Table Of ContentINTERNATIONAL INTERNATIONAL
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Fifth Edi tion
E T
FFECTIVE RAINING
S , S , P
YSTEMS TRATEGIES AND RACTICES
P. Nick Blanchard
Eastern Michigan University
James W. Thacker
University of Windsor
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Dedication
This edition is dedicated to my wife, friend, and partner in all things, Claudia. Thanks
for all you do, sweet pea ☺
N. B.
This book is dedicated to John from Saturn, proof that the American dream is still
possible; to my wife Gabrielle who is responsible for us being able to live that dream,
and to Arnold, an old friend who I really miss.
J. T.
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BRIEF CONTENTS
Preface 9
Chapter 1 Training in Organizations 19
Chapter 2 Aligning Training with Strategy 42
Chapter 3 Learning, Motivation, and Performance 74
Chapter 4 Needs Analysis 107
Chapter 5 Training Design 162
Chapter 6 Traditional Training Methods 217
Chapter 7 Electronic Training Methods 269
Chapter 8 Development and Implementation of Training 293
Chapter 9 Evaluation of Training 332
Chapter 10 Key Areas of Organizational Training 374
Chapter 11 Employee and Management Development 417
References 453
Glossary 480
Index 491
4
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CONTENTS
Preface 9
Chapter 1 TRAINING IN ORGANIZATIONS 19
Overview of Training 21
Trends in Training 26
Career Opportunities in Training 33
Important Concepts and Meanings 35
Focus on Small Business 39
Summary 39
Key Terms 40
Case Questions 41
Exercises 41
Questions for Review 41
Web Research 41
Chapter 2 ALIGNING TRAINING WITH STRATEGY 42
Overview 45
Strategic Planning 45
OD, Strategy, and Training 53
Putting It All Together 59
Focus on Small Business 65
Summary 67
Key Terms 68
Case Questions 72
Exercises 72
Questions for Review 73
Chapter 3 LEARNING, MOTIVATION, AND PERFORMANCE 74
A Few Words about Theory 76
Understanding Motivation and Performance 78
Understanding Learning 88
Social Learning Theory 91
Aligning Training Design with Learning Process 93
Motivation to Learn 94
Training That Motivates Adults to Learn 100
Summary 102
Key Terms 102
Questions for Review 103
Exercises 103
Web Research 103
Case Questions 106
5
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6 Contents
Chapter 4 NEEDS ANALYSIS 107
Why Conduct a Training Needs Analysis? 108
When to Conduct a TNA 109
The TNA Model 110
Where to Look for OPGs 112
The Framework for Conducting a TNA 112
Output of TNA 139
Approaches to TNA 142
Focus on Small Business 147
TNA and Design 149
Summary 151
Key Terms 156
Questions for Review 156
Exercises 156
Fobrics, Inc., Questions 157
Web Research 157
Case Questions 157
Appendix 4.1 158
Chapter 5 TRAINING DESIGN 162
Introduction to the Design of Training 163
Organizational Constraints 164
Developing Objectives 170
Why Use Training Objectives? 175
Facilitation of Learning: Focus on the Trainee 177
Facilitation of Learning: Focus on Training Design 186
Facilitation of Transfer: Focus on Training 198
Facilitation of Transfer: Focus on Organizational Intervention 205
Focus on Small Business 207
Outcomes of Design 209
Summary 211
Key Terms 214
Questions for Review 214
Exercises 214
Web Research 216
Chapter 6 TRADITIONAL TRAINING METHODS 217
Overview of the Chapter 218
Matching Methods with Outcomes 218
Lectures and Demonstrations 218
Games and Simulations 228
On-the-Job Training 243
Summary of Methods and When to Use Them 254
Audiovisual Enhancements to Training 254
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Contents 7
Summary 265
Key Terms 265
Questions for Review 266
Exercises 266
Web Research 266
Case Questions 268
Chapter 7 ELECTRONIC TRAINING METHODS 269
Overview of the Chapter 270
Electronic Training (ET) and Its Components 270
ET Design and Development 282
Strengths and Limitations of ET 284
Summary 290
Key Terms 291
Questions for Review 291
Exercises 292
Web Research 292
Case Question 292
Chapter 8 DEVELOPMENT AND IMPLEMENTATION
OF TRAINING 293
Development of Training 295
Implementation 309
Transfer of Training 321
Summary 324
Key Terms 329
Questions for Review 329
Exercises 329
Web Research 330
Case Questions 331
Chapter 9 EVALUATION OF TRAINING 332
