Johnson Controls, Inc. (NYSE: JCI) is a company, based in Milwaukee, Wisconsin, USA. It was founded in 1885 by professor Warren S. Johnson, inventor of the first electric room thermostat.

It is a Fortune 100 diversified, multi-industrial company with 130,000 employees in 1,300 locations across six continents.



Providing training in the knowledge of different skills is a complex process. A number of principles have been evolved which can be followed as guidelines by the trainees. Some of them are as follows:-

1. Motivation:- As the effectiveness of an employee depends on how well he is motivated by management, the effectiveness of learning also depends on motivation. In other words, the trainee will acquire a new skill or knowledge thoroughly and quickly if he or she is highly motivated. Thus, the training must be related to the desires of the trainee such as more wages or better job, recognition, status, promotion etc. The trainer should find out the proper ways to motivate experienced employees who are already enjoying better facilities in case of re-training.

2. Progress Information:- It has been found by various research studies that there is a relation between learning rapidly and effectively and providing right information specifically, and such the trainer should not give excessive information or information that can be misinterpreted. The trainee also wants to learn a new skill without much difficulty and without handling too much or receiving excessive information of wrong type of progressive information. So, the trainer has to provide only the required amount of progressive information specifically to the trainee.


3. Reinforcement:- The effectiveness of the trainee in learning new skills or acquiring new knowledge should be reinforced b means of rewards and punishments. Examples of positive reinforcement are promotions, rise in pay, praise, etc. Punishments are also called negative reinforcements. Management should take care to award the successful trainees. The management can punish the trainees whose behabiour is undesirable. But the consequences of such punishments have their long run ill effect on the trainer as well as on the management. Hence, the management should take much care in case of negative reinforcement.

4. Practice:- A trainee should actively participates in the training programmes in order to make the learning programme an effective one. Continuous and long practice is highly essential for effective learning. Jobs are broken down in to elements from which the fundamental physical, sensory and mental skills are extracted. Training exercise should be provided for each skill.


5. Full Vs. Part:- It is not clear whether it is best to teach the complete job at a stretch or dividing the job into parts an teaching each part at a time. If the job is complex and requires a little too long to learn, it is better to teach part of the job separately and then put the parts together into an effective complete job. Generally the training process should start from the known and proceed to the unknown and from the easy to the difficult when parts are taught. However, the trainer has to teach the trainees based on his judgment on their motivation and convenience.

6. Individual Differences:- Individual training is costly, and group training is economically viable and advantageous to the organization. But individuals vary in intelligence and aptitude from person to person. So the trainer has to adjust the training programme to the individual abilities and aptitude. In addition, individual teaching machines and adjustments of differences should be provided.

Managers today must take an extra step to rejuvenate the problem employee. This extra step may prevent charges of wrongful discharge or employment discrimination. Also, for a company to salvage a problem employee rather than to terminate the person and train a new replacement may be wise economically. Managers are responsible for the ‘motivation, performance and conduct of each employee assigned to them’ ( 1992: 192). According to (1993), a manager must create a positive work environment where productivity will be enhanced. Every manager must ensure that employees are aware of, and understand, the position description under which they work. Being unaware of the work rules may serve as grounds for an employee to file for wrongful discharge. Successful managers insist on quality performance from every employee. A final responsibility requirement for managers is to administer discipline or adverse action in a timely manner. When properly administered, discipline can be a motivational tool just as effective as awards. Whenever managers have the opportunity, rewards can be used to recognize and encourage good work habits.

Under this standard, discipline must be justifiable either as an action likely to improve future employee behaviour or as a discharge of an obviously uncorrectable employee ( 1994). The imposition of punitive discipline based upon results of employee actions is likely to be inconsistent with a corrective approach based on risk. Perhaps the following hypothetical situation will bring the problem into clear focus: A bus company has a ‘stop, look and listen’ requirement for drivers at all railroad crossings whether or not signals are flashing. A passenger files a complaint that Driver A simply slowed rather than stopping. When questioned by his supervisor, Driver A reported that he was behind schedule and apologized; he received an informal oral warning. Some time later Driver B performed in the same manner, but an accident followed involving injuries, considerable expense, and much negative publicity. Driver B was fired. Upon appeal, whether in arbitration if employees are unionized or before an unemployment compensation referee or any other review body requiring a "just cause" standard, the employee, his/her union or his/her advocate cite the precedent of Driver A. It is argued that consistency of treatment demands that the discharge be considered unjust and simply a punitive response to the employee's lack of luck, inasmuch as Driver A's conduct was just as unsafe as Driver B's. The managerial actions taken here are consistent with attributional biases. The odds are very good, however, that this dismissal will not be considered to be for ‘just cause’ by a reviewing arbitrator, as our examination of actual cases will demonstrate.
 
