Work Design Needs to be Supported by Specific HRM Practices: (2 of 2)
Equipment and work processes encourage maximum flexibility and interaction between employees Employees participate in planning changes in equipment, layout, and work methods Employees understand how their jobs contribute to the finished product or service
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