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PHR/SPHR > Unit 3: Learning and Development > Flashcards

Unit 3: Learning and Development Flashcards

1
Q

Action Research Model

A

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.

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2
Q

Modeling

A

A process for learning new behaviors in which the trainee imitates the behavior of a model.

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3
Q

MOOC

A

Internet-based course containing lectures and other course materials.

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4
Q

Motivated Forgetting

A

An explanation for forgetting information in which the individuals want to gorget it either because it threatens their self-esteem or because it is no longer useful.

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5
Q

Motor Responses

A

Physical actions or skills that an individual acquires through practice.

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6
Q

Negative Transfer of Training

A

When the training activities inhibit performance in the new situation.

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7
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.

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8
Q

Nine-Box Grid

A

A 3x3 grid used to compare employees on three levels of job performance and three levels of promotion potential.

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9
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.

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10
Q

Obsolescence

A

A reduction in ability tor effectiveness caused by lack of knowledge or skill due either to forgetfulness or the creation of new knowledge and technology.

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11
Q

Onboarding

A

A systematic approach to fully integrating a new employee into an organization and its culture.

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12
Q

Onboarding Portal

A

An online system that organizes all activities related to successfully integrating a new employee into an organization

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13
Q

Operant Conditioning

A

A theory of learning that involves the development of stimulus-response associations acquired through selective reinforcement of the correct response.

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14
Q

Operational Analysis

A

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.

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15
Q

Organizational Analysis

A

An examination of the kinds of problems an organization is experiencing and where they are located in the organization. It is part of a training-needs analysis, which examines organizational effectiveness indices, personnel succession, and the organizational climate.

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16
Q

Organizational Development

A

Human resource activities that focus on improving the organization as a whole. A process for improving organizational functioning through a series of structured interventions.

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17
Q

Paired Comparisons

A

An evaluation procedure that ranks employees by comparing each employee with every other employee.

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18
Q

Passive Decay

A

An explanation for forgetting in which information that is not used is gradually forgotten and lost from memory.

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19
Q

Peer Appraisal

A

An evaluation of an employee’s performance by a coworker.

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20
Q

Perfromance Management

A

The process of improving job performance through performance planning, performance evaluation, mentoring, and continuous feedback.

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21
Q

Personnel Analysis

A

Part of the training-needs analysis that examines the abilities of individual employees to identify deficiencies in their performances.

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22
Q

Plateau

A

A horizontal part of a learning curve where no apparent performance improvements appear to be occurring.

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23
Q

Positive Transfer of Training

A

When the training activities enhance performance in the new situation.

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24
Q

Positively Accelerating Learning Curve

A

A learning situation characterized by slow improvements in performance in the early stages followed by significant improvement in later trials.

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25
Q

Primacy Effect

A

A form of evaluation bias in which an evaluator is unduly influenced by the individual’s earliest performance.

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26
Q

Proactive Inhibition

A

An explanation for forgetting in which old learning interferes with the acquisition of new information.

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27
Q

Programmed Instruction

A

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.

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28
Q

Quasi-Experimental Design

A

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.

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29
Q

Realistic Job Preview

A

A recruiting strategy that involves telling applicants of the favorable and unfavorable aspects of the job so they have a more realistic understanding of it and can make an informed decision.

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30
Q

Recency Effect

A

A form of evaluation bias in which recent events are weighted more heavily in the mind of the evaluator that distant events.

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31
Q

Reciprocal Determinism

A

A basic philosophy social cognitive theory that suggests that the environment influences individual behavior but that individuals also influence their environment and change it.

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32
Q

Reinforcement Theory

A

A theory of motivation that says behavior is determined by the types of rewards or punishments associated with the behavior.

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33
Q

Retention Rate

A

The proportion of employees who remain employed during the entire period of time being analyzed.

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34
Q

Retroactive Inhibition

A

An explanation for forgetting in which new learning interferes with remembering old information.

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35
Q

Role Playing

A

A training technique in which participants are assigned to act out the roles of other people.

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36
Q

Role Reversal

A

A form of role playing in which two or more participants exchange roles and act out a situation.

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37
Q

Rote Learning

A

A kind of learning that involves memorization and the association of words, symbols, objects, or events.

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38
Q

S-Shaped Learning Curve

A

A learning situation characterized by slow learning at the beginning and end, with rapid learning occurring in the middle.

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39
Q

Sandwich Interviews

A

A format for a performance evaluation interview in which negative comments are sandwiched between positive comments at the beginning and end of the interview.

