Effectiveness of onthejob training
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Author(s):
Marcel R. van der Klink (Educational Technology Expertise Centre of the Open University of The
Netherlands, Heerlen, The Netherlands)
Jan N. Streumer (Faculty of Educational Science and Technology, University of Twente, Twente,
The Netherlands)
Citation:
Marcel R. van der Klink, Jan N. Streumer, (2002) "Effectiveness of onthejob training", Journal
of European Industrial Training, Vol. 26 Issue: 2/3/4, pp.196-
199, https://doi.org/10.1108/03090590210422076
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Abstract:
Investigates the effectiveness of onthejob training (OJT). Presents a definition of OJT used for
this research project which involved two studies: the first in the call centres of a large company,
and the second in post offices. Gives the results of the study which indicate the OJT programs
were only partially successful in realising training goals. Indicates that selfefficacy, prior
experience with tasks, managerial support and workload were the most powerful predictors for
training effectiveness. Concludes that the evidence suggests that OJT is not entirely an effective
training method although more research is needed in this area.
Keywords:
Onthejob training, Research
Type:
Research paper
Publisher:
MCB UP Ltd
Copyright:
MCB UP Limited 2002
Published by MCB UP Ltd
Abstract
Investigates the effectiveness of on-the-job training (OJT). Presents a definition of OJT used for
this research project which involved two studies: the first in the call centres of a large company,
and the second in post offices. Gives the results of the study which indicate the OJT programs
were only partially successful in realising training goals. Indicates that self-efficacy, prior
experience with tasks, managerial support and workload were the most powerful predictors for
training effectiveness. Concludes that the evidence suggests that OJT is not entirely an effective
training method although more research is needed in this area.
Abstract
A study carried out in the largest telecommunication organization in the Netherlands focused on-the-job
training (OJT) as an effective training method. It also studied which variables explained OJT effectiveness
and whether improvement of OJT effectiveness was possible through modification of training design.
The objective was to improve trainee telemarketers' sales communication with customers. A
pretest/posttest design was used. The first posttest was immediately after training, the second
approximately 15 weeks later. To study the effects of modification of training, two groups were formed:
a treatment group of four regional call centers and a comparison group of three centers (total number
of trainees was 60). For the treatment group, four training activities were added to the OJT: self-study
assignments, observational checklists of other trainees' behavior, logs for trainees to formulate
behavioral goals and evaluate their progress, and short meetings with managers to discuss progress in
job behavior. Findings indicated a modest but significant progress in trainees' behavior following OJT.
With regard to trainee characteristics, age, behavior, and perception of the training before the OJT
predicted trainee progress. Two organizational factors that were predictors for progress were
managerial support and workload during training. The length of OJT was a strong predictor for progress.
A number of trainees in the treatment group did not participate in the additional activities. (Appendixes
include 29 references and 2 tables.) (YLB)
&raining is an act of increasing knowledge and skills of an employee for doing a particular job. On-the-
job training (O &% has been used successfully as training procedure from the beginning of recorded
history. &his can be an effective training method or lack of training can cause many problems by not
providing the skills and knowledge needed by the worker (*lippo" +,, %. eing a /01 student one
must know how to be naturally happy because sometimes guests don2t only seek for the food we serve
but the service we provide. 3e also need to be productive and notto complain at some point that we are
commanded by those who are higher than us because they know how to reward us as we work hard.
&hese things can be used in schools" offices" and other industry.4ttitude defines character and
character defines lifestyle. In the restaurant operations" attitude is the most important in the hospitality
industry. If an employee does not have a good attitude" it will affect the establishment2s reputation (
uked" +,,5%.6oncurrently knowledge and understanding can also be furtheradvanced through planned
7teaching and learning8 in the actual work setting. 4n efficient on-the-job training or O & program is
vital for developing the highly skilled employees needed for a
business2 success. O & has many advantages as a planned training program" such as predictable
training outcomes and a manageable process. &his can also gain or improve educational attainment
andeconomic status.On-the-job training focuses on the ac)uisition of skills within the workers
environment generally under normal working conditions. &hrough on the job training workers ac)uire
both general skills that they can transfer from one job to another andspecific skills that are uni)ue to a
particular job. On-the-job training typically includes verbal and written instruction and demonstration.
