Unit 4 Flashcards
(33 cards)
Define training.
The process of teaching employees the basic skills/competencies that they need to perform their jobs.
What is the difference between training and development?
Training focuses on the skills and competencies needed to perform employees’ current jobs while development is training of a long-term nature that aims to prepare current employees for future jobs within the organization.
What are some benefits of training?
- Better job performance
- Fewer accidents and injuries
- Enhanced employer brand
- Greater employee engagement and satisfaction
- Greater employee retention
List and define the three main learning styles.
- Auditory Learning: Learning through auditory methods such as talking and listening.
- Visual Learning: Learning through visual methods such as through pictures and print.
- Kinesthetic Tactile Learning: Learning through a whole-body experience, such as learning through completing an activity.
What are the four guidelines used to help trainers maximize the effectiveness of the training process?
- At the start of training, provide the trainees with an overall picture of the material to be presented.
- Maximize the similarity between the training situation and the work situation, and provide adequate training process.
- Motivation affects training outcomes independently of any increase in cognitive ability; motivate, create a realistic practice.
- Research evidence shows that the trainee’s pre-training preparation is a crucial step in the training process; inform trainees about what to expect beforehand.
Define negligent training.
Negligent training is when an employer fails to provide sufficient training to employees. The actions of employees result in injuries or loss.
What are the five steps of the training process?
- Training Needs Analysis
- Instructional and Curriculum Design
- Validation of Training Design
- Training Implementation
- Evaluation of Training
What is training needs analysis? Define and describe the various techniques. (Step 1 of the training process)
Training needs analysis is the process of determining the training that needs to be completed so that employees can do their job well.
Organization Analysis: Establishes training context by examining:
- Goals of the organization
- Organizational training climate
- Barriers to training (eg. budget, time, space, expertise)
Person Analysis:
- Identifies who will receive the training
- Clarifies trainees’ existing level of knowledge
- Examines characteristics of trainees (eg. availability, learning styles)
Task Analysis: Identifying the broad competencies and specific skills required to perform job-related tasks
- Used for determining the training needs of employees who are new to their jobs
Performance Analysis: Verifying whether there is a significant performance deficiency and, if so, determining whether that deficiency should be rectified through training or some other means
What is a task analysis record and what information does it contain?
A task analysis record is used to supplement the current job description and specification.
It contains six types of information:
- A list of the job’s main tasks and subtasks
- An indication of the frequency of tasks and subtasks
- A measurable description of performance standards for each task and subtasks
- Conditions under which task is performed
- The competencies and specific skills or knowledge required for each task and subtask, specifying exactly what knowledge or skills must be taught
- The decision as to whether the task is best learned on or off the job, based on several conditions such as training objectives, methods, and resources
What is instructional and curriculum design? (Step 2 of the training process)
It is the process of designing the training program after employees’ training needs have been determined and training objectives have been set.
What are the different learning types?
Programmed Learning: A systematic method for teaching job skills that involves presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his or her answers
Informal Learning:
- Any learning that occurs in which the learning process is not determined or designed by the organization
What are the traditional learning techniques?
- Classroom training
- On the job training (OJT)
- Apprenticeship training
- Job instruction training (JIT)
- Adventure-based learning
What are the technology-enabled learning techniques?
- E-learning
- Audiovisual techniques
- Video conferencing
- Vestibule or simulated training
What is validation of training design? (Step 3 of of the training process)
Validation is when a pilot-test is conducted or administered
to a representative sample of trainees to ensure that the program will accomplish its objectives. Revisions will be made after the validation. Once the program is validated, it can be rolled out to the rest of the organization.
What is training implementation? (Step 4 of the training process)
Implementation is when the training is implemented within the organization.
What is training evaluation? (Step 5 of the training process)
Training evaluation assesses the return on investment in human capital made through training by determining whether the training has actually achieved the objectives.
Transfer training is the application of the skills acquired during the training program into the work environment and the maintenance of these skills over time.
Address two issues when evaluating a training progress:
- Whether controlled experimentation will be used
- Which training effect will be measured
What is Kirkpatrick’s training evaluation model?
The model has 4 ascending levels that assess the training:
- Reaction
- Learning
- Behaviour
- Results
Define performance management and its importance.
Performance Management is the process encompassing all activities related to improving employee performance, productivity, and effectiveness.
The major purposes of performance management:
- Aligns employee actions with strategic goals (strategic)
- Informs administrative decision-making (administrative)
- Helps employees to improve and grow (developmental)
Define performance appraisal.
Performance Appraisal: A formal, relatively infrequent process in which an employee’s performance is evaluated along a predetermined set of criteria that is quantified via a formal performance score
- Used for a variety of decisions such as training recommendations, merit based pay increases, promotion, or termination decisions
What are the steps of the performance management process?
- Defining performance expectations and goals
- Providing ongoing feedback and coaching
- Conducting performance appraisal and and evaluation discussions
- Determining performance awards/consequences
- Conducting development and career opportunities discussions
Describe what it means to define performance expectations and goals.
Performance expectations are split into task or contextual performance.
Task Performance: An individual’s direct contribution to his or her job-related processes
- May be partially based on previous performance evaluations
Contextual Performance: An individual’s indirect contribution to the organization in terms of improving the organizational, social, and psychological behaviours that contribute to organizational effectiveness, beyond those specified for the job
- Includes extra-role behaviours and contextual factors like “demonstrate a positive attitude”
Describe the process of providing ongoing coaching and feedback.
There is a need in performance management for an increased focus on coaching and provision of ongoing feedback, more recognition of individual development and performance while also recognizing team performance, and a decreased focus on ratings and rankings.
Coaching: A process for improving work performance, in a frequent-contact, hands-on process aimed at helping employees improve performance and capabilities
What are the different performance appraisal methods?
- Graphic Rating Scale: A scale that lists a number of traits and a range of performance for each
- Alternation Ranking Method: Ranking employees from best to worst on a particular trait
- Paired Comparison Method: Ranking employees by making a chart of all possible pairs of employees for each pair and indicating the better employee of the pair
- Forced Distribution Method: Predetermined percentages of rates are placed in various performance categories
- Critical Incident Method: Keeping a record of uncommonly good or undesirable examples of an employee’s work-related behaviour and reviewing the list with the employee at predetermined times
- Behaviourally Anchored Rating Scales (BARS): An appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific examples of good and poor performance
- Management by Objectives (MBO): Involves setting specific measurable goals with each employee and then periodically reviewing the progress made
Describe performance rewards/consequences.
Performance rewards are given through merit pay or extra payment.
The two most important aspects used to determine the appropriate reward/consequence are achievement of goals and how the employee meets the defined standards.
