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PSYIND1 > 08 Training Design and Evaluation > Flashcards

08 Training Design and Evaluation Flashcards

1
Q

Refers to the process of providing new employees with basic background info about the org, along with its culture and values

A

employee orientation

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2
Q

Employee orientation is also known as (blank)

A

onboarding

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3
Q

2 officers usually involved in employee orientation

A

HR officer and supervisor

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4
Q

2 main roles of the HR officer in onboarding

A
  1. explain basic rules and regulations

2. introduce the new employee to his/her supervisor

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5
Q

4 main roles of the supervisor in onboarding

A
  1. explain the organization of the department
  2. introduce the new employee to his/her colleagues
  3. familiarize the new employee with the workplace
  4. help reduce first-day jitters
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6
Q

2 main content of a typical onboarding program

A

company-level and department-level information

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7
Q

Refers to training designed to change employee attitudes about diversity or develop skills needed to work with a diverse workforce

A

diversity training

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8
Q

Refers to increasing awareness of cultural and ethnic differences, and with personal and physical characteristics

A

attitude change

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9
Q

Refers to teaching skills for constructively handling communication barriers, conflicts, and misunderstandings

A

behavior change

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10
Q

Refers to 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

A

training

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11
Q

What is the goal of employee training?

A

increase profit

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12
Q

True or False – Training has the most significant effect on performance

A

false, goal-setting has a more significant effect than training

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13
Q

Training is the (blank) of skills, rules, concepts, or attitudes that result in improve performance

A

systematic acquisition

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14
Q

A critical component in ensuring the success of a training program is the support of (blank)

A

upper management

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15
Q

5 steps for an effective organizational training program

A
  1. conduct training needs analysis
  2. set objectives
  3. design training
  4. deliver training
  5. evaluate training
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16
Q

Refers to a computer application that automates the administration, development, and delivery of training programs

A

learning management system

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17
Q

Refers to evaluating the org, individual employees, and employees’ task to determine what kind of training is needed

A

needs assessment

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18
Q

True or False – Conducting a needs assessment always requires the administration of training

A

false, training is only given as necessary

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19
Q

3 types of needs assessment

A
  1. organizational analysis
  2. task analysis
  3. performance analysis
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20
Q

[Needs Assessment]

Aims to determine organizational factors that either facilitate or inhibit training effectiveness

A

organizational analysis

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21
Q

[Needs Assessment]

3 main focus of organizational analysis

A
  1. goals the org wants to achieve
  2. the extent to which the training will help achieve those goals
  3. the org’s ability to conduct training
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22
Q

[Needs Assessment]

This is usually done for newly created positions and jobs

A

task analysis

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23
Q

[Needs Assessment]

3 main purposes of task analysis

A
  1. identify the tasks to be performed
  2. the conditions under which these tasks are performed
  3. competencies needed to perform the tasks under the identified conditions
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24
Q

[Needs Assessment]

4 common methods of conducting task analysis

A
  1. interviews
  2. surveys
  3. observations
  4. inventories
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25
Q

[Needs Assessment]

This is usually done for existing positions and jobs

A

performance analysis

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26
Q

[Needs Assessment]

2 main purposes of performance analysis

A
  1. verify performance deficiency

2. determine whether the deficiencies should be corrected through training or other means

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27
Q

[Needs Assessment]

5 common methods of conducting performance analysis

A
  1. performance appraisal
  2. surveys
  3. interviews
  4. skill and knowledge tests
  5. critical incidents
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28
Q

[Needs Assessment]

What do low scores in performance appraisal indicate?

A

additional training for identified dimensions may be needed

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29
Q

[Needs Assessment]

How do surveys help in performance analysis?

A

employees can share which knowledge or skills they think should be included in the training

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30
Q

[Needs Assessment]

This method of performance analysis yields more in-depth answers about training needs

A

interviews

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31
Q

This method of performance analysis will show dimensions with many examples of poor performance

A

critical incidents

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32
Q

4 steps in designing training programs

A
  1. set performance objectives
  2. create a detailed training outline
  3. choose a program delivery method
  4. verify the overall program design with upper management
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33
Q

Refers to the overall goal of the training program with a general and broad statement of intent

A

training aim

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34
Q

How are objectives different from training aim?

