Chapter 6 - Learning and Development Flashcards
core value functions of the HR department. The process of training provides skills and abilities, plus knowledge that is focused on a specific outcome
training and development
In this first phase, data is received and collected to identify where there may be lack of productivity or gaps in desired performance. Individually or within groups, this assessment will point the way to what specific knowledge, skills, and abilities are lacking and the need to be addressed for training and development objectives.
analyze
The initial information from the assessment phase is decided upon for course content, delivery methods, and tactics for delivery. The result is an outline of what the training design will be and the order of presentation.
design
The pencil meets the paper in this phase, and the actual training materials and coursework are created. Courses and training materials may already be available off the shelf, or a customized or modified creation may occur
development
In this phase, the training program is delivered to the trainees. A pilot training program might first occur to work out any kinks and revise certain material if needed. Participant selection and scheduling occur during this phase and the where, when, and whom to deliver occur in this phase, too.
implementation
Just as the label indicates, the end results and outcomes of the training require an evaluation—both from the participants trained and from the learning objectives measured. The evaluation phase will typically last some months after the training to measure the changes and performance indicators for sustained results.
evaluation
is a process in which HR identifies the training needs and identifies the specific training designed to help the intended trainees meet the organization’s objectives
needs assessment
the technique of breaking up content into shorter, bite-size pieces that are more manageable and easier to remember
content chunking
brief statements that define what will be expected to be learned
learning objectives
a diagram of the steps involved in a process
process-flow analysis
the process whereby people acquire skills, knowledge or capabilities to perform jobs
training
ADDIE
analysis, design, development, implementation, evaluation
concerned with the readiness to learn and its associated motivation
trainability
the study of how adults learn, and it is based on five assumptions about learning in adults as compared to children
andragogy
Their concept of self moves toward self-direction and self-sufficiency.
self-concept
They accumulate more experience that can be tucked away and accessed in learning situations.
experience
They adjust to a readiness state for learning because of the developmental requirements associated with developmental needs that correlate to the stage of life and the social roles they live (for example, parent, homeowner
readiness to learn
They shift from subject-focused to problem-focused learning that has immediate applicability.
orientation to learning
Motivation for learning comes from an internal source within rather than external.
motivation to learn
tend to benefit most from a lecture style
auditory learners
rely upon a “seeing” presentation style
visual learner
are also called tactile learners. They learn via a hands-on approach and prefer to explore the physical aspects of learning
Kinesthetic learners
graphical representation of the increase of learning (vertical axis) with experience (horizontal axis)
learning curve
simulation of a real-world problem that demands some application of skills or knowledge to resolve problems or issues
case studies
the refining of knowledge by adding new information thereby expanding prior knowledge
cognitive learning
Small group working on solving a problem or completing a task
cooperative learning
Small group working on solving a problem or completing a task
discussion
Using prior knowledge and experience to discover new things
discovery
Diagrams, maps, and webs as illustrations of material.
graphic organizers
Recordings of reflections and ideas.
journals/blogs
Structured table showing columns with what participants know (K), what they want to know (W), and what they learned in the end (L).
K-W-L
Independent or small group work aimed at completing a task.
learning centers
Solving problems through action or performance.
role play
Teacher modeling skills and thinking for participants, allowing participants to take over those expressions based on the initial structure provided by the teacher.
scaffolding
The teacher provides a problem where inquiry must be utilized to reach a solution.
problem based learning
The teacher provides a problem where inquiry must be utilized to reach a solution.
simulations
Use of multimedia technology (for example, PowerPoint) to present interactive opportunities involving any subject.
storytelling
broadening the scope of a job by expanding the number of tasks
job enlargement
increasing the depth of a job by adding responsibilities
job enrichment
a type of learning curve in which learning is fast at first but then flattens out
plateau curve
is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes,” using behavioral-science knowledge
organizational development
Connects personal and organizational learning, merging an individual’s personal vision with their current reality. Commitments happen between the organization and the individual.
personal mastery
Ingrained assumptions that influence how individuals understand their reality and what actions they take.
mental models
Develops a projection of the future that is shared and creates a genuine commitment on all individuals involved.
building shared vision
Aligns the shared vision of a group and develops their capacities to produce the results the team desires
team learning
A framework for seeing patterns and how things interrelate and how to change things.
systems thinking
measurable or observable knowledge, skills, abilities and behaviors critical to successful job performance
competencies
organization that adapts to changes
learning organization
a management system for achieving customer satisfaction using quantitative methods to improve processes
total quality management
a leadership style that motivates employees by inspiring them
transformational leadership
a system that enables a person to advance up either the management ladder or the technical career development ladder in an organization
dual ladder
a process involving individuals expanding their knowledge, skills and abilities as they progress through their careers
career development
planning, preparing and implementing employee career paths
career management
activities and actions that individuals follow for a direction specific career path
career planning
a group of people from different functions working together to generate production or problem resolution
cross-functional work team
a career development program that identifies high potential leaders for rapid career growth and organizational knowledge
fast track program
a group of people from the same function working together to generate or resolve problems
functional work team
a discriminatory practice that has prevented women and other protected class members from advancing to executive level jobs
glass ceiling
a group of people with specific talent or experience brought together to resolve a problem or accomplish some other organizational goal
project team
measurement of the quantity of employees remaining with the employer over a given period of time
retention
the management and integration of all HR activities and processes that align with the organization’s goals and needs
talent management
Behaviorally anchored rating scales used to rate job performance
BARS
used to describe the mathematical concept called normal distribution
bell curve
a unique capability that is essential or fundamental to a particular job
core competency
the ability to judge
evaluation
an evaluation method in which the evaluator selects two of four statements that represent “most like” and “least like”
forced chocie
occurs when an evaluator scores an employee high on all job categories because of performance in one area
halo effect
occurs when an employee receives a low rating in all areas because of one weakness influencing the evaluator
horn effect
occurs when ratings of all employees fall at the high end of the range
leniency errors
a method of performance appraisal that specifies the specific performance goals that the employee and manager identify
management by objectives
a process of evaluating how employees perform in their jobs
performance appraisal
the process used to identify, measure, communicate, develop and reward employee performance
performance management
indicators of what a job is to accomplish and how it is to be performed
performance standards
occurs when an evaluator gives greater weight to recent events of performance
recency error
assessment of a result using opinion or perception
subjective measurement
process requires that during the review period supervisors make notes of successful and unsuccessful performance issues for each employee.
critical incident review
requires the reviewer to write a short description of each employee’s performance during the year.
essay review
may be conducted by someone other than the supervisor. This can be an HR practitioner or someone from outside the organization.
field review appraisal
