- •Ministry of finance of ukraine
- •Hr managers
- •Contents Preface
- •Unit 1 what is human resource management?
- •Vocabulary 1
- •The nature of human resource management
- •Vocabulary 2
- •What are hrm programs aimed at?
- •A partial list of tasks and ksAs for the position of regional sales manager
- •Vocabulary 1
- •Text 4 Forecasting Demand for Employees
- •Unit 3 human resource planning: forcasting supply of employees
- •Vocabulary 1
- •Text 5 Forecasting supply of employees
- •Vocabulary 2
- •1. Read text 6 and think of the suitable title. Text 6
- •Comprehension check.
- •Steps in writing a summary
- •Here are a few tips for you about writing a summary and some useful expressions
- •Unit 4 Recruiting
- •Text 7 The Purposes of Recruiting
- •Vocabulary 1
- •Unit 5 Selecting employees: part 1
- •Vocabulary 1
- •The application
- •Vocabulary 2
- •Unit 6 Selecting employees: part 2
- •Vocabulary 1
- •The Interview
- •Job interview questions for selection of managers
- •Vocabulary 2
- •He looks quite good on paper.
- •Vocabulary 3
- •Unit 7 Selecting employees: part 3
- •Unit 8 Orientation and training: part 1
- •Vocabulary 1
- •Text 13 Orientation
- •Text 14 training
- •Text 15 Training Needs
- •Unit 9 Orientation and training: part 2
- •Text 16
- •Text 17 Evaluation of Results of Training
- •Vocabulary 1
- •Text 18 Objective Performance Measures
- •Vocabulary 2
- •Trait- and Behaviour-Based Dimensions of Performance Appraisals
- •Text 19 Subjective performance Measures
- •2. Comprehension check.
- •Text 20
- •Unit 11 Compensating employees
- •Vocabulary 1
- •Text 21
- •Text 22 Determining Compensation
- •Vocabulary 2
- •Unit 12 promoting, transferring and terminating employees
- •Vocabulary
- •Text 24 promotions and transfers
- •Text 25 termination
- •Text 26
- •Unit 13
- •Texts for self-study
- •Teamwork Makes eds an Information Powerhouse
- •Text 2 the nature of groups and teams
- •Benefits of Teams
- •A model of work group effectiveness
- •Text 5 Types of Groups
- •Text 6 Size and composition of Groups
- •Text 7 Stages of Group Development
- •Text 8 Group Norms
- •Development and socialization of group Norms
- •Text 10 Group Roles
- •Text 11 problems in groups
- •Text 12 what is motivation?
- •Text 13 The Importance of Motivation
- •Motivation and job design
- •Text 15 Flexible-Scheduling Strategies in Work Design
- •Text 16 Paying for Performance
- •Text 17 the nature of leadership
- •The Sources of Power
- •Trait approach to leadership
- •Table 5
- •Text 20 contingency theories of leadership
- •Text 21 Fiedler's Contingency Theory
- •Path-Goal Theory
- •Vroom-Yetton-Jago Participation Model
- •Current trends in the study and practice of leadership
- •Leader-Member Exchange Theory
- •Charismatic Leadership
- •Transactional versus Transformational Leadership
- •Tapescripts
- •The importance of human resource management
- •Glossary
- •Integrity tests
- •Trait appraisal
- •Кучина Наталя Михайлівна англійська мова для майбутніх управілінців людськими ресурсами
Text 14 training
Training is the process of instructing employees in their job tasks as well as socializing them into the organization’s values, attitudes, and other aspects of its culture. There are several reasons why training is an important human resource program. First, it develops new employees’ job skills and attitudes. Second, because jobs frequently change in organizations, especially those in which technology plays a large role, employees are frequently in need of additional training even if they remain in the same position. For example, during the 1980s almost every secretary had to learn how to use a personal computer and at least one word-processing program to continue in the same job. Third, as successful individuals move up to different positions, they need training to learn necessary new tasks. For example, when non-managers are promoted to managerial positions, they need to master many topics as part of their formal training programs. Fourth, the current organizational trend to downsize and reduce managerial layers has shifted many of the survivors to new positions, often increasing the range of tasks and requiring additional training.
The steps in training are straightforward. First the trainer determines the employee’s needs, and then develops a training program to meet these needs. Finally, the trainer performs an evaluation to determine if the training was successful.
2. Comprehension check.
Read the text again more carefully. Complete the sentences with the appropriate ending, a, b, or c.
Through training, new employees …
become proficient in instruction.
familiarize themselves with their responsibilities.
learn how to evaluate the company.
Employees may require additional training because …
they continue to work in the same position.
tasks often change in organizations.
they are in need of technological progress.
To be promoted to managerial positions, …
people have to undergo appropriate training.
non-managers have to teach special training programs.
individuals have to be successful in different jobs.
At present, many companies try to …
transfer existing managers to other departments.
reduce the range of tasks accomplished by managers.
decrease administrative segments.
The last phase of the training process involves …
measuring the results of training.
successful performance of job-related tasks.
determining employee’s needs.
Pre-reading task
As you already know, the first step in training employees is establishing training needs for them. Discuss in pairs if training needs for new employees differ from those for employees who remain in the same job.
Do you remember what KSAs mean?
Reading
1. Read text 15 trying to guess the words underlined from the context. Then use your dictionary to check the words.