A

objectives are for a particular learning session

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35
Q

Vision is to (blank) while mission is to (blank)

A

vision is to training aim while mission is to objectives

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36
Q

Determining the learning objectives must account for (blank) and (blank) constraints

A

financial and time constraints

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37
Q

Learning objectives are stated in the POV of the (blank)

A

learner/trainee

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38
Q

3 main components of a learning objective

A
  1. performance
  2. condition
  3. standard
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39
Q

Performance describeses (blank) that participants will be able to do after the training

A

observable behaviors

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40
Q

Refers to the circumstances under which the participant will perform the activity

A

condition

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41
Q

Refers to the specific level or degree of proficiency necessary to perform the task or job

A

standard

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42
Q

True or False – Standard also describes the equipment, supplies, job aids, and any given information to direct action

A

false, these refer to condition

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43
Q

Standards may involve the following (4):

A
  1. speed
  2. accuracy
  3. productivity level
  4. degree of excellence
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44
Q

Refers to the expectation that employees apply knowledge and skills learned on the job

A

transfer of training

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45
Q

3 factors affecting trainees’ learning

A
  1. trainee characteristics
  2. training design
  3. work environment
46
Q

Trainee characteristics account for individual differences in (blank) and (blank)

A

abilities and motivation

47
Q

2 ways to keep participants motivated in training

A
  1. rewards for successful completion

2. make the training design interesting

48
Q

4 design factors affecting training

A
  1. feedback
  2. general principles
  3. identical elements
  4. overlearning
49
Q

Refers to giving trainees practice beyond what is necessary to reach automaticity

A

overlearning

50
Q

[Training Methods]

Refers to a presentation by a trainer to a group of trainees

51
Q

[Training Methods]

2 main advantages of lectures

A
  1. economical

2. saves time

52
Q

[Training Methods]

Main disadvantage of lectures

53
Q

[Training Methods]

Refers to trainees being presented with a written description of an org problem

A

case study

54
Q

[Training Methods]

Case studies are referred to as (blank) in an organizational context

A

living cases

55
Q

[Training Methods]

Main advantage of living cases

A

allows the diagnosis of realistic cases and presentation of proposed solutions

56
Q

[Training Methods]

Refers to the use of electronic learning aids that has stop-action, instant replay, and slow-motion capabilities

A

audio-visual instruction

57
Q

[Training Methods]

2 main advantages of audio-visual instruction

A
  1. easy to illustrate how to follow a certain sequence

2. trainers do not have to demonstrate the task repeatedly

58
Q

[Training Methods]

Refers to assuming specific roles in a realistic situation

A

role playing

59
Q

[Training Methods]

Role-playing is effective in training (blank) skills

A

people/interpersonal

60
Q

[Training Methods]

3 main advantages of role-playing

A
  1. develops perspectives
  2. trains people to be more sensitive to others’ feelings
  3. can trigger spirited discussion
61
Q

[Training Methods]

Refers to watching someone perform a task them having trainees model the task

A

behavior modeling

62
Q

[Training Methods]

Behavior modeling is inspired from (blank)

A

Bandura’s Bobo Doll experiment

63
Q

[Training Methods]

2 main advantages of behavior modeling

A
  1. high level of feedback

2. provides practice for new skills

64
Q

[Training Methods]

Refers to having a person learn a job by actually doing it

A

on-the-job training

65
Q

[Training Methods]

Main advantage of on-the-job training

A

high level of transfer

66
Q

[Training Methods]

2 forms of on-the-job training

A

apprenticeship and internship

67
Q

[Training Methods]

Refers to a work-study training method that teaches job skills through a combination of on-the-job and classroom training

A

apprenticeship

68
Q

[Training Methods]

Refers to on-the-job learning sponsored by an educational institution as a component of an academic program

A

internship

69
Q

[Training Methods]

Refers to real-life situations where trainees make decisions resulting in outcomes that mirror what would happen in the job

A

simulation

70
Q

[Training Methods]

Main advantage of simulations

A

provides a risk-free environment for trainees to commit mistakes

71
Q

[Training Methods]

Refers to learning on the actual or stimulated equipment to be used in the job but trained off the job

A

vestibule training

72
Q

[Training Methods]

Vestibule refers to (blank)

A

separate or adjacent room

73
Q

[Training Methods]

Vestibule training is used when?

