Learning Theory in Organizations, Part I
Uploaded by lanester901 on Oct 26, 2011
This paper discusses how to assess and meet the need for employee training within organizations. (9 pages; 2 sources; MLA citation style)
I Introduction
Learning theory as applied to organizations is very different from learning theory applied in schools and universities. For one thing, this type of training is undertaken with only one real objective: to help the employee meet certain guidelines that will enhance his performance and contribute to the overall success of the company. This is different from learning how to think abstractly, appreciate fine art, or understand literature.
This paper will discuss how to assess training needs in organizations; how to determine appropriate training groups; how to measure the effect of the learning; how to design a learning module; and how to appropriately reward employees who complete their training and become more effective. The paper relies primarily on Training in Organizations by Irwin Goldstein for reference.
II Assessing Training Needs
The process of assessing training needs has several steps. The first is to perform an analysis of the organization itself to determine what type of training is needed. Goldstein points out that even jobs that appear to be identical may diverge widely; he uses the example of a firefighter battling a blaze in a high-rise as opposed to a firefighter called to the docks. In both cases the idea is to get the fire out, but the circumstances surrounding the event, and the techniques used, are completely different. (Goldstein, p. 31).
In order to develop an effective training program, it is necessary that analyses be made of the organization, the tasks, and the people who are performing or will perform them. The three steps are vital if the training is to be effective, and although all involve analysis, they are not identical.
An organizational analysis is “an examination of systemwide components of the organization that may affect a training program beyond those ordinarily considered in task and person analyses.” (Goldstein, p. 36). This is a very broad definition, and a rather vague on as well. It simply says that the trainer has to look at those components of the company as a whole that affect the program; these components include such things as the organization’s goals, resources, and the commitment of the organization to a training program. This last factor is extremely important when it comes to implementing the suggestions and methods...