Observation and hands-on practice and imitation are who party the O &. On-the-job training is the
oldest form of training. 9rior to the advent of off-site training classrooms" the only practical way of
learning a job is working alongside an experienced worker in a particular trade or profession. On-the-job
learning is a practical method that offers an easier" more effective method to ensure that education is
constantly improving(1anask" +,,+%.*ocus of training and development activities is on change and:or
improvement in knowledge" skills" and attitude of employees ( esimone" +,,+%.0estaurant practicum
exposes the students to a new world where they can learn the actual operation in the restaurant. It
also enhances the capabilities of every student to do work with confidence (3alker" +,,;%.&he students
easily relate to the situations and experiencesnew to them. &hey can easily adapt to the situations they
are into. Students nowadays are flexible that is why they can easily gain knowledge. 4 study of different
experiences has shown one important effect in hospitality industry. &he students will probably pass
through a period of shyness and self-consciousness towards many people but after they would
undergone that period" the students develop more confidence in themselves (4rduser" +,, %One goal
of a performance is to judge the level of competency students achieve in doing trainings (9arker" <ouie
=O2 ywer" +,,$%. &herefore" performance assessments can also produce useful information for
diagnostic purposes to assess what students know. &hese assessment strategies can also be used to
monitor students2 processing skills and problem-solving approaches" as well as their competence in
particular areas while simulating learning activities.
Background On-the-Job Training (OJT) is a hire-first program that reimburses a
company for the cost of training a new employee. A customized training plan is put in place by the
company which leads to employee retention in the job. The program is offered by the Office of
Workforce Opportunity through its contracted workforce provider, Southern New Hampshire Services,
Inc. (SNHS), and can be combined with other training opportunities that encourage companies to hire
unemployed New Hampshire residents, and to enhance the skills of both new and incumbent workers.
OJT Program Overview OJT helps place unemployed New Hampshire residents who are at least 18 years
old into long-term permanent jobs. Trainees are hired into full-time employment and receive employer
provided training. The trainee is a paid employee of a company. The basic purpose of OJT is to allow an
employer to hire an individual who would not otherwise qualify for the job and to teach the skills
needed to perform at the entry level for the position. The activity is based upon a contract between the
employer and SNHS, which provides the employer with a partial wage reimbursement for an agreed-
upon training time period in exchange for the provision of training by the employer and a commitment
to retain the individual when the training is successfully completed. After a standardized OJT contract is
signed, the trainee is hired as an employee of the company that has agreed to provide the training. OJT
training payments to employers are deemed to be compensation to the employer for the extraordinary
costs associated with training participants and the costs associated with the lower productivity of the
participants during the training period. OJT provides reimbursement to employers to help compensate
for the costs associated with skills upgrade training and loss of production for newly hired employees.
OJT training can assist employers who are looking to expand their businesses and who need additional
staff trained with specialized skills. OJT employers may receive anywhere from 50% to 75% of the wage
rate of OJT trainees for up to six months to help defray personnel training costs. The program is offered
by the Department of Resources and Economic Development through Office of Workforce Opportunity
through its contracted workforce provider, Southern New Hampshire Services, Inc. (SNHS), and can be
combined with other training opportunities that encourage companies to hire unemployed New
Hampshire residents, and to enhance the skills of both new and incumbent workers. An OJT job
placement specialist can also suggest ways to combine OJT with other programs such as Return to Work,
a voluntary program to provide a structured, supervised training opportunity to unemployed NH
residents while they continue to collect unemployment compensation, and the Job Training Fund, a 1:1
matching grant to cover training costs for new and incumbent workers.
On-the-job training
From Wikipedia, the free encyclopedia
On-the-job training, sometimes called direct instruction, is one of the earliest forms of training
(observational learning is probably the earliest). It is a one-on-one training located at the job site,
where someone who knows how to do a task shows another how to perform it. In antiquity, the work
performed by most people did not rely on abstract thinking or academic education. Parents or
community members, who knew the skills necessary for survival, passed their knowledge on to the
children through direct instruction.
On the Job Training is still widely used today. It is a frequently used method of training because it
requires only a person who knows how to do the task and the tools the person uses to do the task. It
may not be the most effective or the most efficient method at times, but it is normally the easiest to
arrange and manage. Because the training takes place on the job, it can be highly realistic and no
transfer of learning is required. It is often inexpensive because no special equipment is needed other
than what is normally used on the job. One drawback is that OJT takes the trainer and materials out
of production for the duration of the training time. In addition, due to safety or other production
factors, it is prohibitive in some environment. Even many researchers show the importance of the On
the Job Training. For instance, in a research conducted by Arun Paul (2012) confirms the
significance of providing social skills training to professional social workers.
A large majority of employee learning is accomplished through on-the-job training. Well designed
OJT training programs are well planned and resourced, staff managers with competent coaching
ability, and define the criterion for performance standards.[1
If you tell me, I will listen. If you show me, I will see. But if you let me experience, I will learn
On-The-Job Training (OJT)
OJT training, sometimes called direct instruction, is one of the earliest
forms of training (observational learning is probably the earliest,
see Albert Bandura). It is a one-on-one training located at the job site,
where someone who knows how to do a task shows another how to
perform it. In antiquity, the kind of work that people did was mainly
unskilled or semiskilled work that did not require specialized
knowledge. Parents or other community members, who knew how to do
a job necessary for survival, passed their knowledge on to the children
through direct instruction.
