Finals HRD

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Finals HRD
2014-03-16 07:50:14

Just for my finals
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  1. How training benefits the organization (12)
    • 1. Improved profitability
    • 2. Improves job knowledge and skills at all levels
    • 3. Improves morale of the workforce
    • 4. Improves relationship between boss and subordinate
    • 5. Helps people identify with organizational goals
    • 6. Aids in carrying out organizational policies
    • 7. Aids in organizational development
    • 8. Aids in development for promotion from within
    • 9. Aids in increasing productivity/quality of work
    • 10. Creates appropriate climate for growth
    • 11. Helps employee adjust to change
    • 12. Aids in handling conflict
  2. Benefits of Training to the Individual Employee (5)
    • 1. Self-development and self-confidence
    • 2. Improving leadership, communication skills and attitudes
    • 3. Job satisfaction and recognition
    • 4. Sense of growth in learning
    • 5. Eliminate fear in new tasks
  3. Planned learning experiences that teach workers how to effectively perform their current jobs
  4. Planned learning experiences that prepare workers to effectively perform possible future jobs
  5. Steps in Instructional Process (5)
    • 1. Deciding what to teach
    • 2. Deciding how to maximize participant learning
    • 3. Choosing the appropriate training method
    • 4. Ensuring that training is used on the job
    • 5. Determining whether training program are effective
  6. A training need exists when: (3)
    • 1. Employees' job behavior is inappropriate
    • 2. Job knowledge/skill is less than that required by the job
    • 3. Problems can be corrected through training
  7. Learning Principles (5)
    • 1. Participation
    • 2. Repetition
    • 3. Relevance
    • 4. Transference
    • 5. Feedback
  8. Learning usually is quicker and more long-lasting when the learner can participate actively
  9. Repeated review of the materials to be learning
  10. Learning is helped when the material to be learned is meaningful
  11. This refers to how applicable the training is to actual job situation
  12. This gives learners information on their progress
  13. Off-the-Job Training (12)
    • 1. Presentation methods
    • 2. Instructor-Led Classroom Instruction
    • 3. Simulation
    • 4. Business games and case studies
    • 5. E-learning
    • 6. Learning portals
    • 7. Group-building methods
    • 8. Adventure Learning
    • 9. Team Training
    • 10. Cross-training
    • 11. Coordination training
    • 12. Team leader training
  14. These refers to methods in which trainees are passive recipients of information (classroom learning, distance learning and AV techniques)
    Presentation methods
  15. Typically involves having the trainer lecture a group
    Instructor-Led Classroom Instructions
  16. Training method that represents real-life situation, allowing trainees to see the outcomes of their decisions in an artificial environment
  17. Situation that trainees study and discuss and business games in which trainees must gather information, analyze it and make decisions are used primarily for management skill development
    Business games and case studies
  18. Instruction and delivery of training by computers through the internet or company intranet. Includes web-based training, distance learning, etc.
  19. websites or online learning centers that provide access to training courses, services and online learning communities from many sources.
    Learning portals
  20. Training techniques that help trainees share ideas and experiences, build group identity, understand the dynamics of interpersonal relationships and get to know their own strengths and weaknesses and those of coworkers.
    Group-building methods
  21. Training method that develops teamwork and leadership skills.
    Adventure learning
  22. This coordinates the performance of individuals who work together to achieve a common goal
    Team training
  23. Team members understand and practice each other's skills so that members are prepared to step in and take another member's place
  24. this trains the team on how to share information and decisions to maximize team performance
    Coordination training
  25. this refers to training the team manager or facilitator and may involve training the manager on how to resolve conflict within the team
    Team Leader Training
  26. On-the-Job Training (3)
    • 1. Job instruction training
    • 2. On-the-job training
    • 3. Apprenticeship
  27. This means training is received directly on the job
    Job instruction training
  28. This refers to new or inexperienced employees learning through observing peers or managers performing the job and trying to imitate them
    On-the-job training
  29. a work-study training method with both on-the-job and classroom training
  30. A way to evaluate the effectiveness of a training program based on cognitive, skill-based effective and results outcomes
    Training outcomes
  31. Reasons for Evaluating Training (6)
    • 1. To identify program's strengths and weaknesses
    • 2. To assess whether the program contributes to learning and use of training content on the job
    • 3. To identify which trainees benefited most or least from the program
    • 4. To determine the financial benefits and costs of the program
