HRCP Unit 3 Flashcards
1
Q
Level of learning: evaluation
A
At the evaluation level of learning,the learner is capable of making judgements of value and worth.
2
Q
Motivated forgetting
A
An explanation for forgetting information in which the individuals want to forget it either because it threatens their self esteem or because it is no longer useful.
3
Q
Level of learning:
knowledge
A
At the knowledge level, the learner can recall
Specific facts .
4
Q
Level of learning:
Synthesis
A
At the synthesis level, the learner is capable of drawing from related sources of information to gain a broad understanding and reach conclusions.
5
Q
Steps in the action research model
A
Problem identification, data gathering,feedback of the data to the client group,data discussion and diagnosis, action planning, action and reevaluation.
6
Q
Maturation
A
Internal changes within the trainees between the protest and posttest evaluation that may provide alternative explanations for any effects that are observed. This is one of the confounding influences that challenge the internal validity of a training evaluation.
7
Q
MBO
A
Management by Objectives. A philosophy of management that reflects
A positive, proactive way of managing. MBO requires all employers to establish written, measurable objectives that can later be used to evaluate performance.
8
Q
Method of successive approximations
A
A process of shaping behavior by selectively reinforcing closer and closer approximations of the correct behavior.
9
Q
Modeling
A
A process for learning new behaviors in which a the trainee imitates the behavior of a model.
10
Q
Motor responses
A
Physical actions or skills that an individual acquires through practice.
11
Q
Negative transfer of training
A
When the training activities inhibit performance in the new situation.
12
Q
Negatively accelerating learning curve
A
A learning situation characterized by rapid learning in the beginning with successively smaller increments of learning in later trials.
13
Q
Numbers fetish
A
The tendency to overemphasize numbers and to assume that they are more exact and precise than can be legitimately assumed from their subjective derivation.
14
Q
Obsolescence
A
A reduction in ability or effectiveness caused by lack of knowledge or skill due either to forgetfulness or the creation of new knowledge and technology.
15
Q
Graphic rating scales
A
An evaluation procedure consisting of specified dimensions of performance and a rating scale for each dimension to evaluate the employees behavior.
16
Q
Sensitivity training
A
A training technique in which the trainees participate in an unstructured group discussion. The trainees share their feelings and emotions without the aid of a trainer or a scheduled agenda of topics to discuss.
17
Q
Sequencing effect
A
A form of evaluation bias that occurs when an employee’s ratings are influenced by a relative comparison with the previous employee.
18
Q
Shaping
A
A process of changing behavior that uses reinforcement to selectively reward successively closer approximations of the specific response that is desired.
19
Q
Simulation
A
A training technique in which the trainee learns to respond in a training environment that is a reproduction of real- conditions.
20
Q
Solomon four-group design
A
Research design in which participants are randomly assigned to 4 groups. Two groups are pretested and 2 groups participate in training.
21
Q
Time-series design
A
A research which consists periodically measuring something and introducing an experimental change during the series of measurement.
22
Q
Unobtrusive measure
A
data that are collected in such a way that it does not influence how an employee behaves. data that are obtained from file or archives for example.
23
Q
Personnel analysis
A
Part of the training-needs analysis that examines the abilities of individual employees to identify deficiencies in their performances
24
Q
Proactive inhibition
A
An explanation for forgetting in which old learning interferes with the acquisition of new information
25
Programmed instruction
A training technique that arranges the training material in small sequential steps. The ideas are presented one at a time, giving the trainee an opportunity to respond to the material and to demonstrate mastery of it.
26
Recency effect
A form of evaluation bias in which recent are more heavily in the mind of the evaluator than distant events.
27
Quasi-experimental design
Studies that occur in a natural setting where researchers do not have complete control of the experimental setting. They are not as conclusive as other experimental designs.
28
Reinforcement theory
A theory of motivation that says behavior is determined by the types of rewards or punishments associated with behavior
29
Reciprocal determinism
A basic philosophy of social cognitive theory that suggests that the environment influences individual behavior but that individual also influence their environment and change it.
30
Retroactive inhibition
An explanation for forgetting in which new learning interferes with remembering old information
31
Self-actualization
The tendency for people to become fulfilled and achieve all that they have the potential to achieve according to their genetic blueprint
32
Experiential group exercises
Activities that involve a group of individuals in making decisions and solving problems. The group members learn from participation in the group activity as well as from the group discussion about the activity.
33
Action research model
A strategy of OD that typically involves the process of problem identification, data gathering, feedback of the data to the client group, data discussion and diagnosis, action planning, action,and reevaluation. These processes are recycled as needed to increase organization effectiveness.