On-the-job training is still widely in use today. In fact, it is probably the
most popular method of training because it requires only a person who
knows how to do the task, and the tools the person uses to do the task.
It may not be the most effective or the most efficient method at times,
but it is normally the easiest to arrange and manage. Because the
training takes place on the job, it can be highly realistic and no transfer
of learning is required. It is often inexpensive because no special
equipment is needed other than what is normally used on the job. The
other side is that OJT takes the trainer and materials out of production
for the duration of the training time. In addition, due to safety or other
production factors, it is prohibitive in some environments.
Antiquity: On-The-Job Training
On-the-job training, sometimes called direct instruction (or sit-by-me training in
England; King, 1964, p. xvii), is the earliest kind of training. On-the-job training
(OJT) is a face-to-face, one-on-one kind of training at the job site, where
someone who knows how to do a task shows another how to do it. In
antiquity, the kind of work that people did was mainly unskilled or semiskilled
work not requiring specialized knowledge. Parents or other members of the
group usually knew how to do all the jobs necessary for survival, and could
pass their knowledge on to the children through direct instruction.
OJT was used in antiquity because it did not require learners to be able to
read or write. Even after writing systems were developed, most peasants and
craftsmen could not read or write. Therefore a type of training where one
person showed another how to do a task was necessary. The type of work
most people did was farming or making crafts, and the tools used were fairly
simple. In addition, the volume of production was low, so that only a few
artisans at a time needed to be trained in order to handle the work.
On-the-job training is still used today. In fact, it is probably the most popular
method of training because at its minimal level it requires only a person who
knows how to do the task, and the tools the person uses to do the task. The
company doesn't have to arrange for special training other than to assign an
experienced worker to train an inexperienced one. It may not be the most
effective or the most efficient method, but it is the easiest to arrange.
The advantages of on-the-job training include instant feedback about what the
learner is doing right or wrong, allowing correction of the erroneous action
immediately. Because the training takes place on the job, it is realistic,
therefore no transfer of learning is required. It is inexpensive because no
special equipment is needed other than what is normally used on the job.
On the other hand, on-the-job training takes the trainer and materials out of
production for the duration of the training time, and requires many
experienced trainers--depending on the number of trainees--since the trainer
is usually training one person at a time. However, if the volume of production
is low, so that the personnel and equipment are available for on-the-job
training, then it is the most economical method of training to use. It may not be
the most efficient at teaching a task, however; this depends on the learner, the
job to be learned, and the teaching abilities of the trainer.
Anonymous answered
On the job training is one of the earliest forms of training after the Observational
training. On the job training is sometimes also known as Direct instruction. It cannot be
identified exactly when and where it started because training has been done for workers
in different ways for a lot of centuries. However we do know that this method is one of
the earliest introduced in the history of job training.
On The Job training / Internship
As mandated by CHED (CMO no.37 series of 2010) BS in Criminology students are required to take
Practicum for 1 semester on the fourth year of the program. The Practicum shall be divided in two
components, 270 hrs of on-the-job training and another 270 hrs. of Community Immersion, to complete
the 540 hrs of internship.
The Practicum is designed to provide practical experiences for BS Crim. students working in the 5 pillars
of the Criminal Justice System: Law Enforcement, Prosecution, Judiciary, Corrections and the
Community. During this period, the criminology interns are allowed to observe and assist, but not to
perform actual operations that may compromise their safety. Interns are expected to keep the
informations learned during the practicum confidential.
Specializations
o BS in Criminilogy major in Police Administration focuses on on basic management functions
applied to the police organization. This includes organizational structure and administration of
the Philippine National Police, both at the national and the local levels.
o BS in Criminology major in Criminal Justice Administration focuses on the Law enforcement
management of activities such as detection, apprehension, detention, pretrial release, post-
trial release, prosecution, adjudication, correctional supervision, or rehabilitation of accused
persons or criminal offenders or the collection, storage, and dissemination of criminal history
record information.
o BS in Criminology with Forensic concentrates on the application of a broad spectrum of
sciences and technologies to investigate and establish facts of interest in relation to criminal or
civil law.
o BS in Criminology major in Jail Management and Penology is a branch of Criminal Justice
study that focuses on the management of prisons and jails for the rehabilitation of convicts
and criminals in an attempt to maintain and ensure public safety.
