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Wikipedia
On-the-job training (widely known as OJT) is an important topic of human resource management. It helps develop the career of the individual and the prosperous growth of the organization. On the job training is a form of training provided at the workplace. During the training, employees are familiarized with the working environment they will become part of. Employees also get a hands-on experience using machinery, equipment, tools, materials, etc. Part of on-the-job training is to face the challenges that occur during the performance of the job. An experienced employee or a manager are executing the role of the mentor who through written, or verbal instructions and demonstrations are passing on his/her knowledge and company-specific skills to the new employee. Executing the training on at the job location, rather than the classroom, creates a stress-free environment for the employees. On-the-job training is the most popular method of training not only in the United States but in most of the developed countries, such as the United Kingdom, Canada, Australia, etc. Its effectiveness is based on the use of existing workplace tools, machines, documents and equipment, and the knowledge of specialists who are working in this field. On-the-job training is easy to arrange and manage and it simplifies the process of adapting to the new workplace. On-the-job training is highly used for practical tasks. It is inexpensive, and it doesn’t require special equipment that is normally used for a specific job. Upon satisfaction of completion of the training, the employer is expected to retain participants as regular employees.
On-the-job training is one of the earliest forms of training in the World, with Masters taking on young apprentices and introducing them to their work, educating them on the techniques necessary for them to become Masters themselves. The on-the-job training method dates from times as early as 2400 B.C when Masons would instruct their apprentices on construction methods (such an example can be taken from the Pyramids construction) since not everyone was literate and it was the most convenient way to understand the requirements needed for the new job, on a one-to-one basis. 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. This method is still widely used today. It is a frequently used because it requires only a person who knows how to do the task and use the tools to complete the task. Over the years, as society grew, on the job training has become less popular. Many companies have switched to doing simulation training and using training guides. Businesses now prefer to hire employees who are already experienced and have a required skill set. However, there are still many companies who feel that on-the-job training is best for their employees.
While some companies do not see on-the-job training as an essential aspect of the workforce, Gary Becker, an economic scientist during 1962, referred to on-the-job training as an investment similar to conventional schooling (Becker, 1962). On-the-job training was deemed an investment like school because while they differ in effects on earnings, both improve people’s physical and mental abilities and raise real income prospects. Whether that is the ability to gain a job or improve one’s skills to become a more vital part of the workforce. Additionally, one of the earlier forms of on-the-job training can be traced back to the middle ages dating as early as the 5th to 15th century. During this time, apprenticeship was a system by which “men and women in pre-industrialized societies acquired skills necessary to become a specialized artisan” (Goddard, 2002). Apprenticeship contracts usually lasted six years. Young girls at the age of 12 and young boys at the age of 14 would work, alongside getting the needed training and hands-on experience to become an artisan themselves (Goddard, 2002).
The concept of observational learning was introduced by Albert Bandura, whose social cognitive theory Bandura believes that people learn best by observing others. According to his theory, people must pay attention to those around them first, retain what they have observed, and try to reproduce it. Bandura’s theory is implemented in the aspect of on the job training, where the new employees observe first their trainer completing the tasks, before trying to perform the task themselves. After observing for some time, typically, they will imitate the action they had observed. This is exactly how on-the-job training is expected to occur, if necessary until the new employee is can perform the task on their own.
Albert Bandura’s Social Cognitive Theory “is a psychological perspective on human functioning that emphasizes the critical role played by the social environment on motivation, learning, and self-regulation” (Schunk & Dibenetto, 2020). Bandura’s earlier Social Learning Theory placed great emphasis on the importance of observational or vicarious learning. Bandura proposed that for observational learning to occur, individuals must follow a model, retain what the model did, recreate the modelled behaviour, and have the motivation to do so. Motivation is an essential aspect of this theory; Bandura suggested that “motivation comprises internal processes that manifest themselves overtly in goal-directed action” (Schunk & Dibenetto, 2020). This suggests that for a modelled action to be retained by an individual, there must be some motivation, such as the motivation to complete goals in the workplace.
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