Training and Development
1. The training and development process
2. Organizational learning and motivation
3. Analyzing, designing, implementing and evaluating training
4. Management and leadership development
5. The costs and benefits of training programs
6. The role of technology in training and development
7. Social responsibility and legal issues in training and development
1. Performance management systems
2. Developing an effective performance management system
3. 360-degree evaluations
4. Performance evaluation methods
5. Performance evaluation meetings and feedback sessions
6. The role of technology in managing performance
7. Social responsibility and legal issues in managing performance
Lectures, discussions, small-group discussions and exercises, case studies, videos, guest speakers, simulations, role plays and/or term project(s).
15% - 25%
|Term Tests and/or Quizzes||
20% - 25%
20% - 25%
|Cases, Assignments and/or Presentations||
20% - 25%
0% - 10%
1. At least 50% of the total coursework must be individual work.
2. To pass the course, students must achieve a cumulative grade of 50% in all non-group assessments as well as 50% overall in the course. In other words, students must have achieved at least 50% on their cumulative individual assessments in order to be eligible to earn marks from group work.
3. Students may conduct research as part of their coursework in this class. Instructors for the course are responsible for ensuring that student research projects comply with College policies on ethical conduct for research involving humans, which can require obtaining Informed Consent from participants and getting the approval of the Douglas College Research Ethics Board prior to conducting the research.
At the end of this course, a successful student should be able to:
1. apply training and development concepts in organizational learning situations;
2. apply performance management concepts and its impact on individual and organizational learning;
3. analyze organizational learning priorities and evaluate how they translate to training, development and performance programs and strategies;
4. analyze and evaluate individual and organizational performance as a result of performance-driven training and development programs;
5. analyze, evaluate and create performance-driven training and development programs and strategies including heir costs, benefits and contribution to the achievement of organizational objectives;
6. apply motivation on the training, development and performance management processes to build employee competency; and
7. recommend improvements to existing individual and organizational training, development and performance management programs and strategies.
All of the following materials are required:
Saks, A.M. and Haccoun, R.R. (latest edition). Managing performance through training and development. Nelson Education, Toronto, ON.
Belcourt, M., Sing, P., Snell, S.A., Morris, S.S. and Bohlander, G. (latest edition) Managing human resources. Nelson Education, Toronto, ON.
Noe, R.A. (latest edition). Employee training & development. McGraw Hill Education, New York, U.S.A.
Or any alternative textbook that has been approved by the department.
Or Custom Coursepack - to be developed by the department
Courses listed here must be completed either prior to or simultaneously with this course:
- No corequisite courses
Courses listed here are equivalent to this course and cannot be taken for further credit:
- No equivalency courses
Course Guidelines for previous years are viewable by selecting the version desired. If you took this course and do not see a listing for the starting semester / year of the course, consider the previous version as the applicable version.
|Institution||Transfer Details||Effective Dates|
|There are no applicable transfer credits for this course.|