A

when it’s too costly or dangerous to train employees on the job

74
Q

[Training Methods]

Refers to online courses done through the employee’s intranet or from online training vendors

A

internet-based training

75
Q

[Training Methods]

Refers to interactive computer-based systems that increase knowledge or skills

A

computer-based training or CBT

76
Q

[Training Methods]

Refers to delivering learning content on-demand via mobile devices

A

mobile learning

77
Q

[Training Methods]

Top 6 most used training methods

A
  1. lectures
  2. blended
  3. online or computer-based
  4. virtual classroom
  5. social network
  6. mobile
78
Q

[Training Methods]

Refers to a special work relationship between two employees where the more experienced one serves as a role model and offers guidance and advice

79
Q

[Training Methods]

Mentors can be found (blank)

A

within the company

80
Q

[Training Methods]

4 main advantages of mentoring

A
  1. helps employees develop their careers
  2. improves job performance and attitudes
  3. quicker promotion
  4. less turnover
81
Q

[Training Methods]

Refers to high-level executives being paired with a consultant to help improve performance

A

executive coaching

82
Q

[Training Methods]

Coaches are usually (blank)

A

consultants from a coaching firm

83
Q

[Training Methods]

Why is executive coaching employed?

A

the incumbent has performance deficiencies and the costs of finding a replacement are too high

84
Q

[Training Methods]

Main advantage of executive coaching

A

trainee and coach may work for an extended period, providing continuous feedback and advice

85
Q

[Training Methods]

Main disadvantage of executive training

86
Q

Refers to a piece of research conducted to determine whether the training program had its intended effects

A

evaluation

87
Q

5 steps in program evaluation

A
  1. set criteria
  2. select study design
  3. select assessment measures
  4. collect data
  5. analyze and interpret data
88
Q

Refers to standards of comparison that determines the effectiveness of a program

89
Q

2 levels of criteria

A

training-level and performance-level

90
Q

Concerned with the abilities learned and applied in the training environment rather than on the job

A

training-level criteria

91
Q

Concerned with performance on the job rather than in training

A

performance-level

92
Q

This criterion is a better measure of transfer of training

A

performance-level

93
Q

Refers to a structure of a study specifying how data are collected

94
Q

2 most popular research designs

A

pretest-posttest and control group designs

95
Q

Main advantage of a pretest-posttest design

A

practical and efficient

96
Q

Main disadvantage of pretest-posttest design

A

difficult to attribute changes to training itself

97
Q

4 levels of Kirkpatrick’s training evaluation

A
  1. reactions criteria
  2. learning criteria
  3. behavior application criteria
  4. results criteria
98
Q

[Kirkpatrick’s Training Evaluation]

Refers to how much trainees like the training or perceived benefits to be gained from it

A

reactions criteria

99
Q

[Kirkpatrick’s Training Evaluation]

Reactions criteria are given in a (blank) at the end of the training

A

questionnaire

100
Q

[Kirkpatrick’s Training Evaluation]

2 main criticisms against reactions criteria

A
  1. too subjective

2. may become a popularity contest

101
Q

[Kirkpatrick’s Training Evaluation]

2 limitations of reactions criteria

A
  1. does not measure learning or ability to apply learning

2. cannot measure changes in attitudes or beliefs

102
Q

[Kirkpatrick’s Training Evaluation]

7 components of reactions criteria

A
  1. content
  2. materials
  3. instructional method
  4. trainer
  5. environment
  6. logistics
  7. recommendations
103
Q

[Kirkpatrick’s Training Evaluation]

6 common formats of reactions criteria

A
  1. two-choice questions with room for explanation
  2. short answers
  3. complete the sentence
  4. ratings
  5. rankings
  6. checklists
104
Q

[Kirkpatrick’s Training Evaluation]

Refers to the extent to which participants change attitudes, improve knowledge, or increase skills as a result of training

A

learning criteria

105
Q

[Kirkpatrick’s Training Evaluation]

3 ways to determine learning criteria

A
  1. tests
  2. observations
  3. interviews
106
Q

[Kirkpatrick’s Training Evaluation]

Refers to the assessment of how training affects the way participants perform on the job

A

behavior application criteria

107
Q

[Kirkpatrick’s Training Evaluation]

Behavior application generally refers to (blank)

A

performance appraisal

108
Q

[Kirkpatrick’s Training Evaluation]

3 main challenges in behavior application criteria

A
  1. time-consuming
  2. costly
  3. requires good organization and follow-up skills and processes
109
Q

[Kirkpatrick’s Training Evaluation]

3 methods for assessing behavior application criteria

A
  1. observations
  2. interviews
  3. control group comparison
110
Q

[Kirkpatrick’s Training Evaluation]

Refers to determining the impact of the training on the org and whether the training had its intended effects

A

results criteria

111
Q

[Kirkpatrick’s Training Evaluation]

3 limitations of results criteria

A
  1. time-consuming
  2. costly
  3. difficult to control extraneous variables

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