• 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

In this revided and expanded edition of a classic text, Ronald Jacobs describes a 6-step process for designing and implementing structured training programs that take place in the actual job setting.

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.

"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."

"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."

"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."

Part I: Meeting the Demand for Employee Expertise

1. The Challenge of Developing Employee Expertise
2. A System View of Structured On-the-Job Training
3. Training and Learning in the Work Setting

4. Deciding Whether to Use Structured On-the-Job Training
5. Analyzing the Work to Be Learned
6. Selecting, Training, and Managing Employees to Deliver Structured On-the-Job Training
7. Preparing the Training Modules
8. Getting Ready to Deliver Structured On-the-Job Training
9. Delivering Managerial, Technical, and Awareness Training
10. Evaluating and Troubleshooting Structured On-the-Job Training

11. Organizational Change and Structured OJT
12. Global Perspectives of Structured On-the-Job Training
13. Workforce Development and Structured On-the-Job Training
14. Managing the Change Process and Issues in Using Structured On-the-Job Training
15. Conclusion: Developing a Culture of Expertise