Noe Ch. 7, 8 / Training and Development

Question 1

training

Answer 1

An organization’s planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job

training program ranges from formal classes to one-on-one mentoring

Question 2

instructional design

Answer 2

A process of systematically developing training to meet specified needs

• in order to achieve effective training program goals, HR professional approach training through this

Question 3

steps of instructural design process

Answer 3

1. assess needs for training (what org requires that its people learn)
2. org ensures that employees are ready for training in terms of their attitudes, motivation, basic skills, and work environment
3. plan the training program (objectives, trainers, methods)
4. implement training program (principles of learning, transfer of training)
5. evaluate results of training and provide feedback

Question 4

learning management systems (LMS)

Answer 4

An online application that automates the administration, development, and delivery of training programs, makes training programs more widely available and reduces travel and costs

• used to carry out instructional design process effectively

Question 5

needs assessment

Answer 5

• instructional design begins with this

The process of evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary

answers 3 broad areas:
1. organization - what is the context in which the training will occur
2. person - who needs training
3. task - what subjects should the training cover

Question 6

organization analysis

Answer 6

• needs assessment usually begins with this

A process for determining the appropriateness of training by evaluating the characteristics of the organization

Question 7

person analysis

Answer 7

• following organizational assessment

A process for determining individuals’ needs and readiness for training

• should also determine whether employees are ready to undergo training

Question 8

task analysis

Answer 8

• third area of needs assessment

The process of identifying the tasks, knowledge, skills, and behaviors that training should emphasize

Question 9

readiness for training

Answer 9

A combination of employee characteristics and positive work environment that permit training, exists when employees are able and eager to learn and when their organizations encourage learning

Question 10

cognitive ability

Answer 10

being able to use written and spoken language, solve math problems, use logic

• selection process identifies candidates based off ability to use cognitive ability

Question 11

readiness for training depends on…

Answer 11

situational constraints: limits on training’s effectiveness that arise from the situation or the conditions within the org (lack of money, training, time)

social support: the way the org’s people encourage training, giving praise and sharing information, peers, feedback

Question 12

effective training objectives

Answer 12

• a program with this will be more focused, employees learn best, etc.

characteristics:
- statement of what employees are expected to do, quality or level or performance that is acceptable, conditions under which the employee is to apply what they learned
- performance standards that are measurable
- identify the resources needed to carry out the desired performance or outcome

related issue: who will participate - just employees? (no illegal discrimination)

Question 13

request for proposal (RFP)

Answer 13

a document outlining the type of service needed, the type, and number of references needed, number of employees to be trained, date which it is completed, indicates funding for the project and process by which the org will determine its level of satisfaction, time consuming but worth it

• used to select a training service, orgs mail several vendors this

Question 14

training administration

Answer 14

orgs can send employees to outside training programs, someone in the org may be responsible for coordinating the overall training program

Question 15

choices of training methods

Answer 15

presentation methods: trainees receive info provided by others FROM lectures, workbooks, videos TO convey facts or compare alternatives

hands-on methods: trainees are actively involved in trying out skills FROM on-the job training, situations, RPing, TO teach specific skills related to job or interpersonal issues

group-building methods: trainees share ideas and experiences, build group identities, learn about interpersonal relationships and the group FROM group discussions, team training TO establish teams or work groups, manage performance of teams or work groups

Question 16

distance learning

Answer 16

trainees at different locations attend programs online, interaction may be limited, so there is a communications link between trainees and trainer

Question 17

computer-based training

Answer 17

less expensive, low cost to deliver information

• e-learning: Receiving training via the Internet or the organization’s intranet
• electronic performance support systems (EPSSs): Computer application that provides access to skills training, information, and expert advice as needed

Question 18

on-the-job training (OJT)

Answer 18

Training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace.

• apprenticeship: A work-study training method that teaches job skills through a combination of on-the-job training and classroom training (1-6 years)

apprenticeship: internship:
bricklayer accountant
carpenter doctor
electrician journalist
plumber lawyer
nursing assistant nurse
welder

they can earn an income while learning a trade, involves hands-on learning and extensive practices

• internship: On-the-job learning sponsored by an educational institution as a component of an academic program

Question 19

simulations

Answer 19

A training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job

Question 20

virtual reality

Answer 20

A computer-based technology that provides an interactive, three-dimensional learning experience

Question 21

one of the most effective ways to teach interpersonal skills

Answer 21

behavior modeling

Question 22

experiential programs

Answer 22

Training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations (CLEAR Engagement)

• one form of experiential program: adventure leaning: A teamwork and leadership training program based on the use of challenging, structured outdoor activities

Question 23

team training

Answer 23

coordinates the performance of individuals who work together to achieve a common goal, a possible alternative to experiential programs