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40
Q

Self-Efficacy

A

A belief in one’s own capability to perform a specific task.

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41
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.

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42
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.

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43
Q

Shaping

A

A process of changing behavior that uses reinforcement to selectively reward successively closer approximations of the specific response that is desired.

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44
Q

Simulation

A

A training technique in which the trainee learns to respond in a training environment that is a reproduction of real-life conditions.

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45
Q

Six Levels of Learning

A

1) Knowledge, 2) Comprehension, 3) Application, 4) Analysis, 5) Synthesis, and 6) Evaluation.

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46
Q

Social Cognitive Theory

A

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.

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47
Q

Solomon Four-Group Design

A

Research design in which participants are randomly assigned to four groups. Two groups are pretested and two groups participate in training.

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48
Q

Stay Survey

A

A survey that helps organizations understand why employees choose to stay and what might cause them to leave.

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49
Q

Symbolic Learning

A

A process of learning that uses symbols such as words, mental images, and other cognitive associations.

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50
Q

Three Phases of The Systems Model

A

1) Assessment Phase, 2) Training and Development Phase, and 3) Evaluation Phase.

51
Q

Time-Series Design

A

A research design that consists of periodically measuring something and introducing an experimental change during the series of measurements.

52
Q

TQM

A

Total Quality Management. A program that focusses on providing customers with error-free products through a process of continuous improvement.

53
Q

Training

A

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.

54
Q

Training and Development Phase

A

The phase of the systems 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.

55
Q

Transfer of Training

A

The process of transferring new knowledge or skills from a training environment to an actual job situation.

56
Q

Unobtrusive Measures

A

Data collected in a way that does not influence how an employee behaves, such as data from files or archives.

57
Q

Value Internalization

A

The process by which personal attitudes and beliefs are internalized into basic personal values.

58
Q

Vestibule Training

A

A training technique in which trainees are placed in a special training room that is replication of the actual job situation.

59
Q

Vicarious Learning

A

The process of learning by observing the actions and behaviors of a model (also called imitative learning).

60
Q

Voluntary Turnover

A

When employees have the choice to continue working for the organization and they intentionally decide to quit.

61
Q

Zero-Sum Problem

A

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.

62
Q

Adult Learning Theory

A

A theory concerning the adult learning process, which advocates an experience-based, problem-centered, participative, and collaborative training method. Also called andragogy.

63
Q

ALN

A

Asynchoronous 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.

64
Q

Alternate Ranking

A

An evaluation procedure in which employees 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.

65
Q

Andragogy

A

The adult learning process, which tends to be more experience-based, more problem-centered, more participative, and more collaborative than traditional grade school.

66
Q

Apprenticeship

A

A training technique in which the trainee, or apprentice, works with a skilled employee who teaches the apprentice how to perform the job.

67
Q

Assessment Centers

A

A series of problem-solving and decision-making activities in which groups of employees interact. Assessment centers are typically used to asses the management potential of employees; however, they also can be used for training purposes.

68
Q

Assessment Phase

A

The phase of the systems 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.

69
Q

BARS

A

Behaviorally anchored rating scales. A form of graphic rating scales where each point along the scale is accompanied by a specific behavioral description.

70
Q

Behavioral Objectives

A

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.

71
Q

BOS

A

Behavioral observation scales. A performance evaluation method that consists of reporting how frequently certain behaviors are observed.

72
Q

Career Pathing

A

The development of a sequential series of career activities that an individual might pursue during his or her career.

73
Q

Case Study

A

A posttest-only design where data are collected only after a training program has been completed.

74
Q

Central-Tendency Effect

A

A form of performance evaluation bias: The tendency for an evaluator to give average ratings to all employees.

75
Q

Chaining

A

The process of combining several responses together the form a series of activities that are performed sequentially.

76
Q

Classical Conditioning

A

A form of learning involving responses of the autonomic nervous system where a conditioned stimulus (CS) is paired with an unconditioned stimulus (UCS) to produce a conditioned response.

77
Q

Classification Procedure

A

An evaluation procedure in which employees are simply placed in different categories describing their overall performance.

78
Q

Competency

A

The knowledge, skills, abilities, and behaviors that are essential for successful performance.

79
Q

Computer-Assisted Instruction

A

A form of programmed instruction in which the trainee interacts with a computer to learn new information and answers questions asked by the computer.

80
Q

Control Group

A

The group that provides a standard for comparison in the evaluation of a training program because it does not receive the training.

