Exam 2 Flashcards
What is the difference between training and development?
- Training is a short-term process while development is a long-term process.
- Development can INCLUDE training. So to help and develop an employee you may give them certain training courses, or you develop them to be ready to work in a certain position.
Good incentives for training
You’ve performed a needs assessment, demonstrated returns, or the program contributes to organizational performance
Annual spending on training
Over $100 Billion spent annually on training
For formal training, companies spent $300 per employee per year, for 26.8 hours of training per year
Training
Systematic process to foster the acquisition of skills, rules, concepts, or attitudes that result in an improved match between employee characteristics and employment requirements.
Development
Long-term process of acquisition employee capabilities and motivation to make them valuable future members of the organization.
Linking training to organizational needs
- Assess needs for training
- Ensure readiness for training
- Plan training program
- Implement training program
- Evaluate results of training
Then feedback informs sets 1-4
Needs Assessment
Organization
What does the organization need to achieve its mission?
Person
Who needs training?
Task
What subjects should the training cover?
Skills training
Training used to give employees the knowledge of how to do a job Basic skills training Customer service training Retraining Crisis training Cross functional training
Process Training
Training used to teach employees how to function on a job more effectively Cross functional training Team training Creativity training Diversity training Ethics/Values training
Ways to Deliver Training
Coaching Internships On-the-job training Job rotation Job instruction method Computer-assisted instruction Simulation Mentoring Off-the-job training
Planning the Training Program
Objectives
What is the employee expected to do?
Measureable performance standards
Identify resources needed to carry out the training
Trainers
In-house or contracted out?
Training officer or content expert?
Methods
How will the training (or development) be delivered?
Determine how to deliver the training based on the content
Evaluating Training
Reaction (ie how was this training?)
Learning (ie do a knowledge test of trained v control)
Behavior (ie do a performance appraisal of trained v control)
Results (ie ROI, Human capital inventory change, Organizational performance change)
Issues to Consider When Designing an Orientation Program
Communicate specific information to employees
Avoid degrading beginning assignments
Have a formalized plan to follow up initial orientation
Evaluate the orientation program
Purposes of Performance Appraisal
Provide feedback
Distinguish between individuals to allocate rewards
Evaluate and maintain the human resource systems of the organization
Create a paper trail to document the reason for certain actions
Why performance appraisals don’t work
People dislike giving feedback
Delivery of feedback is generally poor
People don’t like receiving critical feedback
Companies don’t take advantage of the data
Steps in Developing an Appraisal System
Determine characteristics necessary for successful job performance Develop rating system Train supervisors Develop appeals mechanism Provide performance counseling Document the appraisal
Requirement for Effective Performance Appraisal
Fit with strategy Relevance to job Sensitivity Reliability Acceptability Specificity Practicality
Types of Appraisals
Trait Oriented (Executive--BAD) Behavior-oriented ratings (Where you can view staff's behavior)
Results-oriented rating method
ie Management by objectives, Productivity–good where you can’t observe ie sales associate
Threats to Appraisal Validity: Rater Errors
Varying standards Recency and primacy effects (ie last and first things) Halo and horn effects Restriction of range-- only give 2,3,4 Leniency or strictness Rater bias Contrast errors Similarity to rater Sampling error (opportunity to observe)
Other appraisal threats
Lack of implications
Influence of liking
Organizational politics
Avoidance of confrontation
Total Compensation
Monetary Awards Direct Compensation Base Pay Short-term incentives Long-term incentives Indirect Compensation Benefits Non-Monetary Awards General benefits Job enrichment Job security Perquisites
Motivation Theory
Needs
Maslow’s Needs Hierarchy
Herzberg’s Two-Factor Theory
Reinforcement
Expectations
Expectancy Theory (VIE Theory)
Agency Theory
Fairness
Equity Theory
Herzberg’s Two-Factor Theory
states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction.
Expectancy Theory (VIE Theory)
proposes that an individual will decide to behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be.[1] In essence, the motivation of the behavior selection is determined by the desirability of the outcome.
Agency Theory
The agency theory says that the principal must choose a contracting scheme that helps align the interest of the agents with the principal’s own interests–losses in productivity that may occur when the interests of owners and employees are imperfectly aligned
Equity theory
employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others
Pay Policy Decisions
Market Position (lead, match, lag)
Degree of Hierarchy (Egalitarian
Pay employees similarly across organizational levels. Hierarchical Larger pay differences across organizational levels)
At-risk pay (ie variable vs. fixed)
Non Pay-for-Performance Tools
Cost of living adjustments
Equity Adjustments
Across the board raises
All-employee benefits, services, etc.
Organization-wide functions
