Io Flashcards
is the “systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance
Training
- the first step in developing an employee training system, The process of determining the training needs in an organization
Needs analysis
a training technique in which employees, usually in a group, are presented with a real/living or hypothetical workplace problem and are asked to propose the best solution
Case studies -
- exercise designed to place an applicant in a situation that is similar to the one that will be encountered on the job
Simulation exercises
- a training technique in which employees act out simulated roles
role-play
- training technique in which employees observe correct behavior, practice that behavior, and then receive feedback about their performance.
behavior modeling
- learning through direct experience by performing actions and observing the outcomes they experience
enactive learning
- learning by observing others’ actions
and the consequences
vicarious learning
- usually found in the craft and building trades, in which employees combine formal coursework with formal on the job training.
apprentice training
assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized that an employee’s performance is based on individual factors such as personality, skills, knowledge, experience and abilities. He stated that effort, performance and motivation are linked in a person’s motivation.
Vroom’s expectancy theory
highlights three motivators: Achievement (desire to excel), Affiliation (desire for relationships), and Power (desire to influence). Understanding these needs helps align tasks, develop leaders, and encourage teamwork.
David McClelland’s Need theory
Proposed by John Stacey Adams, it suggests that employees stay motivated when they perceive fairness between their input (effort) and output (rewards) compared to others. Perceived inequities can lead to dissatisfaction, affecting morale and productivity.
Equity theory -
managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks.
Theory X
by Douglas McGregor assumes that employees are self-motivated, enjoy work, and seek responsibility. It suggests that with the right environment, employees can be creative and productive.
Theory Y
by William Ouchi emphasizes a management style that blends American and Japanese practices, focusing on employee loyalty, long-term employment, participative decision-making, and a strong organizational culture to improve performance and satisfaction.
Theory Z
emphasizes that specific, challenging, and well-defined goals increase employee motivation and performance, especially when paired with feedback and commitment.
Locke’s Goal-Setting Theory
identifies two factors affecting motivation:
Hygiene Factors: External factors (salary, work conditions) that prevent dissatisfaction but don’t increase motivation.
Motivators: Internal factors (achievement, recognition) that enhance satisfaction and drive performance.
Herzberg’s Two-Factor Theory
Performance improves due to others’ high expectations.
Example: A teacher expects a student to excel, and the student performs better.
Pygmalion Effect/Rosenthal:
Performance improves due to self-confidence and high self-expectations.
Example: An employee believes they can succeed, which boosts their performance.
Galatea Effect:
When negative expectations of an individual
cause a decrease in that individual’s performance.
Golem effect
A belief or expectation (from oneself or others) that influences actions, causing the belief to come true.
Example: If a person believes they will fail, they may not prepare well, leading to failure.
Self-Fulfilling Prophecy
- the extent to which behavior learned in training will be performed on the job
Transfer of training
is the foundation of almost all human resources activities (Aamodt, 2010).
is the process of collecting information about a job in terms of its task, duties, responsibilities and knowledge, skills and abilities needed to perform a job.
Job Analysis
– it is an organized and factual statement that functions of a job.
Job title
Different duties and responsibilities
Job’s relation to other jobs within the company
Different equipment and tools
Possible working conditions and locations
Performance standards
Supervision given or received
Job Description–