81
Q

Cooperative Education

A

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.

82
Q

Cost Per Trainee

A

Total Cost of Training / Number of Trainees

83
Q

Critical Incidents

A

Essay descriptions of especially good or bad responses by employees. to their jobs. These descriptions are useful in identifying the important dimensions of successful performance.

84
Q

Cross-Training

A

Teaching team members how to perform the tasks of other team members or having trainees perform a series of job assignments in various parts of the organization for a specific period of time.

85
Q

Difference Between Training & Education

A

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.

86
Q

Diversity Training

A

Training programs that focus on creating more tolerant attitudes toward people regardless of race, color, or gender.

87
Q

Double-Loop Learning

A

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.

88
Q

Education

A

The process of acquiring general knowledge and information that usually results in a broadening of the responses students are likely to make.

89
Q

Employee Retention

A

An organization’s ability to retain its employees.

90
Q

Evaluation Phase

A

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.

90
Q

Evaluation Phase

A

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.

91
Q

Experiential Group Exercises

A

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.

92
Q

Experimental Group

A

The group in a study of experiment that receives the training.

93
Q

Five Principles of Andragogy

A

1) learning is experience-based, 2) learning is problem-centered, 3) learning is enhanced by active participation, 4) learning is collaborative, 5) learning requires involvement.

94
Q

Forced-Choice Technique

A

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.

95
Q

Forced Distribution

A

An evaluation procedure that requires the evaluator to classify employees according to a predetermined percentage. in each category.

96
Q

Four Criteria For Evaluating Training

A

1) reactions, 2) learning, 3) behavior, and 4) results

97
Q

Graphic Rating Scales

A

An evaluation procedure consisting of specified dimensions of performance and a rating scale for each dimension to evaluate the employee’s behavior.

98
Q

Halo Effect

A

A form of evaluation bias in which one attribute influences the evaluation of other traits. Sometimes a distinction 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.

99
Q

Hierarchy of Habits

A

An explanation for learning plateaus that suggests that different habits must be acquired. Improvements in performance are not observed until new habits are learned.

100
Q

Hawthorn Effect

A

The process that occurs when people know their behavior is being observed and behave differently as a result of being evaluated.

101
Q

Learning Organization

A

An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.

102
Q

Leniency-Strictness Effect

A

A form of evaluation bias whereby evaluators tend to rate everyone especially high or low.

103
Q

Level of Learning: Analysis

A

The level at which a learner understands why a phenomena exists.

104
Q

Level of Learning: Application

A

The level at which a learner is able to apply the information to practical problems.

105
Q

Level of Learning: Comprehension

A

The level at which a learner is able to grasp the significance of the facts and perceive their importance.

106
Q

Level of Learning: Evaluation

A

The level at which a learner is capable of making judgements of value and worth.

107
Q

Level of Learning: Knowledge

A

The level at which a learner can recall specific facts.

108
Q

Level of Learning: Sythesis

A

The level at which a learner is capable of drawing from related sources of information to gain a broad understanding and reach conclusions.

109
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.

110
Q

Maturation

A

Internal changes within the trainees between the pretest and posttest evaluation that may provide alternative explanations for any effects that are observed. This is one of the confounding influence that challenge the internal validity of a training evaluation.

111
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.

112
Q

Method of Successive Approximations

A

A process of shaping behavior by selectively reinforcing closer and closer approximations of the correct behavior.

113
Q

Learning Curves

A

Graphs illustrating the number of correct responses or the percentage of correct responses during successive learning trials.

114
Q

Impact Objective

A

Describe how the application of the new skills by the trainees will impact the organization.

115
Q

Individual Analysis

A

Part of the training-needs analysis that examines the abilities of individual employees to identify deficiencies in their performances.

116
Q

Induction

A

The process of teaching and explaining what is right and why it is right.

117
Q

Internship

A

A learning experience in which students are able to work for a period of time and apply the information they have learned.

118
Q

Inter-Rater Reliability

A

The degree of consistency between two evaluators who have evaluated the same employee or job applicant.

119
Q

Involuntary Turnover

A

When employees are terminated for reasons beyond their control.

120
Q

Job-Instruction Training

A

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.

121
Q

Job Rotation

A

A training technique that involves transferring trainees to different jobs to broaden their focus and to increase their knowledge.

122
Q

History

A

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.

123
Q

Imitative Learning

A

The process of learning new behaviors by observing others and by modeling their behavior (also called vicarious learning).

PHR/SPHR (5 decks)

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