34
Zero-sum problem
A form of evaluation bias whereby employee evaluations must fit a specified average or total. For someone to be rated high, someone else must be rated low.
35
Laboratory training
Also known as sensitivity training or T-group training. This type of training consists of an unstructured group discussion in which the participants talk about their personal feelings and reactions toward each other.
36
Junior boards
A training technique that consists of assigning new trainees to an executive board responsible for making a decision
37
Job specialization
Simplifying a job by reducing the number of elements or activities performed by a job holder. It normally involves more repetitive activities with short work cycles.
38
Which learning curve?
Positively accelerating learning curve
39
Operational analysis
An examination of the behaviors that an employee must exhibit to be able to perform a task properly. An operational analysis is part of a training-needs analysis.
40
Induction
The process of teaching and explaining what is right and why it is right.
41
Internship
A learning experience in which students are able to work for a period of time and apply the information they have learned.
42
Performance management
The process of improving job performance through performance planning, performance evaluation, mentoring, and continuous feedback.
43
History
The historical events occurring between the pretest and posttest of a research design that provide competing explanations for any effects that are observed. This is one of the confounding influences that threaten the internal validity of a training evaluation design.
44
Self-directed work team
A group of workers that is largely self-managed and only loosely directed by management. The and only loosely directed by management. The group collectively decides who will perform which job and members typically from job to job
45
Self-efficacy
A belief in one's own capability to perform a specific task.
46
Hierarchy of habits
An explanation for learning plateaus that suggests that different habits must be acquired. Improvements in performance are not observed until new habits are learned.
47
Experimental group
The group in a study or experiment that receives the training.
48
Cooperative education
A learning experience that combines both work and education. Students work as employees in an organization under the direction of their supervisors and academic instructors.
49
Control group
The group in a study or experiment that does not receive the training
50
Level of learning Analysis
At the analysis level, the learner is capable of understanding why the phenomena exists.
51
Learning organization
An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.
52
Learning curves
Graphs illustrating the number of correct responses or the percentage of correct responses during successive learning trials.
53
Job rotation
A training technique that involves transferring trainees to different jobs to broaden their focus and to increase their knowledge.
54
Job-instruction training
An extensively used training technique that consists of showing a trainee how to perform an activity and supervising the trainee's attempts to learn it.
55
Social cognitive theory
A theory of learning based on observational and symbolic learning. Learning is influenced by what is reinforced, either extrinsically or through self-administered reinforcement, especially the anticipation of future rewards. The environment influences individual behavior, but individuals in turn influence their environment.
56
Organizational analysis
An examination of the kinds of problems the organization is experiencing and where they are located in the organization. Part of a training-needs analysis, which examines organizational effectiveness indices, personnel succession, and the organizational climate.
57
Training and development phase
The phase of the system model of training in which the training is designed and presented. The training should contain activities and learning experiences that satisfy the objectives established in the assessment phase.
58
Task significance
The degree to which a task has a significant impact on the organization, the community, or the lives of other people.
59
Task identity
The degree to which a task consists of a whole or complete unit of work as opposed to a small, specialized, repetitive act. One of the core dimensions of a job.
60
Skill variety
The degree to which a job allows workers to develop and use their skills and to avoid the monotony of performing the same task repeatedly. One of the core dimensions of a job.
61
Classification procedure
An evaluation procedure in which employees are simply placed in different categories describing their overall performance
62
Forced-choice technique
An evaluation procedure that contains pairs of items, both sounding equally desirable, but only one item in each pair is actually descriptive of an outstanding performer.
63
Forced distribution
An evaluation procedure that requires the evaluator to classify employees according to a predetermined percentage in each category.
64
Chaining
The process of combining several responses together to form a series of activities that are performed sequentially.
65
Central-tendency effect
A form of performance evaluation bias: The tendency for an evaluator to give average ratings to all employees.
66
BOS
Behavioral observation scales. A performance evaluation method that consists of reporting how frequently certain behaviors are observed.
67
Behavioral objectives
The objectives of a training program written in specific behavioral terms that describe the behavior the trainee is expected to learn, the standards of performance the trainee is expected to achieve, and the requirements and time limitations for how the behavior is to be performed.
68
Job enlargement
Making a job larger by adding more of the same kinds of elements.
69
Inter-rater reliability
The degree of consistency between two evaluators who have evaluated the same employee or job applicant.
70
Organizational development
Human resource activities that focus on improving the organization as a whole. A process for improving organizational functioning through a series of structured interventions.
