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HRESD > Chapter 3: T&D > Flashcards

Chapter 3: T&D Flashcards

1
Q

Refers to the process of developing the
knowledge, skills, abilities, and attitudes
of employees within an organization to
enhance their performance and
contribute to the overall growth and
success of the organization.

A

Training and development

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2
Q

All about teaching immediately applicable knowledge, skills, and attitudes needed in a specific job.”

A

Training

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3
Q

Long-term process to broaden or deepen knowledge.

A

Development

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4
Q

The ADDIE Five-Step Training Process

A

❖ Analyze
❖ Design
❖ Develop
❖ Implement
❖ Evaluate

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5
Q

Identifies the training employees will
need to fill these future jobs.

A

Strategic training needs analysis

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6
Q

Detailed study of the job to determine what specific skills the job requires.

A

Task analysis

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7
Q

Form that consolidates information regarding
required tasks and skills.

A

Task analysis record form

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8
Q

Consolidates, usually in one diagram, a precise overview of the competencies someone would need to do the job well.

A

Competency model

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9
Q

Process of verifying that there is a performance deficiency and determining whether the employer should correct such
deficiencies through training or some
other means.

A

Performance analysis

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10
Q

Planning the overall training program including training objectives, delivery methods, and program evaluation.

A

Design

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11
Q

Specify in measurable terms what the trainee
should be able to do after successfully
completing the training program.

A

Instructional objectives

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12
Q

Development costs, the direct and indirect (overhead) costs of the trainers’ time, participant compensation, and the cost of evaluating the program.

A

Training budget

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13
Q

Assembling the program’s training content and materials.

A

Program development

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14
Q

Provide the training, using one or more of the instructional methods.

A

Implement

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15
Q

Training a person to learn a job while working on it.

A

On-the-Job Training

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16
Q

Types of OJT (3)

A

Coaching/understudy method
Job Rotation
Special Assignments

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17
Q

Process by which people become skilled workers, usually through a combination of formal learning and long-term on-the-job
training, often under the tutelage of a
master craftsperson.

A

Apprenticeship Training

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18
Q

Learning that happens naturally through daily
interactions with colleagues and by doing the job.

A

Informal Learning

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19
Q

Listing each job’s basic tasks, along with key points, in order to provide step-by-step training for employees.

A

Job Instruction Training

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20
Q

Presenting information to a large group of trainees quickly and efficiently.

A

Lectures

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21
Q

Systematic method for teaching job skills. It is a step-by-step, self-learning method.

A

Programmed Learning

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22
Q

Training that shows the correct way to perform a task, allows trainees to practice, and provides feedback to improve.

A

Behavior Modeling4

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23
Q

Steps in Behavior Modeling (4)

A

Modeling
Role-playing
Social reinforcement
Transfer of training

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24
Q

Using videos, PowerPoint, or other media to
teach employees job skills or problem-solving techniques

A

Audiovisual-Based Training

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25
Q

Training on actual or simulated equipment in a safe, controlled environment, separate from
the real work area.

A

Vestibule Training

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26
Q

Computerized tools and displays that automate training, documentation, and phone support.

A

Electronic Performance Support
Systems (EPSS)

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27
Q

Training programs delivered via broadband, the Internet, or satellite.

A

Videoconferencing

28
Q

Training methods that use interactive
computer-based systems to increase
knowledge or skills.

A

Computer-Based Training (CBT)

29
Q

Virtual reality or gaming environments
to simulate real-world tasks.

A

Simulate Learning and Gaming

30
Q

Continuous education opportunities provided to employees to develop new skills or improve basic literacy.

A

Lifelong and Literacy Training
Techniques

31
Q

Give the opportunity to learn the skills they need to do their jobs and to expand their
occupational horizons.

A

Lifelong Learning

32
Q

Provide the requisite education ( reading and
writing)

A

Literacy Training

33
Q

Defined as training in which teams are
used to increase individual procedural
knowledge and proficiency in doing a
job (taskwork), individual procedural
knowledge and proficiency in
functioning as part of a team
(teamwork), and overall team
performance.

