Human Resources Development Learning Training

1. Describe the learning condition you think is most necessary for learning to occur. Use specific examples to support your answer.
Learning depends on practice more than anything else, the ability to rehearse either mentally or physically the necessary skills or knowledge. As Noe (2013) points out, there are several pre-practice conditions necessary for learning to occur. Those include metacognitive conditions and a positive climate of learning. Characteristics of a positive climate of learning include feedback, reinforcement, goal setting, and reminders. Employees need feedback, “information about how well people are meeting the training objectives,” (Noe, 2013, p. 176). Feedback helps keep trainees on course, maximizing training resources and minimizing time wasted. Feedback is not empty praise or criticism but concrete and detailed evidence about what is being done correctly and how to change what is not. Metacognition refers to the conditions whereby individuals develop self-mastery and control over their own thinking (Noe, 2013, p. 172). Research shows that metacognition is an essential condition for learning to occur, as it creates the meaningful theoretical frameworks than enable self-regulation, motivation, and self-monitoring (Noe, 2013, p. 172). With the appropriate metacognitive frameworks in place, learning is less dependent on external conditions such as the learning environment. However, support and feedback will also remain critical to meeting learning objectives.
2. Compare and contrast two learning theories. Which one do you believe is most effective? Why?
All learning theories have merit and are applicable to most learning situations. Two of the most salient learning theories include social learning theory and goal setting theory. Social learning theory basically refers to modeling behaviors, but also includes the development of self-efficacy as skills are being mastered. Goal theories like goal setting theory help trainers and human resources managers understand intrinsic motivation and the factors that drive some employees towards success. Both of these learning theories are effective, and the strength of each depends on the situation. Social learning theory is more important in group learning settings, or when mentoring is taking place. The learner needs a model as stimuli to motivate the person to change his or her behavior or adapt his or her cognitive schemas (Noe, 2013). From there, the person can retain new knowledge, internalize it, and reinforce it with social feedback. Goal setting theories place a greater deal of responsibility on the learner for cultivating self-motivation and a sense of purpose. Because they hinge on the evolution of intrinsic motivation, goal setting theories are more effective in general and should be used as the basis of human resources strategies. Goal theory shows that employees are motivated most when individuals are committed, and when the goal has personal meaning to them (Noe, 2013).
3. You have just been assigned as your organization’s training manager and must conduct a new needs assessment for a new project. Describe the method you would use.
The method I would use for conducting a needs assessment would include an analysis of employee motivation and the methods by which we can stimulate intrinsic motivation. The ARCS Model of motivation may be particularly helpful during the needs assessment, as it can lead to “more effective ways of understanding the major influences on the motivation to learn, and for systematic ways of identifying and solving problems with learning motivation,” (Keller, 1987). However, as a training manager, I would also need to assess the materials and resources we had available before proceeding. I would evaluate the skills necessary for completing and mastering the task or skills first, and then consider how to motivate employees using the ARCS model. I may also include variations on the training model depending on the composition of the trainee group. Finally, I would conduct a needs assessment that included obstacle work conditions that need to be overcome such as scheduling and budget constraints, inadequate equipment or technology, or a lack of peer and managerial support (Noe, 2013). The needs assessment would be comprehensive, beginning with the basic analysis of resource needs, proceeding to personnel and management requirements, and finally to a specific needs assessment focusing on employee motivation.





References

Keller, J. M. (1987). Development and use of ARCS model of motivation design. Journal of Instructional Development, 2-10.
Noe, R. A. (2013). Employee training and development (6th ed.). New York, NY: McGraw-Hill.