71
Individual analysis
Part of the training-needs analysis that examines the abilities of individual employees to identify deficiencies in their performances
72
Four criteria for evaluating training programs
1) reactions, 2) learning, 3) behavior, and 4) results.
73
Plateau
A horizontal part of a learning curve where no apparent performance improvements appear to be occurring.
74
Positive transfer of training
When the training activities enhance performance in the new situation
75
Positively accelerating learning curve
A learning situation characterized by slow improvements in performance in the early stages followed by significant improvement in later trials.
76
Role playing
A training technique in which participants are assigned to act out the roles of other people
77
Rote learning
A kind of learning that involves memorization and the association of words, symbols, objects, or events.
78
Role reversal
A form of role playing in which two or more participants exchange roles and act out a situation
79
S-shaped learning curve
A learning situation characterized by slow learning at the beginning and end, with rapid learning occurring in the middle.
80
Value internalization
The process by which personal attitudes and beliefs are internalized into basic personal values
81
Vestibule training
A training technique in which trainees are placed in a special training room that is replication of the actual job situation.
82
Peer appraisal
Ann evaluation of an employee's performance by a coworker.
83
Level of learning Comprehension.
At the comprehension level, the learner is able to grasp the significance of the facts and perceive their importance.
84
Operant conditioning
A theory of learning that involves the development of stimulus-response associations acquired through selective reinforcement of the correct response.
85
Vicarious learning
The process of learning by observing the actions and behaviors of a model (also called imitative learning.
86
Which learning curve?
S-shaped learning curve discribe S shape
87
Which learning curve?
Learning curve with a plateau
88
Which learning curve?
Negatively accelerating learning curve
89
Passive decay
An explanation for forgetting in which information that is not used is gradually forgotten and from memory.
90
Leniency-strictness effect
A form of evaluation bias whereby evaluators tend to rate everyone especially high or low
91
Paired comparisons
An evaluation procedure that ranks employees by comparing each employee with every other.
92
Adult learning theory
A theory concerning the adult learning process, which advocates an experience-based, problem-centered, participative, and collaborative training method. Also called andragogy.
93
Assessment phase
The phase of the system model of training in which the need for training and development is examined, as well as the resources available to provide the training both within the organization and in the external environment.
94
Apprenticeship
A training texhnique in which th e trainee, or appretice, work with a skilled employee who teaches the apprentice how to perform the job.
95
Assessment centers
A series of problem-solving and decision-making activities in which groups of employees interact. Assessment centers are typically used to assess the management potential of employees; however, they also can be used for training purposes.
96
Andragogy
The adult process, which tends to be more experience-based more problem-centered, more collaborative than traditional grade school.
97
Alternate ranking
An evaluation procedure in which employers are ranked by identifying the best and worst employees on a list. These names are then removed from the list, and the best and worst of the remaining names are identified. The procedure continues until everyone on the list has been ranked.
98
ALN
Asynchronous Learning Networks. Networks of people involved in anytime-anywhere learning. Combines self-study with substantial, rapid, asynchronous interactivity with others who are involved in the learning process.
99
Competency
The knowledge, skills, abilities, and behaviors that are essential for successful performance.
100
Computer-assisted instruction
A form of programmed instruction in which the trainee interacts with a computer to learn new information and answers questions asked by the computer.
101
Halo effect
A form of evaluation bias in which one attribute influences the evaluation of other traits. Sometimes a distrinction is made between the influence of positive and negative characteristics, "halo effect" referring to the influence of one positive perception, and "horn effect" referring to the influence of one negative perception.
102
Continuing education units
To maintain their professional certification, many professionals are required to obtain credit for educational experiences. Often referred to as CEUs.
103
Cost per trainee
Total Cost of Training + Number of Trainees
104
Critical incidents
Essay descriptions of especially good or bad responses by
105
Difference between training and education
While training refers to the acquisition of specific skills or knowledge, education is much more general and attempts to provide students with general knowledge that can be applied in many different settings.
106
Double-loop learing
Training that focuses on changing managers' assumptions about the value of openness and feedback and making their behavior congruent with how they think they behave.
107
Education
The process of acquiring general knowledge and information that usually results in a broadening of the responses students are likely to make.
108
Evaluation phase
The phase of the systems model of training in which the evaluation occurs. The trainees are evaluated to determine whether the training was successful based on the criteria established in the assessment phase
109
Self-esteem
How we see ourselves based on evaluative impressions of our skills, abilities, and behaviors.