A

Team training

34
Q

Management encouraged team
employees to learn each other’s
jobs, to encourage flexible team
assignments.

A

Technical training

35
Q

Listening, handling conflict, and negotiating.

A

Interpersonal skills

36
Q

In problem-solving, meetings
management, consensus decision making, and team leadership, and the teams
received such training as well.

A

Team Management

37
Q

Training employees to do different tasks or jobs than their own; doing so facilitates flexibility and job rotation, as when you expect team members to occasionally share jobs

A

CROSS TRAINING

38
Q

Section of an employer’s website that offers employees online access to training courses.

A

Learning portal

39
Q

Special software tools that support Internet
training by helping employers identify training needs and schedule, deliver, assess, and
manage the online training itself.

A

Learning management systems

40
Q

Teaching method that uses special collaboration software to enable multiple remote learners, using their PCs or laptops, to
participate in live audio and visual discussions, communicate via written text, and learn via content such as PowerPoint
slides.

A

THE VIRTUAL CLASSROOM

41
Q

Any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills.

A

Management development

42
Q

Involves developing workforce plans for
the company’s top positions; it is the
ongoing process of systematically
identifying, assessing, and developing
organizational leadership to enhance
performance.

A

SUCCESSION PLANNING

43
Q

Identify what the company’s future key
position needs will be.

A

Organization projection

44
Q

Summarizes potential candidates for each of your management slots, as well as each person’s development needs.

A

Management Replacement Charts

45
Q

Providing possible candidates with the
developmental experiences they require
to be viable candidates

A

Development

46
Q

Tool that helps companies assess
employees based on two factors:
performance and potential.

A

CANDIDATE ASSESSMENT AND THE
9-BOX GRID

47
Q

How well they do their job

A

Performance

48
Q

Their ability to grow and take on more responsibilities

A

Potential

49
Q

Provides movement of an employee
from one job to another job.

A

MANAGERIAL On-the-Job TRAINING
ROTATION

50
Q

Means moving managers from department to department to broaden their understanding of the business and to test their abilities.

A

Job rotation

51
Q

Here the trainee works directly with a
senior manager or with the person he or she is to replace; the latter is responsible for the trainee’s coaching.

A

Coaching/understudy approach

52
Q

Programs give managers released time to work analyzing and solving problems in
departments other than their own

A

Action learning

53
Q

Development method in which the manager is presented with a written description of
an organizational problem to diagnose
and solve.

A

Case study method

54
Q

Development technique in which teams of managers compete by making computerized
decisions regarding realistic but simulated situations.

A

Management game

55
Q

Refer to training sessions that take place outside of the workplace and are usually facilitated by external professionals or trainers.

A

Outside Seminars

56
Q

Many universities provide executive education and continuing education programs in leadership, supervision, and the like.

A

University-Related Programs

57
Q

A training technique in which trainees act out parts in a realistic management situation.

A

Role-playing

58
Q

A company-based method for exposing
prospective managers to realistic exercises to develop improved management skills.

A

In-house development center

59
Q

An outside consultant who questions the executive’s associates to identify the executive’s strengths and weaknesses, then counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses.

A

Executive coach

60
Q

Encourages HR professionals to qualify for certification by taking examinations.

A

SHRM Learning System

61
Q

Lewin’s Change Process (3)

A

Unfreezing
Moving
Refreezing

62
Q

Reducing the forces that are striving to
maintain the status quo, usually by presenting a provocative problem or event to get people to recognize the need for change
and to search for new solutions.

A

Unfreezing

63
Q

Developing new behaviors, values, and attitudes.

A

Moving

64
Q

Building in the reinforcement to make sure the organization doesn’t slide back into its former ways of doing things

A

Refreezing

65
Q

Change process through which employees formulate the change that’s required and implement it, often with the assistance of trained consultants.

A

Organizational Development

66
Q

4 basic categories of training outcomes or effects

A

Reaction
Learning
Behavior
Results

HRESD (7 decks)

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