netrashetty
Netra Shetty
Dresser Inc. is a corporation headquartered in Addison, Texas.[1] Dresser Industries was a multinational corporation headquartered in Dallas, Texas, which provided a wide range of technology, products, and services used for developing energy and natural resources. In 1998, Dresser merged with its main rival Halliburton[2], separating again in 2001 to become Dresser Inc.
In 2010, General Electric agreed to buy the company.
Models of Training
Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).
THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organization’s requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.
The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
System Model Training
The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.
2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and structuring the contents.
. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.
4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program.
5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.
Transitional Model
Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed.
Vision – focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines.
Mission – explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization.The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders.
Values – is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc.
Strategic human resources management...strategic alignment...alignment with mission accom-
plishment. These are just a few of the terms being used to describe the new, evolving role of
Federal human resources management (HRM). What do these terms really mean? If you were to
ask agency personnelists, managers, or employees, you would probably get a wide range of
answers. So, it’s important to establish from the beginning what we are really talking about.
Human resources management alignment means to integrate decisions about people with
decisions about the results an organization is trying to obtain. Our research indicates that
agencies that successfully align human resources management with agency mission
accomplishment do so by integrating HRM into the agency planning process, emphasizing HR
activities that support mission goals, and building strong HR/management relationships.1
In addition to being a vital contributor to
agency mission accomplishment, HRM
alignment is the ultimate level of HRM
accountability, as demonstrated in the
Hierarchy of Accountability. While HRM
accountability must begin with basic legal
compliance, it ultimately encompasses all four
levels of the pyramid, including demonstrating
how HRM supports achievement of the
agency strategic goals.
The National Performance Review (NPR)2 took on the task of reinventing government to make it
work better, cost less, and get results. NPR mandated many initiatives that changed the focus of
HR from just compliance toward results, including downsizing the HR function, delegating HR
authorities to line managers, calling for HR to demonstrate its business value, and enhancing
customer service. Through these initiatives, management of human resources would become
more responsive to mission-related needs because it would take place at the line level, and the HR
staff would be able to expend more of its energy on broader organizational issues.
The Government Performance and Results Act (GPRA) of 1993 has also played a large part in
focusing agencies on results. The purpose of GPRA is to improve Federal program effective-
ness, accountability, service delivery, decision-making, and internal management, thereby
improving confidence in the Federal Government. This is achieved by demonstrating organiza-
tional results through strategic planning and performance measures. Although the primary focus
of GPRA is on programmatic functions, agencies are also required to describe how administra-
tive resources, such as HR, are being used to achieve strategic goals. Further, the General
Accounting Office (GAO) and the Office of Management and Budget (OMB) have evaluated
many of these efforts, and are calling for agencies to improve their discussions of HRM alignment
in strategic and annual plans. Therefore, the human resources function is increasingly being
aligned to the agency strategic plan, which requires HR to show how it is supporting mission
accomplishment.
Alignment has already occurred in other key administrative functions. When Congress devel-oped
a statutory framework to introduce performance-based management into the Federal Government,
it initiated financial, information technology, and procurement reforms through such mandates as
the Chief Financial Officer Act and Information Technology Management Reform Act. Human
resources management is the administrative missing link to this comprehensive package.3
The private sector has recognized that it is not just financial and technological capital that provide
companies with the competitive edge, but people, or human capital. Without attracting and
retaining the right people, in the right jobs, with the right skills and training, an organization
cannot succeed. Therefore, people have been recognized as companies’ most important asset. As
the Federal Government moves toward a performance-based management approach, we, too,
need to realize the importance of our human resources.
In 2010, General Electric agreed to buy the company.
Models of Training
Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).
THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organization’s requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.
The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
System Model Training
The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.
2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and structuring the contents.
. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.
4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program.
5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.
Transitional Model
Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed.
Vision – focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines.
Mission – explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization.The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders.
Values – is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc.
Strategic human resources management...strategic alignment...alignment with mission accom-
plishment. These are just a few of the terms being used to describe the new, evolving role of
Federal human resources management (HRM). What do these terms really mean? If you were to
ask agency personnelists, managers, or employees, you would probably get a wide range of
answers. So, it’s important to establish from the beginning what we are really talking about.
Human resources management alignment means to integrate decisions about people with
decisions about the results an organization is trying to obtain. Our research indicates that
agencies that successfully align human resources management with agency mission
accomplishment do so by integrating HRM into the agency planning process, emphasizing HR
activities that support mission goals, and building strong HR/management relationships.1
In addition to being a vital contributor to
agency mission accomplishment, HRM
alignment is the ultimate level of HRM
accountability, as demonstrated in the
Hierarchy of Accountability. While HRM
accountability must begin with basic legal
compliance, it ultimately encompasses all four
levels of the pyramid, including demonstrating
how HRM supports achievement of the
agency strategic goals.
The National Performance Review (NPR)2 took on the task of reinventing government to make it
work better, cost less, and get results. NPR mandated many initiatives that changed the focus of
HR from just compliance toward results, including downsizing the HR function, delegating HR
authorities to line managers, calling for HR to demonstrate its business value, and enhancing
customer service. Through these initiatives, management of human resources would become
more responsive to mission-related needs because it would take place at the line level, and the HR
staff would be able to expend more of its energy on broader organizational issues.
The Government Performance and Results Act (GPRA) of 1993 has also played a large part in
focusing agencies on results. The purpose of GPRA is to improve Federal program effective-
ness, accountability, service delivery, decision-making, and internal management, thereby
improving confidence in the Federal Government. This is achieved by demonstrating organiza-
tional results through strategic planning and performance measures. Although the primary focus
of GPRA is on programmatic functions, agencies are also required to describe how administra-
tive resources, such as HR, are being used to achieve strategic goals. Further, the General
Accounting Office (GAO) and the Office of Management and Budget (OMB) have evaluated
many of these efforts, and are calling for agencies to improve their discussions of HRM alignment
in strategic and annual plans. Therefore, the human resources function is increasingly being
aligned to the agency strategic plan, which requires HR to show how it is supporting mission
accomplishment.
Alignment has already occurred in other key administrative functions. When Congress devel-oped
a statutory framework to introduce performance-based management into the Federal Government,
it initiated financial, information technology, and procurement reforms through such mandates as
the Chief Financial Officer Act and Information Technology Management Reform Act. Human
resources management is the administrative missing link to this comprehensive package.3
The private sector has recognized that it is not just financial and technological capital that provide
companies with the competitive edge, but people, or human capital. Without attracting and
retaining the right people, in the right jobs, with the right skills and training, an organization
cannot succeed. Therefore, people have been recognized as companies’ most important asset. As
the Federal Government moves toward a performance-based management approach, we, too,
need to realize the importance of our human resources.
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