Linkages of strategic planning to hrd-training


Attempt all the questions.

Section-A

Question1) Describe the linkages of strategic planning to HRD-training, development and organization development (OD). How will you formulate training objectives using strategic planning process?                                         

Question2)(i) Describe the different principles of learning and relate these to a training session scenario and level of learning possible through these principles.

(ii) How will you use programmed learning and experiential learning techniques to train hospitality industry staff? Give your reasons.                  

Question3) What are the methods of identifying training needs? What methods will be used if the training need analysis was limited to organizational level in terms of attitude and work culture changes as a human process intervention?                       

Question4) Discuss the attributes of a model trainer and the different training tasks trainer is supposed to manage training process. What will be the activities to be undertaken during

(i) pre training,

(ii) during training and

(iii) post training process?                  

Section-B

Case Study: ‘DHATVIK’ Company

DHATVIK is in the very competitive metal products business. It employs 4,000 people. Because of similarity in a product design and competitive prices with its competitors, it maintains its sales by emphasizing quality and service. About a year ago company lost two of its major customers, who had been dissatisfied with manufacturing defects .After studying the problem, company decided that its basic engineering was sound but carelessness and lack of quality consciousness on the part of production workers, inspectors, and manufacturing supervision were a prime cause of trouble. Accordingly, it introduced a Quality Control training program to solve the problem.

Quality training course was given after working hours, from 7.00 to 9.00 p m each Wednesday for 10 weeks. Employees were not paid any extra amount to attend sessions. Technically, attendance was voluntary; though, management intimated that employees who attended sincerely will have a fact recorded in their personnel records. This fact will be considered in future pay rise and promotions. The course was taught by a staff engineer from the quality control department. The course methodology primarily consisted of lectures, and at times movies on quality control and some inter active discussions were introduced. The course covered all theoretical and technical aspects and included use of control charts and other quality tools and techniques. The Course was open to all employees in a plant, including supervisors. Attendance in the early sessions averaged around fifty. Towards the end it declined to twenty four.

The training manager made the following comment at the conclusion of the course- “Ritesh (the instructor) did a good job of lecturing. He was informative and spiced his talks with humor at suitable times. It was not his fault that attendance declined.”  

Case Questions:

Question5)a) Do you think this training program was organized and administered properly? Support your answer with your arguments.

b) Evaluate merits and demerits of training approach followed to improve product quality.

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HR Management: Linkages of strategic planning to hrd-training
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