Chapter 8 Flashcards
Training programs can lead to
increased organizational commitment and job satisfaction, resulting in increased productivity, decreased absenteeism, and less turnover
Training and development efforts result in
better employees and a more productive workforce
Definition of training:
The formal procedures that a company utilizes to facilitate learning so that the resultant behavior contributes to the attainment of the company’s goals and objectives.
Competency-based Training
Organizations that take this approach to training identify what competencies they want all employees to have and then develop training programs around those competencies
Organizational analysis
determine the organization’s short- and long-term goals and then to compare those goals to the organization’s accomplishments.
Task analysis
The organization or consultant examines the task requirements for the successful conduct of each job, specifying exactly what the new employees are going to do on their jobs.
The analysis type most often used to determine training needs
a task-oriented job analysis in which subject matter experts (SMEs), such as incumbents or others who are familiar with the job, respond to a series of items in a checklist format.
Task Analysis is used to
identify the KSAOs that need to be further developed or refined to allow employees to do their job.
Human Capital
The education, training, and experiences of individual employees that provide value to organizations.
Person Analysis
quite specific, focuses on those employees who actually need training. It examines how well all employees are carrying out their job responsibilities and duties.
Performance appraisal data is used to
identify good candidates for training
Demographic Analysis
this involves determining the specific training needs of various demographic groups, such as those protected by civil rights legislation
Age Discrimination in Employment Act (ADEA)
has made it illegal to discriminate in the selection of employees based on age
ADEA example - technology training
Many older employees may need such training simply because they grew up during an era when technology was less advanced, whereas younger employees have probably picked up these skills throughout their lives.
Training for employees with diabilities!
Organizations are legally required to make reasonable accommodations for disabled employees. One such accommodation may be the provision of training that helps these employees do their jobs. Another is the redesign of existing training programs to accommodate disabled employees.
Learning Context
includes principles of instructional design, basic principles of learning, and characteristics of the trainee and trainer, largely determines the success of a training intervention.
Learning Organizations
includes principles of instructional design, basic principles of learning, and characteristics of the trainee and trainer, largely determines the success of a training intervention.
Continuous Learning
Directed and long-term effort to learn; stems from an intense desire to acquire knowledge and improve results and from participation in activities that facilitate learning.
Instructional Design
A set of events that facilitate training through their impact on trainees.
Learning
The relatively permanent change in behavior that occurs as a result of experience or practice.
Active Learning
The relatively permanent change in behavior that occurs as a result of experience or practice.
whole versus part learning
The relatively permanent change in behavior that occurs as a result of experience or practice.
It is more effective to
practice or be trained on the whole task at one time if the task is highly organized, coherent, and interdependent
Distributed practice
Training in which the practice is divided into segments, usually with rest periods in between.
Massed practice
Training in which all the practice takes place at one time, without breaks.
Trainees will be more likely to learn new material if
they find it meaningful
Overlearning
The process of giving trainees continued practice even after they have appeared to master the behavior, resulting in high levels of learning.
Feedback is also known as
knowledge of results (KOR)
Feedback serves three purposes:
(1) It provides information that allows trainees to make whatever adjustments may be necessary in their behaviors during training, (2) it makes the learning process more interesting for the trainees and increases their motivation to learn, and (3) it leads to goal setting for improving performance
Three principles for how feedback is best delivered:
(1) Feedback works best when it is given immediately following the individual’s behavior, (2) immediate and frequent feedback tends to result in the best performance, and (3) both positive and negative feedback have value when delivered in a sensitive yet clear manner.
Trainee Readiness
Possessing the background characteristics and necessary level of interest that make learning possible.
Self-Efficacy
individuals’ beliefs in their ability to be successful in training and on the job
also plays a very large role!
Researchers have found that error training was very effective for
trainees who were high in cognitive ability and openness
Transfer of Training
The extent to which the material, skills, or procedures learned in training are taken back to the job and used by the employee in some regular fashion.
Positive transfer
is the organization’s goal—the hope is that what is learned in the training program will improve performance back on the job.
Negative transfer
performance declines as a result of training
