1. Consider two philosophies in training and development: (1) mold the person to the job, and (2) mold the job to the person. As workforce demographics change over time, how do these philosophies translate in modern HR management? Are there other approaches to matching people to jobs that may be viable? What are the implications for successful HR functioning given the dynamics of the contemporary HR environment?
2. How do you overcome a negative perception among managers and employees about the value and conduct of performance appraisals? Do you think that, in general, managers these days are better at performance evaluation than managers were in the past, or worse than ever, or about the same? Why?
a) Nowadays those philosophies are not applied as often as they used to. Some 20 years ago, it was normal for a person to spend 30-40 years at the same job (say, a type-writer) and surely a company would be willing to use the first philosophy (mold the person to the job) since it would be very beneficial for them to train a particular person and let him/her work for years without worrying about their replacement. Both philosophies exist nowadays and also used. An example would be a company that has an outstanding employee with interest and capability of doing more diverse jobs (for instance, a programmer with managerial skills). They could create a job ...
Training and development philosophies are discussed. How to mold the person on the job is analyzed.