Off the job training
Off - the - job training is defined by Rothwell and Kazanas (1994) as any type of training that is not performed on the job, that is, training which take place in a classroom and which is designed to train groups of trainees rather than individual. Besides, Lewis and Trevitt (1994) reported that off - the - job training offers learning opportunity through attendance at training fora away from the job or workplace.
There are several types of off - the - job training and De Cenzo and Robbins (1996) summarized them as follows:
Types
Description
1.Classroom lectures
Lectures design to communicate specific interpersonal, technical or problem solving skills.
2.Video and films
Using various media productions to demonstrate specialized skills that are not easily presented by other training methods.
3.Simulation Exercise
Training that occurs by actually performing the work ; it may include case analysis, experiential exercise, role playing, or group decision making.
4.Computer base training
Simulating the work environment by programming a computer to some of the realities of the job.5.Vestibule training
Training on actual equipments used on the job, but conducted away from the actual work setting.
6.Programmed Instruction
Condensing training materials into highly organized, logical sequences.
However, Jacobs (2003) pointed out that off the job training often do not have the desired relevance.
According to Smith and Smith (2008), in the Australian call centres, the Customer Service Representatives (CSR) undergo an initial off-the-job period of induction which covers the product knowledge required but focuses primarily on telephone techniques. During this session, the CSRs will typically role play telephone calls and listen in to live calls being taken by CSRs in the call centre.
2.3 Definition of On-the-job training (OJT)
Smith and Smith (2008) further elaborated that after the induction, the CSRs are placed out into the call centre usually with working with an experienced agent thus by gradually learning how to perform, or is being placed in a configured training teams that will not be subject to the same performance as live teams although the trainee will be working with actual customers. On the job training was claimed to be 'the most common, the most widely accepted and the most necessary method of training employees in the skills essential for acceptance performance.' (Tracey 1971, p.30, reported by S. Jones 1988, p.11). Levine (1997) simply stated that OJT is about 'two people working closely together so that one person can learn from the other.'
On his side, Campbell (1990) seen on the job training as the same as in an employee's normal work situation, as being designed to change the knowledge, attitude and behavioral patterns directly appropriate to the performance of a given task or job.
In addition, Siele (1988) considered on the job training as an informal type of training given to employees at the work place, where the trainer plays the role of the immediate supervisor of the employees and its purpose is to improve the employee's working skills, efficiency and productivity. Siele (1988) emphasized that on the job training supplements all other forms of training with the additional advantage of being provided to