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jamescord

MP Guru
Johnson Controls, Inc. (NYSE: JCI) is a company, based in Milwaukee, Wisconsin, USA. It was founded in 1885 by professor Warren S. Johnson, inventor of the first electric room thermostat.

It is a Fortune 100 diversified, multi-industrial company with 130,000 employees in 1,300 locations across six continents.



Providing training in the knowledge of different skills is a complex process. A number of principles have been evolved which can be followed as guidelines by the trainees. Some of them are as follows:-

1. Motivation:- As the effectiveness of an employee depends on how well he is motivated by management, the effectiveness of learning also depends on motivation. In other words, the trainee will acquire a new skill or knowledge thoroughly and quickly if he or she is highly motivated. Thus, the training must be related to the desires of the trainee such as more wages or better job, recognition, status, promotion etc. The trainer should find out the proper ways to motivate experienced employees who are already enjoying better facilities in case of re-training.

2. Progress Information:- It has been found by various research studies that there is a relation between learning rapidly and effectively and providing right information specifically, and such the trainer should not give excessive information or information that can be misinterpreted. The trainee also wants to learn a new skill without much difficulty and without handling too much or receiving excessive information of wrong type of progressive information. So, the trainer has to provide only the required amount of progressive information specifically to the trainee.


3. Reinforcement:- The effectiveness of the trainee in learning new skills or acquiring new knowledge should be reinforced b means of rewards and punishments. Examples of positive reinforcement are promotions, rise in pay, praise, etc. Punishments are also called negative reinforcements. Management should take care to award the successful trainees. The management can punish the trainees whose behabiour is undesirable. But the consequences of such punishments have their long run ill effect on the trainer as well as on the management. Hence, the management should take much care in case of negative reinforcement.

4. Practice:- A trainee should actively participates in the training programmes in order to make the learning programme an effective one. Continuous and long practice is highly essential for effective learning. Jobs are broken down in to elements from which the fundamental physical, sensory and mental skills are extracted. Training exercise should be provided for each skill.


5. Full Vs. Part:- It is not clear whether it is best to teach the complete job at a stretch or dividing the job into parts an teaching each part at a time. If the job is complex and requires a little too long to learn, it is better to teach part of the job separately and then put the parts together into an effective complete job. Generally the training process should start from the known and proceed to the unknown and from the easy to the difficult when parts are taught. However, the trainer has to teach the trainees based on his judgment on their motivation and convenience.

6. Individual Differences:- Individual training is costly, and group training is economically viable and advantageous to the organization. But individuals vary in intelligence and aptitude from person to person. So the trainer has to adjust the training programme to the individual abilities and aptitude. In addition, individual teaching machines and adjustments of differences should be provided.

Managers today must take an extra step to rejuvenate the problem employee. This extra step may prevent charges of wrongful discharge or employment discrimination. Also, for a company to salvage a problem employee rather than to terminate the person and train a new replacement may be wise economically. Managers are responsible for the ‘motivation, performance and conduct of each employee assigned to them’ ( 1992: 192). According to (1993), a manager must create a positive work environment where productivity will be enhanced. Every manager must ensure that employees are aware of, and understand, the position description under which they work. Being unaware of the work rules may serve as grounds for an employee to file for wrongful discharge. Successful managers insist on quality performance from every employee. A final responsibility requirement for managers is to administer discipline or adverse action in a timely manner. When properly administered, discipline can be a motivational tool just as effective as awards. Whenever managers have the opportunity, rewards can be used to recognize and encourage good work habits.

Under this standard, discipline must be justifiable either as an action likely to improve future employee behaviour or as a discharge of an obviously uncorrectable employee ( 1994). The imposition of punitive discipline based upon results of employee actions is likely to be inconsistent with a corrective approach based on risk. Perhaps the following hypothetical situation will bring the problem into clear focus: A bus company has a ‘stop, look and listen’ requirement for drivers at all railroad crossings whether or not signals are flashing. A passenger files a complaint that Driver A simply slowed rather than stopping. When questioned by his supervisor, Driver A reported that he was behind schedule and apologized; he received an informal oral warning. Some time later Driver B performed in the same manner, but an accident followed involving injuries, considerable expense, and much negative publicity. Driver B was fired. Upon appeal, whether in arbitration if employees are unionized or before an unemployment compensation referee or any other review body requiring a "just cause" standard, the employee, his/her union or his/her advocate cite the precedent of Driver A. It is argued that consistency of treatment demands that the discharge be considered unjust and simply a punitive response to the employee's lack of luck, inasmuch as Driver A's conduct was just as unsafe as Driver B's. The managerial actions taken here are consistent with attributional biases. The odds are very good, however, that this dismissal will not be considered to be for ‘just cause’ by a reviewing arbitrator, as our examination of actual cases will demonstrate.

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