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
Identical elements theory
the training environment should resemble the on-the-job environment as much as possible
Transfer climate
consists of peer and supervisory support for transfer
A recent meta-analysis found that characteristics like cognitive ability, conscientiousness, and voluntary participation were most strongly related to
transfer of training
Lecturing
the use of simple lecturing to teach trainees important work-related information
This approach is very economical because many employees can be trained at one time. The effectiveness of this technique varies greatly, depending on the training objectives
On-the-job training (OJT) is
the most widely used training technique in organizations.
OJT training is largely dependent on
the skills and motivation of the trainer.
Programmed instruction (PI)
presents information to the learner while using learning principles to reward and motivate.
Computer-assisted instruction (CAI)
Custom-designed software, similar to computer-based testing you may have encountered in an educational setting, presents training information, asks questions to determine what trainees have learned or not learned, and monitors and captures trainee performance.
PI/CAI is based on
KOR, distributed practice, and reinforcement
research indicates that PI/CAI techniques result in
shorter training times than do other techniques, but PI/CAI training groups often do not show superiority in learning or retention as compared with trainees in control training groups
CAI is used and studied a great deal in the educational system where it has been found to
enhance learning and other outcomes across diverse disciplines including math and biology.
VR training
a simulator is designed to be as realistic as possible so that trainees can easily transfer the skills they gain to the real-life situation
physical fidelity
The extent to which the operation of equipment in training mimics that in the real world
psychological fidelity
The extent to which the essential behavioral processes needed for success on the job are also necessary for success in the training simulation.
gamification
uses computer-based simulation games for purposes of training and development
training using simulation games results in
higher self-efficacy, better learning, and greater retention than trainees taught by other methods.
trainees often report greater interest in and satisfaction with training conducted through
multimedia presentations than with training of the live-lecture variety.
distance learning (DL)
The delivery of material to all participants at the same time even though participants are separated by geographical distance.
e-learning
Learning that uses electronic technology to access curriculum in novel ways.
LOL THIS CLASS
Research suggests that web-based training is slightly more
effective than traditional classroom-based training
benefits of DL programs and e-learning techniques
(1) the most efficient use of high-quality instructors and instruction, (2) learners’ assumption of more responsibility for personal success, and (3) very clear cost savings
blended learning
combining e-learning with traditional classroom learning
organizational socialization aka onboarding
The process by which an individual acquires the attitudes, behavior, and knowledge needed to participate as an organizational member.
Coaching
a one-on-one collaborative relationship in which an individual provides performance-related guidance to an employee
Executive coaching
the coach is typically a consultant external to the organization who develops a coaching relationship with a mid- to high-level executive in the organization
Executive coaching is used to develop
executives and improve their skill sets and capabilities to make them more effective leaders
Behavioral modeling
most social behavior is learned through observation
Business Simulations
Managers are given a brief introduction that includes some background about a fictitious company, an explanation of a situation, organizational problems, and the organizational goals and then asked to make managerial decisions that subsequently affect the situation and context.
Corporate universities are
growing in importance!
the criteria used in the evaluation of training programs have to be
relevant, reliable, sensitive, practical, and fair
Kirkpatrick’s Taxonomy
Kirkpatrick identified four types of criteria to use in the evaluation of training programs
reaction criteria
In Kirkpatrick’s taxonomy, trainees’ attitudinal reactions to the training program; along with learning criteria, also called internal criteria.
learning criteria
In Kirkpatrick’s taxonomy, criteria that reflect how much of the material is actually learned in the training program; along with reaction criteria, also called internal criteria.
behavioral criteria
In Kirkpatrick’s taxonomy, criteria that refer to changes that occur due to the training program that take place back on the job; along with results criteria, also called external criteria.
results criteria
In Kirkpatrick’s taxonomy, the ultimate value of the training program to the company; along with behavioral criteria, also called external criteria.
internal criteria
exist within the training program
external criteria
behavioral and results criteria
utility judgments
trainees’ beliefs about the transferability or utility of the training program
Quasi-experiments are the most
viable alternatives for the evaluation of training programs.
pre/post design
measure various criteria prior to training (M1) and again after training (M2)
pre/post design with a control group
very similar to the pre/post design except that it involves a control group
Solomon four-group design
In terms of internal validity, this is a superb design because it includes two training (experimental) groups as well as two nontraining (control) groups
Diversity issues related to race, ethnicity, age, and gender have become
increasingly important to organizations and employees alike
sexual harassment
behaviors of a sexual nature, submission to or rejection of which affects one’s job or creates an offensive work environment
The #MeToo movement
began in 2006 to help survivors of sexual violence find healing, and it gained wide public attention following numerous accusations
work outcomes
interpersonal relationships at work, an alteration in the direction of one’s career, satisfaction with the job, and commitment to the organization
psychological and somatic outcomes result from
sexual harassment
women who are sexually harassed experience reductions in
self-esteem, life satisfaction, home satisfaction, and self-confidence, sometimes also becoming angry, hostile, irritable, and depressed.
sexual harassment has negative effects on
the organization
In one study, participants who saw a sexual harassment training video perceived sexually oriented work behaviors as
incidents of sexual harassment to a greater extent than did individuals who did not see the video
firms with more diverse executive boards had returns on equity that were
53% higher than companies with less diverse boards
in a study of 20,000 organizations, those with more female executives were more profitable than those with
fewer female executives
PricewaterhouseCoopers is highly rated for
diversity in recruitment, mentoring, and LGBT employees
the most successful companies in the world are focusing on diversity issues by
emphasizing recruitment, selection, retention, and training.
