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C202 Managing Human Capital > Chapter 7 Training and Development > Flashcards

Chapter 7 Training and Development Flashcards

1
Q

5 steps of effective training

A
  1. conduct a needs assessment to identify what needs to be accomplished
  2. develop learning objectives that identify desired learning outcomes.
  3. design the training program
  4. implement the training
  5. evaluate the training
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2
Q

needs assessment

A

creates the foundation for effective training

identify what needs to be accomplished

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3
Q

3 levels of a needs assessment

A
  1. organizational analysis
  2. task and analysis
  3. person analysis
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4
Q

organizational needs analysis

A

identifies where in the organization development or improvement opportunities exist

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5
Q

task needs analysis

A

focuses on identifying which jobs competencies abilities and behaviors the training effort should focus on

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6
Q

person needs analysis

A

evaluates how individual employees are doing in the training topic and determine who needs what type of training

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7
Q

learning objectives

A

identify desired learning outcomes

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8
Q

3 types of learning objectives

A
  1. cognitive
  2. affective
  3. psychomotor
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9
Q

cognitive objectives

A

to increase some type of knowledge

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10
Q

affective objective

A

change an attitude, relationship, or appreciation

receiving or being aware of something to acting consistently with the new value

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11
Q

psychomotor objective

A

to build a physical skill

progressive levels of behaviors from observing someone perform the physical skill to mastering the skill

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12
Q

Training assessments and evaluation later evaluate whether the ______ objectives are met

a. psychomotor learning
b. affective learning
c. cognitive learning
d. learning

A

d. learning

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13
Q

experiential training

A

role plays, action learning, and other techniques designed to give learners experience doing the desired task or behavior

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14
Q

lifelong learning

A

a formal commitment to ensuring that employees have and develop the skills they need to be effective in their jobs today and in the future

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15
Q

aptitude - treatment interaction

A

the concept that some training strategies are more or less effective depending on a learner’s particular abilities, personality traits, and other characteristics

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16
Q

learning style

A

how people’s information processing differs when problem solving or learning

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17
Q

sensory modality

A

a system that interacts with the environment through one of the basic senses

visual: learning by seeing
auditory: learning by hearing
tactile: learning by touching
kinesthetic: learning by doing

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18
Q

Tamika learns best in a hands-on environment by trying to actually do the new work or activity. She most likely has a(n)________sensory modality preference for learning

a. auditory
b. tactile
c. kinesthetic
d. visual

A

c. kinesthetic

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19
Q

Five key learning preferences

A
  1. discovery learning
  2. experiential learning
  3. observational learning
  4. structured learning
  5. group learning
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20
Q

discovery learning

A

a preference for exploration during learning

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21
Q

experiential learning

A

a desire for hands-on approaches to instruction (active learning)

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22
Q

observational learning

A

a preference for external stimuli such as demonstrations and diagrams to help facilitate learning

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23
Q

structured learning

A

a preference for processing strategies such as taking notes, writing down task steps, and so forth

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24
Q

group learning

A

a preference to work with others while learning

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25
Q

training evaluation

A

systematically collecting the information necessary to make effective decisions about adopting, improving, valuing and continuing an instructional activity or set of activities

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26
Q

Kirkpatrick Training Evaluation Model 4 levels of training

A
  1. reaction
  2. learning
  3. behavior
  4. results
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27
Q

reaction

A

how did participants react to the program (feedback forms)

28
Q

learning

A

what was the change in the participants’ knowledge, skills, or attitudes

29
Q

behavior

A

what was the change in participants’ on-the-job behavior due to the training

30
Q

results

A

how did the organization benefit from the training

31
Q

training ROI (return on investment)

A

ROI% = ((Training Benefits - Training Costs)/Training Costs) x 100

  • a negative ROI means that the costs outweigh the benefits and suggests that the program should be changed or discontinued unless additional benefits exist that weren’t considered
32
Q

training gamification

A

the application of gaming designs and concepts to training to make it more engaging for the learner and increase learning and performance outcomes