110
Level of learning Application
At the application level, the learner is able to apply the information to practical problems
111
Classical conditioning
A form of learning involving responses of the autonomic nervous system where a conditioned stimulus (US) is paired with an unconditional stimulus ( UCS) to produce a conditional response.I
112
Imitative learning
The process of learning new behaviors by observing others and by modeling their behavior (also called vicarious learning)
113
Sandwich interviews
A format for a performance evaluation interv iew in which negative comments are sandwiched betweet positive comments at the beginning and end of the interview
114
Career pathing
The development of a sequential series of career activities that an individual might pursue during his or her career.
115
Case study
A posttest-only design where data are collected only after a training program has been completed.
116
Five principles of andragogy
1) learning is experience-based. 2) learning is problem-centered, 3) learning is enhanced by active particiipation, 4) learning is collaborative, 5) learning requires involvement.
117
BARS
Behaviorally anchored rating scales. A form of graphic rating scales where each point along the scale is accompanied by a specific behavioral description.
118
Six levels of learning
1) knowledge, 2) comprehension, 3) application, 4) analysis, 5) synthesis, and 6) evaluation.
119
Symbolic learning
A process of learning that uses symbols such as words, mental images, an other cognitive associations.
120
Three phases of the systems model of training
1) assessment phase, 2) training and development phase, and 3) evaluation phase.
121
TQM
Total Quality Management. A program that focuses on providing customers with error-free products through a process of continuous improvement.
122
Training
A process of learning characterized by the acquisition of specific information or skills. Training typically refers to the acquisition of specific skills or knowledge that reduce the variability of responding by trainees.
123
Job enlargement
Making a job larger by adding more of the same kinds of elements.
124
Inter-rater reliability
The degree of consistency between two evaluators who have evaluated the same employee or job applicant.
125
Organizational development
Human resource activities that focus on improving the organization as a whole. a process for improving organizational functioning through a series of structured interventions.
126
Transfer of training
The process of acquiring new knowledge of skills in a training environment and then transferring the same knowledge and skills to an actual job situation.
127
Retro active inhibition.
An explanation for forgetting it which new learning interferes with remembering old information.
128
Unobtrusive measures.
Data better collected in such a way that it did not influence how in employee behaves. Data that are obtained from files or archives for example.
129
Time Series design.
A research design which consists periodically measuring something and introducing an experimental change during the series of measurements.
130
Personnel analysis.
Part of the training -needs analysis that examines the abilities of individual employees to identify deficiencies in their performance.
131
Pro active inhibition
And explanation for forgetting it which only learning interferes with the acquisition of new learning.
132
Program instruction
Training technique that arranges the training material and saw sequential steps. The idea is our present it one at a time, getting the trainee an opportunity to respond to the material and to demonstrate mastery of it.
133
Recency effect.
A form of evaluation bias in which recent events are weighted more heavily in the mind of the evaluator been distant event.
134
Quasi-experimental design.
Studies that occur in a natural setting where researchers do not have complete control of the experimental study. They are not as other experimental designs.
135
Reinforcement theory.
A theory of motivation that your behavior is determined by the types of rewards or punishments associated with the behavior.
136
Reciprocal determinism
A basic philosophy of Social cognitive theory that suggests that the environment influences individual behavior but that individuals also influence their environment and change it.
137
Self-actualization
The tendency for people to become fullfilled and achieve all that they have the potential to achieve according to their genetic blueprint.
138
Experiential group exercises.
Activities that involve a group of individuals in making decisions and solving problems. The group members learn from participation in the group activity as well as from the group discussion about the activity.
139
Action research model.
A strategy of OD that typically involves the processes of problem identification, data gathering, feedback of the data to the client group, data discussion and diagnosis, action planning, action, and reevaluation. These processes are recycled as needed to increase organization effectiveness.
140
Zero-sum problem.
A form of evaluation bias whereby employee evaluations must fit a specified average or total. For someone to be rated high, someone else must be rated low.
141
Laboratory training.
Also known as sensitivity training or T-group training. This type of training consists of an unstructured group discussion in which the participants talk about their personal feelings and reactions toward each other.
142
Junior boards.
Training technique that consist of assigning new trainees to an executive board responsible for making a decision.
143
Job specialization.
Simplifying a job by reducing the number of elements or activities performed by a jobholder. It normally involves more repetitive activities with short work cycles.
144
Positively Exceller rating learning curve looks like what and means what?
Looks like a smile where learning starts slow and then quickly speeds up.
145
Operational analysis.
An examination of the behaviors that employee what to be able to perform a task properly. An operational analysis Is part of a training -needs analysis.
