Dr. Harold Griffin
HAS 530, Health Services Human Resource Management
March 10, 2013
Training interventions are best when moved closer to the job in order to achieve real-time learning, the linkage between training and job performance is vital. (Flynn, Mathis, & Jackson, pg. 159) For example, integration of job performance and training should begin at the start of employment. The primary reason organizations have Orientation Programs is that the sooner employees know basic information related to doing their jobs, the sooner they can become productive. They can work faster and with fewer errors, and their co-workers and supervisor can spend less time helping them. Not only does orientation give new employees the knowledge they need to carry out their work, but it also reduces their nervousness and uncertainty. This frees new employees to focus on their jobs rather than their worries, which boosts employee efficiency and reduces the likelihood they will quit.
Another reason for conducting orientation is to encourage employees to develop a positive attitude. The time spent on an orientation session shows that the organization values the new employees. This will almost certainly add to employees’ feelings of satisfaction and desire to cooperate as part of the organization. It can make new employees feel more confident that joining the organization was a good idea. In addition, work is more satisfying when we know how to do it well. The organization benefits because employees with positive attitudes tend to be more highly motivated, so they are more likely to do good work. (McGraw Hill Education, 2013)
The next step is ongoing or on-the-job training specific to their job duties to continue positive job performance and remaining consistent with updates and all policies and laws mandated of the organization. In many cases, the easiest way to learn how to perform a job is to try it. Teaching a job, while trainer and trainee do the job at the work site is called on-the-job training. The trainer—typically a co-worker or supervisor—shows the employee how to do the job, and then the employee tries it. An employee who learns in this way, benefits from being able to try the skills and techniques being taught. The results tell immediately whether the employee understands what the trainer is trying to teach. However, on-the-job training carries the risk that an inexperienced employee will make costly and even dangerous mistakes. (McGraw Hill Education, 2013) To incorporate job performance and training, the organization must create goals that will fall in alignment, coupled with a vision, and a leadership team with skills to coach employees.
Also, Talent Management should be set in place to accommodate those employees that are looking to advance their career within the organization. Succession management is a process for identifying and developing internal personnel with the potential to fill key or critical organizational positions. Succession management ensures the availability of experienced and capable employees that are prepared to assume these roles as they become available. (John Hopkins, 2010)
Two of the greatest performance challenges that the organization is faced with is measuring/evaluating dimensions and implementing performance management for staff. To evaluate performance in dimensions requires collecting performance data. The accuracy of the evaluation is dependent on the quality of the data gathered. Performance data is obtained through observations of behaviors or, less ideally, by inferring behaviors through knowledge of results. An example of the latter might be assessing performance in planning and organizing based on the content of a project plan. In terms of how much data is needed to accurately assess performance in dimensions, three to four behavioral examples per dimension are generally adequate....