Equity Judgments

Another important role of the HR manager is to evaluate whether the training conducted met what was intended for and if further follow-up or reinforcements are needed, there are contingencies that are also in place. Management, furthermore, as a rule wants to know whether or not the expense involved in the training and development of its employees will be a profitable investment. In evaluating the effectiveness of training there is a need to define what one wants to get from that particular training to be able to evaluate its results.

The usual approach of relating the effects of training to gross changes in the organization in terms solely of the attitudes and behavior of workers is not enough as these are not all the effect one gets out of training. There are intangible benefits that a trainee acquires which broaden his outlook in life through his contact with society at large, boost his morale and motivation towards his work, and develop his pride to belong to his organization. Quantification should be in terms of identifiable units as psychomotor skills, knowledge and information gained and specific behavior patterns instilled (Baron, 1983; Clement, 1981).

Effectiveness is measured in terms of the application of what the learners have acquired during the training course. This application in turn is affected by various factors, the most important of which is the organizational framework and climate within which to apply the ideas learned from the course. Training is not transferred until it is well-integrated and successfully applied in a given job for which it was intended. Not all knowledge or skill can be used immediately in all situations but the learner will have it ready for his use when the need arises (Baron, 1983; Clement, 1981).

(Source: Adapted from Lazaro et al. , 2000). A. Training, Research and Evaluation • Analyzing and printing out training needs, conducting training method research. • Working with management in perfecting on-the job training techniques, in organizing group training and in evaluating training B. Training • Planning and conducting orientation and other training. • Preparing training materials. (Source: Adapted from Tealdi and Donachie, 2007). C. People Development/ training on Ethical Application i. Further Schooling of selected Personnel ii.

Training of Middle Managers/Department Heads on Leadership and team Work D. Training for knowledge base and applications of technical know how of all personnel. E. Total Quality Management to be maintained for annual inspection. F. Grievance Committee; upgrading of policies.

Reference:

Baron, J. (1985). Heuristics and Biases in Equity Judgments: a Utilitarian Approach. New York: Cambridge University Press. Accessed through www. sas. upenn. edu. Berry, Lilly M. 2003. Employee selection. Belmont, Wadsworth: CA. Berry, Lilly M. 1993. Psychology at work: An introduction to industrial/organizational psychology.

2nd ed. New York: McGraw Hill (p. 413). Clement, R. W. 1981. Evaluating the Effectiveness of Management training. Human Resources Management, Volume 20, pp. 8-13. Harbison, Frederick and Charles A. Myers (1964) Education, Manpower and Economic Growth: Strategies of Human Resources Development (McGraw-Hill, USA, p. 2. ). Jana, Reena. 2001. The new brain game –H1-workers-Industry or Event. Industry Standard. Accessed April 7, 2009 <http://findarticles. com/p/articles/mi_m0HWW/is_1_4/ai _68547118> Kottila. Olli, 2001. Retrieved April 7, 2009