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Training
A planned effort to facilitate the learning of job-related knowledge, skills, and behaivor by employees
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High-Leverage Training
Training practice that links training to strategic business goals, has top management support, relies on an onstructional design model, and is benchmarked to programs in other organizations
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Continuous Learning
a learning system that requires employees to understand the entire work process and expects them to acquire new skills
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Business strategy
Mission, values, goals
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Strategic Training and Development Initiatives
- learning related actions that a company takes to achieve its business strategy
- -Diversify the learning portofolio, improve customer service, accelerate the pace of employee learning, and capture and share knowledge
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Training and Development Activities
use web-based training,make development planning mandatory, develop web sites fro knowledge sharing, increase amount of customer participation.
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Metrics that show value of training
learning, performance improvement, reduce customer complaints, reduce turnover, employee satisfaction
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training design process
a systematic approach for developing training programs
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training design process steps
- 1. needs assessment
- 2. ensuring employees' readiness for training
- 3. creating learing environ
- 4. ensuring tranfer of training
- 5. selecting training methods
- 6. evaluating training programs
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needs assesment
- the process used to determine if training is necessary.
- -organizational, personal, task analysis
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organizational analysis
- a process for determining the business appropriateness of training
- -support of managers and peers
- -company strategy
- -training resources
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person analysis
a process for determining 1) whether employees need training, 2) who and 3) if ready
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task analysis
the process of identifying the tasks, knowledge, skills, and behaivors that need to be emphasized in training.
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ensuring employees readiness for training
- 1. employees have personal characteristics necessary to learn program content and apply on job
- 2. work environment will facilitatelearing and not interfere
- -attitudes/motivation & basic skill: self efficacy; understand the benefits or consequences of training; awereness of training needs, career interests, and goals; work environ. characteristics; basic skills;
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cognitive ability
3 dimensions: verbal comprehension, quantitive ability, and reasoning ability
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transfer of training
- the use of knowledge, skills, and behhaivors learned in training on the job
- -climate of transfer, tech support, manager support, peer support, self-management skills, opportunity to use learned capability
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climate of transfer
trainees' perception of characteristics of the work environment
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selecting training methods
- 1. presentation methods: classroom, teleconferencing, webcasting, audiovisual, mobile tech
- 2. hands-on method
- 3. group method
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simulation
training method that represents a real-life situation, allowing trainees to see the outcomes of their decisions in an artificial environment
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repurposing
directly translating instrotor led taining online.
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evaluating training programs
- 1. identification of training outcomes and evaluation desiggn
- 2. determining return on investment: cost-benefit analysis
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cost-benefit analysis
economic benefits of training program using accounting methods
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expatriate
employee sent by company to manage operations in a diff country
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cross-cultural preparation
- 1. steps in cross-cultural prepartion
- 2. predeparture phase
- 3. on-site phase
- 4. repatriation phase
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repatriation
preparation of expatriates for return to the parent company and country from a foreign assignment
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cycle of disillusionment resulting from managing diversity through adherence to legislation
disillutionment, organizational status quo, problem identification, action, relaxation, frustration, = minorities and women leave
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organizational socialization
- tranforms new employees into effective company members
- - anticipatory, encounter, settling in
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