Exam 2 Flashcards
what are the 3 types of training methods?
On-the-job training, classroom training, self-paced training
what are the 2 types of on-the-job training techniques?
job instruction and job rotation
what are the 5 types of classroom training techniques?
lecture, discussion, audiovisual, experiential, computer-based
what are the 2 types of self-paced training techniques?
paper-based and computer-based
what are the 4 steps in the training evaluation process?
select evaluation criteria
determine evaluation design
conduct evaluation of program
interpret results
4 levels of the Kirkpatrick Model
1) Reaction- Trainees perspective
2) Learning- Did they learn the intended objectives?
3) Behavior- Did they use the learned training on their job?
4) Results- Has the training improved organizational effectiveness?
What are the 5 methods of evaluating training?
1) Interview
2) Questionnaire
3) Direct Observation
4) Written tests and simulations
5) Archival Performance Data
2 problems with self-reliance data
1) socially desirable responses- what does my boss want me to say?
2) response shift- doesn’t want to admit they learned something because they said they wouldn’t
5 types of training costs
Direct, Indirect, Overhead, Compensation, Development
Cost-benefit analysis
comparing training costs to non monetary benefits from training (ex. better attitudes, increased safety)
Cost-effectiveness analysis
compares monetary costs to monetary benefits of training (ex. increased profits, waste reduction)
Return on Investment (ROI)
Return/Investment or Benefits/Training costs
Schien’s 3 dimensions of roles
1) Inclusionary (social dimension)- probationary status, permanent status
2) Functional (task dimension)- sales, engineering
3) Hierarchical (rank dimension)- line employee, supervisor, manager)
3 perceptions of roles
1) role overload- job design/analysis wasn’t thorough enough so employee feels overwhelmed
2) role conflict- employee receives mixed messages about expectations
3) role ambiguity- role is unclear
3 stages of socialization
1) anticipatory socialization- person is about to enter the organization
2) encounter- makes a formal commitment to accept the position and join organization
3) change and acquisition - new employees accept the norms, master the tasks, & resolve any role conflicts
skills gap
difference between skill requirements of available jobs and skills of applicants
skills gap causes (3)
1) skill level of high school and college grads
2) increase in non-english speaking immigrants
3) increased sophistication of jobs
workplace competencies
1) basic skills/literacy education
2) technical training
3) interpersonal
Workforce Investment Act (WIA)
consolidation of over 70 federal education and training programs into block grants
WIA funding streams
youth, adults, displaced workers
Worker Adjustment & Retraining Notification (WARN)
gives employees notification of services available to them after a major layoff or shutdown to transition and find another job
OSHA
Occupational Safety and Health Administration
OSHA functions
1) establish safety standards
2) conduct safety inspections
3) cite violations (can mandate training and levy fines, shutdown operations)
OSHA regulations
1) establish written hazard-communications policy
2) establish procedures for obtaining material safety date sheets (MSDS) from manufacturers
3) create notebooks containing MSDS and make them accessible to employees
4) label hazardous materials and state the effects of such materials
5) provide orientation for new employees and ongoing training for other employees
6) prepare a safety manual
Total Quality Management (TQM)
A set of principles and practices aimed at continually improving organizational effectiveness and efficiency
3 types of quality training
product, service, and customer
Casual Attribution Theory
describes the process by which people assign causes to their own and others’ behavior
Casual attribution theory causes
within employee- effort and ability
in the situation- task difficulty and luck
Fundamental attribution error
tendency to over attribute a behavior to cause within a person rather than to a situation
Coaching analysis
process of analyzing the factors that contribute to unsatisfactory performance and deciding on the appropriate response to improve performance;
based on the assumption that poor performance can have multiple causes
2 approaches to coaching discussions
1) Kinlaw Process
2) Fournies Process
3 steps in Kinlaw Process
1) confronting or presenting
2) using reactions to develop information
3) resolving or resolution
5 steps in the Fournies Process
1) get the employee’s agreement that a problem exists
2) mutually discuss alternative solutions to the problem
3) mutually agree on actions to be taken to solve the problem
4) follow up to measure results
5) recognize achievements when they occur
6 skills for effective face-to-face communication
1) basic attending skills to help involve the employee in discussion
2) feedback
3) paraphrasing
4) reflection of feeling reinforces the employee for expressing feelings and encourages open communication
5) open and closed questions to support your purpose
6) focusing helps identify potential areas of organizational difficulty and ways to deal with each
Role of manager/supervisor when coaching
1) bears primary responsibility for coaching
2) coaching most often occurs within the context of an ongoing relationship between employee and supervisor
3) one of the primary roles of managers and supervisors in team-based organizations
Role of T&D professional
1) providing training in the coaching process
2) ensuring that the coaches have the interpersonal skills needed to be effective
Types of deviant workplace behavior (4)
1) production deviance- leaving early, intentionally working slowly
2) property deviance- sabotaging equipment
3) political deviance- showing favoritism, blaming or gossiping about others
4) personal aggression- sexual harassment
3 types of motivational approaches
1) goal setting
2) job redesign
3) employee participation (participative management)
