Chapter 4 Flashcards
systematic method for determining what caused performance to be less than expected or required
training needs analysis
what are the times TNA might not be necessary
when we need to train all employees
trying to communicate a new vision or address legal concerns
conceptually distinct, but much of the information is gathered around the
same time
input
[INPUT]
examination of organization’s strategy, goals, and objectives
systems and practices in place
to determine how they affect employee performance
organizational analysis
[INPUT]
examination of specific jobs
to determine the requirements, in terms of the tasks required to be
carried out and the KSAs required to get the job done
analogous to job analysis or task analysis
operational analysis
[INPUT]
examination of employees in the jobs
to determine whether they have the required KSAs
person analysis
[PROCESS]
provides information on Expected Performance (EP)
operational analysis
[PROCESS]
provides information on Actual Performance (AP)
person analysis
[PROCESS]
difference between the actual and expected performance obtained
from the operational and person analysis
performance gap
what are the nontraining solutions of output
if the cause is not a gap in the required KSAs
where to look for OPGs company’s archival data
profitability
market share
grievance levels
productivity
quality measures
what training requires openness and trust to be effective
problem-solving training
not reveal all information but instead hold back and attempt to get the best deal
does not reinforce an environment of openness and trust
traditional negotiations
