On-the-job training research paper

Still, the trainer must be cautious in order to avert possible acquisition of unwanted work habits or transfer unrelated contexts to the new employee during training. On this note, structured OJT with the necessary tools and techniques could be an effective method of training employees. However, this approach should take into account unique aspects of a given organization.

In this regard, firms must develop a training plan, training objectives, time required, and evaluation methods of OJT effectiveness. The approach could be uniform in a given department. Moreover, trainers must have the required experiences and expertise in order to guide employees who possess different levels of expertise and skills in their areas. This ensures that trainees get the required skills in an elaborate, clear, and a fair manner.

In addition, structured OJT can indicate how effective the approach has been on the trainee. This can facilitate changes whenever there is a need to do so. Diane Walter observes that some specialized industries like the aviation industry requires structured OJT training programs Walter, Trainers in these fields have developed team-driven structured OJT. These models aim to offer to thorough and highly structured training programs that can apply in any maintenance environment. Moreover, it can enhance teamwork, coordination, morale, and attitude of trainers and trainees.

Effective tools and techniques for OJT must inculcate some human factors during training. These include communication, decision-making, conflict management, and teamwork. Structured OJT helps to develop confidence, high opinion, self-esteem, and facilitate sharing of knowledge and responsive behaviors among employees. This shows that a structured OJT can be effective when it accounts for human factors and task requirements.

Tools and techniques for OJT should identify needs of the trainee, job targets, and verification of training approaches, evaluation methods, and qualification of the trainer, evaluators, and auditing systems. There are four major techniques, which organizations could use to enhance effectiveness of OJT. First, coaching has been an effective corrective approach to training and developing inadequate skills among employees. The trainer must define what the trainee requires in order to improve performance.


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It is imperative to observe and offer feedback to the new employee after training. Several sessions with the new employee would result in performance improvement. In some cases, firms may hire outside coaches, but a personalized approach is effective for tackling specific needs of the trainee. Second, mentoring relationships between managers and their juniors can offer the required guidance and serve as an approach to OJT.

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New employees can understand the vision of the firm from their mentors. The aim of a job rotation is to expose other employees to understand how different units operate. A job rotation would allow trainees to broaden their knowledge and skills in different areas because of working in several departments and geographical areas. It is effective for mapping skills, knowledge, and attitudes needed in a given department.

In addition, organizations have used job rotations to identify skill gaps in different departments and assess trainees or employees who can fill such gaps. JIT requires a clear plan with all detailed training requirements, which both the trainer and trainee must understand as necessary. The plan ensures that the trainer captures all the required points through a critical need analysis.

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JIT requires a comfortable training environment, which may include the required training materials, orientation, and adequate time to understand training contents. The trainer also presents different aspects of the job to the trainee while the trainee learns how to perform various aspects of the job.

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Trainees must provide explanations as they demonstrate and highlight key points of the job. After the presentation, JIT also has a trial process for the trainee. The trainee must engage in the actual work and gets immediate feedback from the trainer. The trainer may also use this process to improve on the method of presentation. The final stage of JIT involves follow-up for skills improvement and feedback. On-the-job training is a rampant form of training in organizations.

However, past studies indicate that tools and techniques used in OJT have not been effective due to unstructured methods used by trainers. Conversely, structured OJT can be effective form of training in organizations. Khan, R. Impact of Training and Development on Organizational Performance.


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  5. Global Journal of Management and Business Research, 11 7 , Klink, M. Effectiveness of on-the-job training. Journal of European Industrial Training, 26 , Rothwell, W. Not only do employees believe they will have the opportunity to use the training provided by managers, but they react more positively to the expectations of a manager versus a trainer.

    When managers provide training, they are able to articulate what they believe is important and to reinforce these ideas with employees. Employees are impressed that the training topic is so important that a manager takes the time to do the training.


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    8. At General Motors in the late s, senior-level managers trained every employee in a corporate wide change in operational and cultural strategy. The fact that senior managers provided the training made a huge impression on the employees attending the classes. They figured that the expenditure of this much time and talent on training employees meant that the strategy change was seriously supported. The senior leader used examples that illuminated both the strategy employed at the time and the expected new direction in a way that an external trainer could never have done.

      He was also successful at communicating the reasons for the change in a way that promoted excitement and participation. His knowledge and understanding of company culture allowed him to connect the training to the actual operation that employees lived in every day. This was powerful reinforcement of the work culture GM wanted to create. Your organization will benefit from developing the training capabilities of your employees. Train employees to train, and you will raise the quality of your internal training. Employees are familiar with the workings—both good and bad—of your organization.

      This gives employees an advantage over a trainer who has to learn about the company's culture, strengths, and weaknesses, and at the same time, get to know the people. In one medium-sized manufacturing company, the security specialist and the team leader of the safety and environmental committee provide training to all staff in security, emergency evacuation procedures, and safety. They also train new employees during new employee orientation.

      On-the-job Training | Asian Institute of Management

      In the same company, a shipping employee trains, tests, and licenses all Hi-Lo drivers. Originally trained by outside firms, internal employees now train other employees. Their safety standards and accident rate have improved as a result, and all drivers are now certified to drive Hi-Los. On-the-job training is normally the most effective approach to training employees. Many of these training options emphasize the role of coworkers and managers in training fellow employees.

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