    • 5. To compare the costs and benefits of training to non training investments
    • 6. To compare the costs and benefits of different training programs to choose the best program
  32. Evaluation Designs (3)
    • 1. Pretest/Post test with Comparison Group
    • 2. Pretest/Post test
    • 3. Cost-benefit analysis
  33. This process of determining the economic benefits of a training program using accounting methods
    Cost-benefit analysis
  34. Process by which organizations evaluate performance
    Performance Appraisal
  35. Uses of Performance Appraisals (8)
    • 1. Performance improvement
    • 2. Compensation adjustments
    • 3. Placement decisions
    • 4. Training and development needs
    • 5. Career planning and development
    • 6. Staffing process deficiencies
    • 7. Job design errors
    • 8. External challenges
  36. Rater Biases (5)
    • 1. Halo Effect
    • 2. Error of Central Tendency
    • 3. Leniency and strictness biases
    • 4. Personal Prejudice
    • 5. Recency Effect
  37. This occurs when the rater's personal opinion of the employees sways rater's measurement of performance
    Halo Effect
  38. Performance is distorted to make each employee appear to be average
    Error of Central Tendency
  39. Results when raters tend to be easy in evaluating performance
    Leniency Bias
  40. Results from raters being too harsh in their evaluation of performance
    Strictness Bias
  41. Ratings are affected strongly by the employee's most recent actions
    Recency effect
  42. Past-Oriented Appraisal Methods (5)
    • 1. Rating Scales
    • 2. Checklist rating
    • 3. Forced Choice Method
    • 4. Critical Incident Method
    • 5. Behavioral Observation Scales
  43. This requires the rater to provide a subjective evaluation of an employee's performance along a scale from low to high
    Rating Scales
  44. This requires the rater to select statements or words that describe the employee's performance and characteristics
    Checklist Rating
  45. This requires the rater to choose the most descriptive statement in each of statements about the employee
    Forced Choice Method
  46. This requires the rater to record statements that describe extremely good or bad employee behavior related to performance
    Critical Incident Method
  47. These used specific named behaviors as benchmarks and require the rater to report the frequency of these behaviors
    Behavioral Observation Scales
  48. Comparative Evaluation Approaches (3)
    • 1. Ranking Method
    • 2. Forced Distribution
    • 3. Point Allocation Method
  49. This allows the rater to place each employee in order from best to worst
    Ranking Method
  50. Require raters to sort employees into different classifications
    Forced Distribution
  51. This requires the rater to allocate a fixed number of points among employees in the group
    Point Allocation Method
  52. Future-Oriented Appraisals (2)
    • 1. Self-appraisals
    • 2. Management by Objectives (MBO)
  53. This means getting employees to conduct appraisal if the goal of evaluation is to further self development
  54. The heart of management is that both employee and superior jointly establish the performance goals for the future
    Management by Objectives (MBO)
  55. Roles of Indirect Compensations (6)
    • 1. Reduce fatigue
    • 2. Discourage labor unrest
    • 3. Satisfy employee objectives
    • 4. Aid recruitment
    • 5. Reduce turnover
    • 6. Minimize overtime costs
  56. Insurance Benefits (3)
    • 1. Health Related Benefits
    • 2. Life Insurance
    • 3. Disability Insurance
  57. Health Related Insurances (5)
    • 1. Medical Insurance
    • 2. Health maintenance organizations
    • 3. Visual insurance
    • 4. Dental Insurance
    • 5. Mental health insurance
  58. Employer-provided insurance not typically extended to the worker's family members
    Life Insurance
  59. Employment Income Security (3)
    • 1. Severance pay benefit
    • 2. Golden parachutes
    • 3. Guaranteed annual wage
  60. This entitles the worker to a lump-sum payment at the time of separation from the company.
    Severance pay benefit
  61. These are agreements by the company to compensate executives with bonuses and benefits if they should be displaced by a merger or acquisition
    Golden Parachutes
  62. These plans ensure that the worker receives a minimum amount of work or pay
    Guaranteed annual wage
  63. This gives a worker the right to pension benefits even if he/she leaves the company
  64. Allows accumulated pension rights to be transferred to another employer
  65. Purpose is to encourage employee to plan for retirement
    Retirement counseling
  66. Time-Off Benefits (4)
    • 1. On-the-job breaks
    • 2. Sick days and well pay
    • 3. Holidays and vacations
    • 4. Leaves of absence
  67. a rest from the physical and mental effort of a job
    on-the-job breaks
  68. payments for unused sick leave
    well pay
  69. These are often granted for pregnancy, extended illness, etc
    Leaves of Absence
  70. Work Scheduling Benefits (3)
    • 1. Shorter Workweeks
    • 2. Flextime
    • 3. Job Sharing
  71. These compress forty hours of works into less that five full days
    Shorter workweeks
  72. Abolishes rigid starting and ending times for the workday
  73. Involves one or more employees doing the same job but working different hours, etc
    Job sharing