chapter 7 Flashcards
training and development
heart of continuous effort designed to improve employee competencey and organisational performance
benefits: employee satisfaction, improved morale, higher retention, lower turnover, improved hiring, a better bottom line and satisfied customers
training
activities designed to provide learners with the kowledge and skills needed for their present jobs
development
learning that goes beyond todays job and has more of a long term focus
learning organisation
firm that recognises the critical importance of continuous performance related T&D and takes appropriate action
attract better qualified employees
factors influencing training and development:
top management support, shortage of skilled workers, technological advances, world complexity, lifetime learning, learning styles, other HR functions
blended training
use of multiple training methods to deliver T&D to cope with different learning styles
just in time training
training provided anytime, anywhere in the world when it is needed.
determine specific training and development needs
organisational analysis, task analysis, person analysis
training and development methods:
instructor led, e-learning, case study, behavior modelling and twittering, role playing, training games, in-basket training, on-the-job training, apprenticeship training
instructor led learning
real time discussion that is not easily replicated online, teachers personality and charisma may motivate students, great deal of information in short amount of time
elearning
online instruction using technology based methods such as internet, intranet and cd-rom
decreased costs, convenience and felxibility, improved retention rates, positive environmental impact
case study
trainees are expected to study information provided in the case and make decisions based on it
behavior modeling
permits a person to learn by copying or replicating behaviors of others to show managers how to handle various situations
role playing
participants are required to respond to specific problems that they may encounter in their jobs by acting out real world sitations
business games:
permits participants to assume roles such as president, controller or marketing vice president of two or more similar hypothetical organisations nd compete against each other by manipulating selected factors in a particular business situation
in–basket learning
participant is asked to establish priorities for and then handle a number of business papers, email messages, memoranda, reports and a telephone message that woul
d typically cross a managers desk
predict performance success in management jobs
on-the-job learning
informal T&D method that permits an employee to learn job tasks by actually performing them
apprenticeship training
combines classroom instruction with on-the-job training
one of the most vital sources for skilled labor
corporate university
T&D delivery system provided under the umbrella of the organisation
proactive and strategic
online higher education
educational opportunities including degree and training programs that are delivered via the internet
reduces commute time
vestibule system
T&D delivery system that takes place away from the production area on equipment that closely resembles equipment actually used on the job
takes away pressure of having to produce while learning
simulators
T&D delivery system comprised of devices that replicate actual job demands
management development
consists of all learning experiences provided by an organisation resulting in upgrading skills and knowledge required in current and future managerial positions
Mentoring
approach to advising, coaching and nurturing for creating a practical relationship to enhance individual career, personal and professional growth and development
coaching
often considered a responsibility of the immediate boss, who provides assistance much like a mentor
reverse mentoring
process in which older employees learn from younger ones
orientation
initial T&D effort for new employees that informs them about the company, the job and the work group
reinforce that they made the right career choice, familiarises them with the corporate culture
metrics for evaluating T&D
participants opinions,extend of learning, behavioral change, accomplishment of T&D objective, return on investment from training, benchmarking
benchmarking
process of monitoring and measuring a firms internal processes such as operations and then comparing the data with information from companies that excel in those areas
organisation development:
planned and systematic attempts to change the organisation typically to a more behavioral environment
Survey feedback
organisation development method of basing change efforts on the systematic collection and measurement of subordinates attitudes through anonymou qestionnaires
creates work environment that leads to better working relationships, greater prudctivity and increased profitabiity
quality circles
groups of employees ho voluntarily meet regularly with their suervisors to discuss problems, investigate causes, recommend solutions and take corrective action when authorised to do so.
team building
conscious effort to develop effective work groups and cooperative skills throughout the organisation
efficient way to boost morale, employee retention and company profitability
job security
implies security in one job often within one company
career security
requires developing marketable skills and expertise that help ensure employment within a range of careers
career
general course that a person chooses to pursue throughout his or her working life
career planning
ongoing process whereby an individual sets career goals and identifies the means to achieve them
self assessment
process of learning about oneself
establish realistic goals
strength/weakness balance sheet
self-evaluation procedure, tat assits people in becoming aware of their strengths and weaknesses
likes and dislikes survey
procedure that helps individuals in recognising restrictions they place on themselves
career path
a flexible line of movement through which a person may travel during his or her work life
career development
formal approach used by the organisation to ensure that people with proper qualifications and experiences are available when needed
career development objectives
effective development of available talent, self appraisal opportunitis for employees considering new or nontraditional career, development of career paths that cut across divisions and geographic locations, demonstration of tangible commitment to developing a diverse work force, satisfation of employees specific development needs, improvement of perdomance, increased employee loyalty adn motivation, method of determining T&D needs
traditional career path
employee progresses vertically upward in the organisation from one specific job to the next
network career path
method of career progression that contains both a vertical sequence of jobs and a series of horisontal opportunities
lateral skill path
allows for lateral moves within the firm taken to permit an employee to become revitalise and find new challenges
dual career path
recognises that technical specialists can and should be allowed to contribute their expertise to a company without having to become managers
demotion
process of moving a worker to a lower level of duties and responsibilities which typicall involves a reduction in pay
free agents
people who take charge of all of their careers by being their own boss or by working for others in ways that fit their particular needs or wants
problems in implementing T&D
managers are too action oriented and feel to busy for it
requires a lot of creativity
telepresence systems
provide the illusion of sitting across a conference table and looking individuals “in the eye”