Rationale for Evaluation 333
Resistance to Training Evaluation 334
So We Must Evaluate 336
Types of Evaluation Data Collected 336
Focus on Small Business 353
Summary 355
Key Terms 362
Questions for Review 363
Exercises 363
Case Questions 364
Web Research 364
Appendix 9.1 365
Appendix 9.2 372
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8 Contents
Chapter 10 KEY AREAS OF ORGANIZATIONAL TRAINING 374
Overview 375
Orientation Training (Onboarding) 376
Diversity Training 387
Sexual Harassment Training 393
Team Training 397
Cross-Cultural Training 402
Other Training Programs and Issues 407
Summary 414
Key Terms 414
Questions for Review 415
Exercises 415
Case Questions 416
Chapter 11 EMPLOYEE AND MANAGEMENT DEVELOPMENT 417
Employee Development 418
Management Development 425
Our Approach to Management Development 4 27
General Overview of the Managerial Job 427
General Characteristics of Managers 429
Integration: Strategies and Management Characteristics 433
Management Development Implications 436
Sources of Knowledge/Skill Acquisition 438
Training for Executive-Level Management 442
Focus on Small Business 449
Summary 449
Key Terms 450
Questions for Review 450
Exercises 451
Web Research 451
Case Questions 452
References 453
Glossary 480
Index 491
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PREFACE
The idea for this book came while fishing on a beautiful lake in northern Manitoba. Both of us
were teaching a course about training and were unsatisfied with the texts available at the time.
Our main concern was that we really needed two texts for the course: one providing the theory
and scholarship surrounding the learning–teaching experience, and the other providing the
application and “how-to” part of the experience. This text is still the only one (in our minds at
least) that accomplishes this. The fifth edition retains the integration of theory with effective and
practical training applications and adds new material while enhancing the ease of reading
and understanding.
CHANGES TO THE FIFTH EDITION
CHAPTER 1: TRAINING IN ORGANIZATIONS
(cid:129) Updated data related to state of the training industry.
(cid:129) Included a discussion of the ADDIE model, its history, and how our “Training Process
Model” is based on it, but providing a more detailed description of the process.
(cid:129) R ewrote the overview of what is involved in each step of the “Training Process Model” to
include more key issues and to clarify how they are related.
(cid:129) Included a section on “Advancements in Technology” to the “Trends in Training” section.
CHAPTER 2: ALIGNING TRAINING WITH STRATEGY
(cid:129) Updated the Hershey case and demonstrated how training was tied to strategic planning.
(cid:129) Added a section using the Domtar case to show how to get from the strategic plan to the
training requirements.
(cid:129) Discussed the relationship of HRD with other units of HR department.
(cid:129) Included a section on the role of HR when training is outsourced.
CHAPTER 3: LEARNING, MOTIVATION, AND PERFORMANCE
(cid:129) R ewrote significant portions of the “Social Learning Theory” section to clarify the concepts.
(cid:129) R ewrote (reduced) significant portions of the “Aligning Training Design with Learning
Process” section. The discussion in this chapter was changed to provide an introduction
to the concepts and principles that are covered in depth in Chapter 5 . We also clarified
and simplified the discussion of how to apply learning and motivation theories to the
training process.
(cid:129) Did a significant re-write of the “Motivation to Learn” section to clarify concepts.
(cid:129) Applied new research findings to each of the sections mentioned earlier.
CHAPTER 4: NEEDS ANALYSIS
(cid:129) Organizational Analysis: Provided additional explanation of why focusing on employees
contributing to the organizational performance gap (OGPs) is not “really a part of the per-
son analysis”.
(cid:129) Operational Analysis: Rewrote and provided more current references for competency-
based job analysis.
(cid:129) Deleted the Northern Telecom example and used the information in a table to show how
competencies are applicable across jobs.
(cid:129) Revised Table 4-8 for clarity and new information.
9