• cross-training: Team training in which team members understand and practice each other’s skills so that they are prepared to step in and take another member’s place
• coordination training: Team training that teaches the team how to share information and make decisions to obtain the best team performance
• team leader training: Training in the skills necessary for effectively leading the organization’s teams

Question 24

another form of group building: action learning

Answer 24

Training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out

• effectiveness has not been formally evaluated

Question 25

readability

Answer 25

The difficulty level of written materials

Question 26

transfer of training

Answer 26

On-the-job use of knowledge, skills, and behaviors learned in training (may come from electronic performance support systems (EPSS))

Question 27

return on investment

Answer 27

monetary benefits of the investment when it rolled out a program to train its strategic account advisers

Question 28

orientation

Answer 28

Training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships

Question 29

onboarding

Answer 29

Ongoing process that aims to prepare new employees for full participation in the organization, a conscious attempt to get new employees to connect and identify with their employer by encouraging them to gather more info about the company, history/culture, and products/services

Question 30

goals for a four stage onboarding process

Answer 30

compliance clarification culture connection

Question 31

diversity

Answer 31

The characteristics of individuals that make them unique

Question 32

inclusion

Answer 32

Creating a work environment in which individuals are treated fairly and with mutual respect and have equal access to opportunities and resources so that they can contribute fully to the organization’s success

Question 33

diversity training

Answer 33

Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce

Question 34

employee development

Answer 34

The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers

Question 35

protean career

Answer 35

A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment requires continuous learning with a willingness to embrace change

Question 36

many approaches to employee development fall into four broad categories...

Answer 36

formal education assessment - Collecting information and providing feedback to employees about their behavior, communication style, or skills job experiences - The combination of relationships, problems, demands, tasks, and other features of an employee’s job (usefulness depends on whether the employees view the experience as + or - sources of stress) interpersonal relationship - mentoring and coaching

Question 37

MBTI

Answer 37

Psychological inventory that identifies individuals’ preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development

Question 38

DiSC

Answer 38

Brand of assessment tool that identifies individuals’ behavioral patterns in terms of dominance, influence, steadiness, and conscientiousness Dominance, influence, steadiness, conscientiousness

Question 39

assessment center

Answer 39

A wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential types of exercises: - leaderless group discussion: an assessment center exercise in which a team of five to seven employees is assigned a problem and must work together to solve it within a certain time period.

Question 40

performance appraisal and 360 feedback

Answer 40

process for measuring employee performance, a major component of performance management performance measurement by the employee's supervisor, peers, employees, and customers (multiple perspectives)

Question 41

job enlargement

Answer 41

involves adding challenges or new responsibilities to employees' current jobs ex. completing a special project, switching roles within a work team, or researching new ways to serve customers

Question 42

job rotation

Answer 42

moving employees through a series of job assignments in one or more functional areas more likely to succeed when: - clear policies/objectives established - employees and managers understand and agree on expectations - goals for the program support business goals - rotation schedule is realistic - top management is committed to program's success - someone is responsible for measuring whether the program is meeting its goals

Question 43

transfer

Answer 43

Assignment of an employee to a position in a different area of the company, usually in a lateral move

Question 44

downward move

Answer 44

Assignment of an employee to a position with less responsibility and authority (engineers)

Question 45

promotion

Answer 45

Assignment of an employee to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accompanied by a pay increase

Question 46

externship

Answer 46

Employee development through a full-time temporary position at another organization

Question 47

sabbatical

Answer 47

A leave of absence from an organization to renew or develop skills

Question 48

mentor

Answer 48

An experienced, productive senior employee who helps develop a less experienced employee (a protégé)

Question 49

coach

Answer 49

A peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback 1. working one-on-one with an employee as when giving feedback 2. helping employees learn for themselves 3. providing resources such as mentors, courses, job experiences

Question 50

Steps in career management process

Answer 50

Data gathering --> feedback --> goal setting --> action planning & follow up

Question 51

self-assessment

Answer 51

The use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies sample self assessment exercise 1. where am i? 2. who am i? 3. where would i like to be and what would i like to happen? 4. ideal year in the future 5. an ideal job 6. career by objective inventory

Question 52

feedback

Answer 52

Information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans

Question 53

goal setting goals involve one or more of the following categories

Answer 53

- desired positions - level of skill to apply - work setting - skill acquisition

Question 54

glass ceiling

Answer 54

Circumstances resembling an invisible barrier that keep most women and underrepresented groups from attaining the top jobs in organizations

Question 55

succession planning

Answer 55

The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant (focuses on high-potential employees: believes can succeed in higher-level business positions such as general manager of a business unit or CEO)

Question 56

an effective program for developing high-potential employees has 3 stages

Answer 56

1. selection of high-potential employees 2. developmental experiences 3. active involvement with the CEO