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Human Resource Managment > chapter 7 > Flashcards

chapter 7 Flashcards

1
Q

training and development

A

heart of continuous effort designed to improve employee competencey and organisational performance
benefits: employee satisfaction, improved morale, higher retention, lower turnover, improved hiring, a better bottom line and satisfied customers

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2
Q

training

A

activities designed to provide learners with the kowledge and skills needed for their present jobs

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3
Q

development

A

learning that goes beyond todays job and has more of a long term focus

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4
Q

learning organisation

A

firm that recognises the critical importance of continuous performance related T&D and takes appropriate action
attract better qualified employees

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5
Q

factors influencing training and development:

A

top management support, shortage of skilled workers, technological advances, world complexity, lifetime learning, learning styles, other HR functions

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6
Q

blended training

A

use of multiple training methods to deliver T&D to cope with different learning styles

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7
Q

just in time training

A

training provided anytime, anywhere in the world when it is needed.

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8
Q

determine specific training and development needs

A

organisational analysis, task analysis, person analysis

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9
Q

training and development methods:

A

instructor led, e-learning, case study, behavior modelling and twittering, role playing, training games, in-basket training, on-the-job training, apprenticeship training

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10
Q

instructor led learning

A

real time discussion that is not easily replicated online, teachers personality and charisma may motivate students, great deal of information in short amount of time

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11
Q

elearning

A

online instruction using technology based methods such as internet, intranet and cd-rom
decreased costs, convenience and felxibility, improved retention rates, positive environmental impact

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12
Q

case study

A

trainees are expected to study information provided in the case and make decisions based on it

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13
Q

behavior modeling

A

permits a person to learn by copying or replicating behaviors of others to show managers how to handle various situations

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14
Q

role playing

A

participants are required to respond to specific problems that they may encounter in their jobs by acting out real world sitations

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15
Q

business games:

A

permits participants to assume roles such as president, controller or marketing vice president of two or more similar hypothetical organisations nd compete against each other by manipulating selected factors in a particular business situation

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16
Q

in–basket learning

A

participant is asked to establish priorities for and then handle a number of business papers, email messages, memoranda, reports and a telephone message that woul
d typically cross a managers desk
predict performance success in management jobs

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17
Q

on-the-job learning

A

informal T&D method that permits an employee to learn job tasks by actually performing them

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18
Q

apprenticeship training

A

combines classroom instruction with on-the-job training

one of the most vital sources for skilled labor

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19
Q

corporate university

A

T&D delivery system provided under the umbrella of the organisation
proactive and strategic

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20
Q

online higher education

A

educational opportunities including degree and training programs that are delivered via the internet
reduces commute time

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21
Q

vestibule system

A

T&D delivery system that takes place away from the production area on equipment that closely resembles equipment actually used on the job
takes away pressure of having to produce while learning

22
Q

simulators

A

T&D delivery system comprised of devices that replicate actual job demands

23
Q

management development

A

consists of all learning experiences provided by an organisation resulting in upgrading skills and knowledge required in current and future managerial positions

24
Q

Mentoring

A

approach to advising, coaching and nurturing for creating a practical relationship to enhance individual career, personal and professional growth and development

25
Q

coaching

A

often considered a responsibility of the immediate boss, who provides assistance much like a mentor

26
Q

reverse mentoring

A

process in which older employees learn from younger ones

27
Q

orientation

A

initial T&D effort for new employees that informs them about the company, the job and the work group
reinforce that they made the right career choice, familiarises them with the corporate culture

28
Q

metrics for evaluating T&D

A

participants opinions,extend of learning, behavioral change, accomplishment of T&D objective, return on investment from training, benchmarking

29
Q

benchmarking

A

process of monitoring and measuring a firms internal processes such as operations and then comparing the data with information from companies that excel in those areas

30
Q

organisation development:

A

planned and systematic attempts to change the organisation typically to a more behavioral environment

31
Q

Survey feedback

A

organisation development method of basing change efforts on the systematic collection and measurement of subordinates attitudes through anonymou qestionnaires
creates work environment that leads to better working relationships, greater prudctivity and increased profitabiity

32
Q

quality circles

A

groups of employees ho voluntarily meet regularly with their suervisors to discuss problems, investigate causes, recommend solutions and take corrective action when authorised to do so.

33
Q

team building

A

conscious effort to develop effective work groups and cooperative skills throughout the organisation
efficient way to boost morale, employee retention and company profitability

34
Q

job security

A

implies security in one job often within one company

35
Q

career security

A

requires developing marketable skills and expertise that help ensure employment within a range of careers

36
Q

career

A

general course that a person chooses to pursue throughout his or her working life

37
Q

career planning

A

ongoing process whereby an individual sets career goals and identifies the means to achieve them

38
Q

self assessment

A

process of learning about oneself

establish realistic goals

39
Q

strength/weakness balance sheet

A

self-evaluation procedure, tat assits people in becoming aware of their strengths and weaknesses

40
Q

likes and dislikes survey

A

procedure that helps individuals in recognising restrictions they place on themselves

41
Q

career path

A

a flexible line of movement through which a person may travel during his or her work life

42
Q

career development

A

formal approach used by the organisation to ensure that people with proper qualifications and experiences are available when needed

43
Q

career development objectives

A

effective development of available talent, self appraisal opportunitis for employees considering new or nontraditional career, development of career paths that cut across divisions and geographic locations, demonstration of tangible commitment to developing a diverse work force, satisfation of employees specific development needs, improvement of perdomance, increased employee loyalty adn motivation, method of determining T&D needs

44
Q

traditional career path

A

employee progresses vertically upward in the organisation from one specific job to the next

45
Q

network career path

A

method of career progression that contains both a vertical sequence of jobs and a series of horisontal opportunities

46
Q

lateral skill path

A

allows for lateral moves within the firm taken to permit an employee to become revitalise and find new challenges

47
Q

dual career path

A

recognises that technical specialists can and should be allowed to contribute their expertise to a company without having to become managers

48
Q

demotion

A

process of moving a worker to a lower level of duties and responsibilities which typicall involves a reduction in pay

49
Q

free agents

A

people who take charge of all of their careers by being their own boss or by working for others in ways that fit their particular needs or wants

50
Q

problems in implementing T&D

A

managers are too action oriented and feel to busy for it

requires a lot of creativity

51
Q

telepresence systems

A

provide the illusion of sitting across a conference table and looking individuals “in the eye”

Human Resource Managment (17 decks)

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