Ch 4: Needs analysis Flashcards
Inputs of TNA
Org analysis
Operation Analysis
Person Analysis
Where to look for OPG’s
Organizational goals- reveals where training emphasis would be needed
Labour inventory
Accidents
Productivity levels
Organizational analysis
Looks at internal environment- strategy, resources and their allocation
Really seeing if something on the inside- how we function, processes systems beliefs are the problem
What should you get from an org. Analysis?
The mission and strategies- indicate priorities for training
The resources and allocation given the objectives (capital and human)
Any factors in internal environment that may cause a problem.- Org structure and design
Any impact that the above could have on developing, providing,a nd transferring KSA
Sources for Org analysis
Mission and goals- what are they, how much money is given to these initiatives
Reward systems- Top mgmt: what are they and how are they distributed and are they tied to org objectives
Job design(OD)- job organization- relevant supervisors
Job performance-(Is there formal way of feedback-like performance appraisal);Are there opportunities for help if required Relevant supervisors and incumbents
Methods and practices of org- does any inhibit performance?: ask relevant dept. manager
Operational analysis
Identify expected level of performance
Sources for operational analysis
Job description- putlines typical duties; not all inclusive; need to determine if it was done properly
Job specifications- more specific tasks; more specific than JD and have KSAs; need to be verified also
Performance standards- provides objectives related to the task require and that standard in terms of performance- but most org. do not have these
Ask questions about the job- Asking job holder and supervisor to provide accurate job data. Must be done correctly to be valuable
Analysing the job
Define what is the job-
Where to Collect data- same sources above
Who ta ask- incumbents, supervisor
Whos should select incumbents- analysts
How many= get a representative sample
How to select- adequately or better workers
What you should get from job analysis?
Identifying the expected behavior that needs to be performed on the job and performance gaps
Developing actual training programs
Making subsequent evaluations of the training.
And KSAs
Other approach to op. analysis
Competency modelling
What is a competency
Cluster of related KSAS that differentiates high performers from average performers
How to develop competency
Meet with upper management
Identify specific job
Meet with high performers of those jobs and their supervisors
Determine the competencies that overlap with upper-management
Link the info to job analysis
Personal Analaysis
Looking at actual performance
Sources for P analysis
Performance Appraisal- 360-degree performance review
Job knowledge tests (like procedural knowledge tests- how the person has meaningfully organized the info)
Skills- Bhevaioural tests
Attitude survey
What are the outputs of TNA?
Training needs
Non-training Needs- Pgs as a result of performance consequence incongruence; inadequate/inappropriate feedback; barriers to performance in the system.