33
Q

training transfer

A

refers to effectively using what is learned in training back on the job

34
Q

closed skills

A

skills performed similarly or exactly like they are taught in training

35
Q

open skills

A

sets of principles that can be applied in many different ways

36
Q

self-management strategies

A

a person’s effort to control his other motivation, emotions, and decision making to enhance the application of learned capabilities to the job

37
Q

reinforcers

A

anything that makes a behavior more likely to happen again

work best when they are immediate, sincere, and specific to an activity

38
Q

4 types of reinforcers

A
  1. positive reinforcement
  2. negative reinforcement
  3. punishment
  4. extinction
39
Q

positive reinforcement

A

using rewards to increase the likelihood that a behavior will be repeated

40
Q

negative reinforcement

A

removing current or future unpleasant consequences to increase the likelihood that someone will repeat a behavior (not sending an employee to training as long as his/her skill stays high)

41
Q

punishment

A

creating negative outcomes to decrease the likelihood of a behavior

42
Q

extinction

A

removal of any positive or negative reinforcement following the occurrence of the behavior to be extinguished decreases the likelihood of that behavior

43
Q

orientation

A

involves processing employment-related paperwork, acquiring necessary passwords and identification cards, and establishing relevant technology such as e-mail and telephone numbers; onboarding

44
Q

socialization

A

the long-term process of planned and unplanned, formal and informal activities and experiences through which an individual acquires the attitudes, behaviors, and knowledge needed to successfully participate as an organizational member

45
Q

3 phases of socialization

A
  1. anticipatory
  2. encounter
  3. settling in
46
Q

anticipatory socilaization

A

interacting with the company representative, develops new hires’ expectations about the company and the job

47
Q

encounter

A

employees begin learning about the organizational culture, norms, and how to do the job

48
Q

settling in

A

new hires start felling comfortable with their job demands and work relationships

49
Q

socialization options

A
  1. one-time or staggered
  2. collective or individual
  3. formal or informal
  4. sequential or random
  5. fixed or variable
  6. tournament or contest
  7. serial or disjunctive
  8. investiture or divestiture
  9. what to include
  10. whom to include
  11. how to use technology
50
Q

one time or staggered approach

A

one long session or smaller session

many organizations use staggered to prevent information overload

51
Q

collective socialization

A

put new hires through a common set experiences as a group

52
Q

individual socialization

A

socializes newcomers individually as in an apprenticeship

53
Q

formal socialization

A

structured socialization done away from the work setting using specifically designed activities and materials

54
Q

informal socialization

A

unstructured and done on the job by coworkers

55
Q

sequential socialization

A

refers to the degree to which a specific sequence of socialization steps is followed

56
Q

random socialization

A

occurs when the socialization steps are ambiguous or changing

57
Q

fixed socialization

A

processes inform new hires in advance when their probationary status will en

58
Q

variable socialization

A

employees do not know when to expect to pass to a different employee status level

59
Q

tournament socialization

A

treats each state of socialization as an elimination round and a new hire is out of the organization if he or she fails to pass

60
Q

contest socialization

A

treats each socialization stage as a contest in which participants build up a performance record over time

61
Q

serial socialization

A

new hires are given access to supportive organizational members who serve as role models and mentors

62
Q

disjunctive socialization

A

leaves newcomers alone to develop their own interpretations of the organization the situations they observe

63
Q

investiture socialization

A

builds newcomers’ self-confidence and reflects senior employees’

64
Q

divestiture socialization

A

tries to deny and strip away certain personal characteristics by requiring newcomers to pay their dues before becoming full organizational members

65
Q

learning agility

A

the ability to learn from experience and to apply that knowledge to new and different situations

66
Q

motivation to transfer

A

reflects the intention and the willingness to transfer any knowledge acquired in a training or development activity back to the work context

67
Q

self-regulation

A

refers to processes enabling an individual to guide his or her goal-directed activities over time

C202 Managing Human Capital (6 decks)

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