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2025-02-24 08:36 本頁面
【文章內(nèi)容簡介】 y sometimes use different training methods each time train new workers. In contrast, structured onthejob training involves a program designed to teach new workers what they must know and do in order to plete their tasks successfully. Onthejob training represents a significant investment considering that roughly 30 percent of a new worker39。s time is spent in onthejob training during the first 90 days of employment, that productivity of experienced workers assigned to train new workers may decrease during the training period, and that new workers may make expensive mistakes, according to William J. Rothwell and . Kazanas in Improving OntheJob Training. Hence, it behooves panies to design and implement systematic training programs. One of the first structured onthejob training programs was launched during World War I in the shipbuilding industry by Charles Skipper R. Allen, who based the program on the ideas of the psychologist Johann Friedrich Herbart. Allen sought to make training more efficient by having trainees undergo four steps: 1. Preparation: show workers what they are required to do. 2. Presentation: tell workers what they are required to do and why they are required to do it. 3. Application: let workers perform the required tasks. 4. Inspection: provide feedback, informing workers of what they have done right and what they have done wrong. Onthejob training received renewed interest during World War 11 when Allen39。s program was expanded to include seven steps: 1. Demonstrate how to plete a task. 2. Review important points. 3. Demonstrate task again. 4. Let workers perform easier parts of the task. 5. Help workers perform the entire task. 6. Allow workers to perform the entire task, while being monitored. 7. Allow workers to perform the task on their own. The sevenstep approach to onthejob training became known as job instruction training and studies indicated that this approach led to increased productivity during World War II. Contemporary approaches to onthejob training emphasize the training of novice workers by experienced workers who possess not only the skills necessary for the tasks to be learned but also the skills as a trainer. By selecting such trainers, panies can achieve consistency in training content, methods, and results. In addition, structured onthejob training is viewed as a process that includes training inputs (novice employees, experienced employees, and tasks to be learned), a training program, and training outputs (job performance and novice employee development). The process begins with the selection of qualified trainers and trainees: trainers must know the tasks and know how to municate how to perform them and the trainees must be able to learn the tasks. In addition, the tasks to be learned and the training goals must be identified. Based on this information, panies can establish a training program. Next, the training program is implemented: the experienced worker prepares to train the novice worker and takes steps to ensure that the trainee understands the tasks to be learned and that the trainee actually learns to perform these tasks. The implementation of
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