Employee Training and Development Flashcards
1
Q
Employee Training
A
- Planned organizational efforts to help employees learn job-related knowledge, skills, and other characteristics.
2
Q
Areas of Employee Training
New Employee Orientation & Training
A
- Orientation programs introduce new employees to the organization’s goals, policies, procedures, and personnel structure.
- They cover aspects such as compensation, benefits, safety rules, and departmental functions.
- Adequate orientation helps new hires become productive faster and cope with the stress of adjusting to a new work environment.
- Comprehensive initial training correlates with higher job satisfaction and lower turnover rates.
3
Q
Areas of Employee Training
Retraining & Continuing Education Programs
A
- Workers’ knowledge and skills can erode or become obsolete over time, necessitating ongoing learning and skill development.
- Organizations should support refresher courses and continuing education programs to maintain workers’ proficiencies.
- Rapid technological advancements make it crucial for employees in technology-dependent roles to constantly update their skills and knowledge.
- Older employees may resist retraining due to self-confidence issues, highlighting the need for organizations to provide incentives and support for their participation in retraining programs.
4
Q
Areas of Employee Training
Retirement Planning & Preparation
A
- Many organizations offer assistance to employees in planning and preparing for retirement through their training departments.
- Research indicates that many workers do not adequately prepare for retirement.
- General programs aimed at helping retirees adjust to a nonworking lifestyle are also offered.
- Both pre- and postretirement planning are deemed necessary for employees to successfully transition into retirement.
5
Q
Areas of Employee Training
Employee Career Development
A
- Organizations are increasingly recognizing the importance of focusing on the development and planning of employees’ careers.
- Assisting workers in planning their careers can contribute to a more productive, satisfied, and loyal workforce.
- Many organizations have implemented formal career development systems to benefit workers, managers, and the organization as a whole.
- Companies that demonstrate concern for employee career advancement are likely to be more successful at attracting and retaining talent.
6
Q
Areas of Employee Training
Training Workers for International Assignments
A
- Globalization necessitates training programs for employees interacting with foreign-based organizations or working in host countries.
- “Cultural intelligence” is essential for successful adjustment to international assignments.
- Cross-cultural training should be viewed as an ongoing developmental process, especially for managers bound for international roles.
7
Q
Areas of Employee Training
Training in Diversity Issues, Harassment & Ethical Behavior
A
- Diversity training aims to raise awareness, increase understanding of different backgrounds, and change negative attitudes and behaviors.
- Sexual harassment training has become mandatory in many areas, with programs focusing on increasing awareness of harassing behavior and neutralizing situations that promote harassment.
- Evidence suggests that sexual harassment training helps male employees better understand inappropriate behaviors.
- Ethics training has gained importance in various industries and organizations, especially in light of corporate ethical scandals.
8
Q
Areas of Employee Training
Team Training
A
- Team training programs typically include components such as understanding individual members’ knowledge and skills, training in teamwork skills like coordination and problem-solving, and developing shared goals and procedures.
- Team training is particularly crucial for groups like airline cockpit crews.
9
Q
Fundamental Issues in Employee Training
Social Learning Theory
A
- Social learning theory, proposed by Bandura in 1977, emphasizes observational learning of behavior.
- A crucial process in social learning theory is modeling, which involves imitative learning through observing and reproducing another person’s actions.
- An example of modeling in the workplace is when an employee learns to operate a piece of machinery by observing and imitating a supervisor’s actions.
10
Q
Fundamental Issues in Employee Training
Cognitive Theories of Learning
A
- Cognitive theories of learning perceive workers as information processors, concentrating on how new information is stored, retrieved, and utilized to generate work behavior.
- They help understand how workers can surpass learned information to generate innovative and creative solutions or ideas.
11
Q
Key Issues In The Success of Employee Training Programs
Transfer of Training
A
- Concept dealing with whether training is actually applied in the work setting.
- If there is insufficient similarity between the training tasks and the actual job tasks, transfer of learning may be limited.
- Without clear training goals and feedback mechanisms, employees may not receive the necessary guidance to transfer their learning effectively to their job tasks.
- If employees do not have opportunities to use their newly acquired skills in their daily work, transfer of training may be hindered.
12
Q
Key Issues In The Success of Employee Training Programs
Trainee Readiness
A
- The individual’s potential for successful training.
- Trainees who do not have positive attitudes toward training programs may not fully engage or benefit from the training.
- If trainees perceive the material to be too difficult or beyond their ability to master, their learning may be adversely affected.
- Trainees may be less motivated to participate in training if they do not perceive personal or career-related benefits from it or if they do not have a clear understanding of what the training entails.
13
Q
Key Issues In The Success of Employee Training Programs
Training Program Structure
A
- Some training programs do not adequately follow sound learning principles, which hinders their effectiveness in facilitating learning and skill development among employees.
- In some companies, training programs are poorly organized, leading to haphazard or disorganized training experiences for employees. This lack of organization may result in ineffective learning outcomes.
- Some employees receive little formal training and are expected to learn on-the-job with minimal guidance, resulting in inconsistent skill development and potential gaps in knowledge.
14
Q
Evaluation of The Training Program
Reaction Criteria
A
- These measure trainees’ impressions of the program, such as its value, the amount of learning perceived, and enjoyment.
- Typically assessed through surveys immediately after training, they reflect trainees’ opinions rather than actual learning outcomes.
15
Q
Evaluation of The Training Program
Learning Criteria
A
- Measures the amount of learning that has occurred.
- Assessed through tests evaluating information retention from the program.
