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HUMAN RESOURCE MANAGEMENT (HRM) > Chapter 3: Training and Development (T&D) > Flashcards

Chapter 3: Training and Development (T&D) Flashcards

1
Q

3 M’s of Training and Development (T&D)

A

Maintenance
Motivation
Measurement

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2
Q

A process or method of providing programs that may modify, change, increase or improve the level of performance of employees

A

Training

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3
Q

Methods of allowing employees to grow by giving them opportunities take on greater or bigger responsibilities in preparation for more challenging tasks in the future.

A

Development

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4
Q

The official and on going activities within an organization designed to enhance the fulfillment and performance of employees.

A

Training and Development

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5
Q

Uses an effective instructional design process to ensure that training is linked to the fulfillment of company goals

A

High-leverage training

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6
Q

Provides employees with the chance to study the whole system that includes the inter-relationships among jobs, their work units and the company

A

Continuous Learning

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7
Q

Training Cycle by Buckley and Caple

A

Identifying Training Needs
Preparation
Training Delivery
Applying Learning
Evaluation

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8
Q

Identification of ITN

A

a. Reactive (Present) Approach

b. Proactive (Future) Approach

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9
Q

Reactive (Present) Approach:

A
  1. Define the problem and focus on past performance by studying quality standards, productivity levels, customer complaints and accident rates.
  2. Identify who is responsible for solving the problem.
  3. Define the method to be used in solving the problem.
  4. Analyze the problem.
  5. Identify probable solution to the problem.
  6. Prepare a report as a form of feedback.
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10
Q

To determine if future performance is linked to the organization’s objectives

A

Proactive (Future) Approach

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11
Q

Proactive (Future) Approach

The focus should be placed on the following:

A

Corporate Strategy

Manpower and Succession Planning

New Technology, Products, or Services

New Laws

Ongoing Personnel Procedures

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12
Q

“_____ is a learning experience that seeks a relatively permanent change in an individual that will improve his ability to perform on the job.” (De Cenzo and S Robbins.)

A

Training

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13
Q

“_____ is the act of increasing the knowledge and skill of an employee for doing a particular job.” (Edwin Flippo)

A

Training

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14
Q

A process or method of providing programs that may modify, change increase or improve the level of performance of employees.

A

Training

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15
Q

According to Noe (2010), it is a planned effort by a company to enhance and facilitate the learning of job-related competencies.

A

Training

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16
Q

Preparation

A

Planning and Design

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17
Q

Training proper

A

Delivery/Facilitation

18
Q

Applying learning

A

Assessment

19
Q

3 M’s:

The company invests in its employees through training and development to enhance loyalty to the company, while the firm tries to maintain or enhance the employees’ good performance.

A

Maintenance

20
Q

Training Process

A

Needs Assessment

Setting Objectives

Designing

Implementation

Evaluation

21
Q

Needs Assessment: (Training Process)

Types of Training Needs Analysis

A
  1. Organizational Analysis
  2. Task Analysis
  3. Individual Analysis
22
Q

Methods of Gathering Needs Data:

A

Survey/Questionnaire

Interviews

Performance Appraisal

Observations

Tests

Assessment Centers

Focus Group Discussions

Document Reviews

Advisory Committees

23
Q

Training Process:

Setting Objectives

A

Knowledge

Attitude

Skills

24
Q

Training Process:

(structure, flexibility, relevance, evaluation and feedback, transferability and cost-effectivess)
- must be validated

A

Designing

25
Q

Steps in Designing a Training Program:

A

Title

Rationale of the Training

Objectives of the Training

Course Outline

Learning Methodology

Time Frame

Duration and Venue

Evaluation Method

Resource Speakers/Persons

Training Cost

26
Q

3 M’s:

_____ in the training and development function discusses the different techniques in training and developing employees to boost their morale and encourage them to grow and to perform better.

A

Motivation

27
Q

To gain additional knowledge

A

Cognitive Methods

28
Q

Cognitive Methods

A

Lecture

Demonstration

Discussion

Computer-based Training

Programmed Instruction

Virtual Reality

Distance Training

Brainstorming

Worksheet

29
Q

Used to develop skills

A

Behavioral Methods

30
Q

Behaviorial Methods

A

Games and Stimulations

Management Development Programs

On-the-Job Training

31
Q

Training Process:

Training delivery

A

Implementation

32
Q

Implementation

A

Lead by example with high integrity and credibility

Exercise humility

Show enthusiasm

33
Q

Training Process:

Feedback

A

Evaluation

34
Q

3 M’s:

Evaluating the training and development programs requires a cost-benefit analysis.

A

Measurement

35
Q

Donal Kirkpatrick’s Training Evaluation Model:

A

Reaction

Learning

Behavior

Results

36
Q

Donal Kirkpatrick’s Training Evaluation Model:

End results of the program in terms of job performance, productivity and efficiency

A

Learning

37
Q

Donal Kirkpatrick’s Training Evaluation Model:

Participant’s recall of what has been learned and the actual application of what is recalled

A

Behavior

38
Q

Donal Kirkpatrick’s Training Evaluation Model:

Evaluated the effect of the participant’s performance

A

Results

39
Q

Phillips Model

A

Reaction, Satisfaction and Planned Action

Learning

Application and Implementation

Business Impact

ROI

40
Q

The most credible and most widely-used training evaluation tool.

A

Return on Investment (ROI) Methodology

41
Q

The ratio of the net benefits of an investment compared to its total costs.

A

Return on Investment (ROI) Methodology

42
Q

Formula of Return on Investment (ROI) Methodology

A

ROI = (Total Program Benefits - Total Program Cost) / Total Program Cost x 100%

HUMAN RESOURCE MANAGEMENT (HRM) (4 decks)

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