Structured On-the-Job Training 2nd Edition

Unleashing Employee Expertise in the Workplace

Ronald Jacobs (Author)

Publication date: 03/12/2003

Bestseller over 20,000+ copies sold

Structured On-the-Job Training
  • New edition of a classic text on structured on-the-job training (S-OJT)-completely revised throughout with four additional chapters
  • Offers a comprehensive approach to designing, implementing, and evaluating S-OJT programs
  • Based on 20 years of research and development in a range of organizations

This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.

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Overview

  • New edition of a classic text on structured on-the-job training (S-OJT)-completely revised throughout with four additional chapters
  • Offers a comprehensive approach to designing, implementing, and evaluating S-OJT programs
  • Based on 20 years of research and development in a range of organizations

This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.

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Meet the Author


Visit Author Page - Ronald Jacobs

Ronald L. Jacobs is professor of human resource development at the University of Illinois. He is a frequent contributor to the human resource development scholarly literature, having written nearly 100 journal articles and book chapters on human resource development, structured on-the-job training (S-OJT), employee expertise, and organizational improvement. Ron is particularly known for introducing structured on-the-job training (S-OJT) to the management and human resource development literature. Ron has focused much of his research on determining the financial benefits of S-OJT, information that is critical for making more informed training investment decisions. Ron has extensive consulting experience in both manufacturing and service organizations, having worked for numerous large organizations including American Electric Power, General Motors, KLM Airlines, Abbott Laboratories, Seagate, and Rohm and Haas, and Huawei, among others. He has presented and consulted internationally in Taiwan, China, South Korea, Malaysia, Kuwait, Bahrain, Germany, Italy, Slovenia, Singapore, and Netherlands. Dr. Jacobs has also implemented S-OJT as part of national workforce development systems in South Korea, Malaysia, and Saudi Arabia.Ronald L. Jacobs is professor of human resource development at the Ohio State University. He is a frequent contributor to the human resource development scholarly literature, having written nearly 100 journal articles and book chapters on human resource development, structured on-the-job training (OJT), employee expertise, and organizational improvement. Ron is particularly known for introducing structured on-the-job training to the human resource development literature. Ron has focused much of his research on determining the financial benefits of structured OJT, information that is critical for making more informed training investment decisions. Ron has extensive consulting experience in both manufacturing and service organizations, having worked for numerous large organizations including American Electric Power, General Motors, KLM Airlines, Abbott Laboratories, Seagate, and Rohm and Haas, among others. He has presented and consulted internationally in several nations, including: Taiwan, South Korea, Egypt, Brazil, Mexico, Germany, Italy, Slovenia, Singapore, and Netherlands.

Dr. Jacobs has served as editor of the Human Resource Development Quarterly, the leading scholarly journal of the human resource development field, and currently serves as the president of the Academy of Human Resource Development. Dr. Jacobs was inducted in the International Adult and Continuing Education Hall of Fame in 2013. You can find out more about him and his work here.

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Table of Contents

Part One: Meeting the Demand for Employee Expertise

Chapter 1: The Challenge of Developing Employee Expertise

Chapter 2: A System View of Structured On-the-Job Training

Chapter 3: Training and Learning in the Work Setting

Part Two: Structured OJT Process

Chapter 4: Deciding Whether to Use Structured On-the-Job Training

Chapter 5: Analyzing the Work to Be Learned

Chapter 6: Selecting, Training, and Managing Employees to Deliver Structured On-the-Job Training

Chapter 7: Preparing the Training Modules

Chapter 8: Getting Ready to Deliver Structured On-the-Job Training

Chapter 9: Delivering Managerial, Technical, and Awareness Training

Chapter 10: Evaluating and Troubleshooting Structured On-the-Job Training

Part Three: Using Structured OJT

Chapter 11: Organizational Change and Structured OJT

Chapter 12: Global Perspectives of Structured On-the-Job Training

Chapter 13: Workforce Development and Structured On-the-Job Training

Chapter 14: Managing the Change Process and Issues in Using Structured On-the-Job Training

Chapter 15: Conclusion - Developing a Culture of Expertise

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Endorsements

"An enduring finding from HRD research and practice has been the positive return-on-investment in using structured on-the-job training. When used appropriately, this approach consistently yields greater financial benefits compared to unstructured OJT and, in many instances, to classroom training. This book clearly shows how organizations can achieve such important outcomes from their structured on-the-job training. A must-read for practitioners, managers, and scholars alike."

-Jack Phillips, Jack Phillips Center for Research, Division of FranklinCovey Company

"Structured On-the-Job Training... ensures that people know how to carry out the desired changes. Besides providing frontline employees with the necessary technical skills, S-OJT can also be used to help managers and supervisors understand their new roles and responsibilities. S-OJT has become a critical part of our planned organizational change toolbox."

--Janice Rinehart, Manager of Organization Development, Abbott Labs

"No other training approach directly speaks to our training requirements as does S-OJT. [Structured On-the-Job Training] provides both a how-to reference and a conceptual overview about human competence for managers. The book is truly the definitive reference on S-OJT."

--Lori Fry, Vice President, Senior Change Consultant, Consumer Products Training & Development, Bank of America

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