Human Resources Development Flashcards
True or false: information posted on government sites is free of copyright and in the public domain
true
legal doctrine that promotes freedom of expression by permitting the unlicensed use of copyright protected works in certain circumstances
fair use doctrine
patents for inventions. last for 20 years and make up 90% of patents
utility patent
patent for a design. if issued before May 13, 2015, it lasts for 15 years. prior to that date, it lasts for fourteen years.
design patent
develop, discover, or invent new asexually reproduced plants. Lasts 20 years
plant patent
is training needed, and if so, what?
Training needs analysis (TNA)
what are the training development/goals? (ADDIE)
Objectives
who should receive training/development and methods used (ADDIE)
Selection
How should it be executed? (ADDIE)
Implementation
Was it effective? (ADDIE)
Evaluation
analysis, design, development, implementation, and evaluation
ADDIE
training done in a separate area from the actual work area
vestibule training
lengthy training and instruction under a professional that is typically used in skilled trades
apprenticeship
the knowledge transfer that occurs naturally when peers communicate and collaborate on the job
Parallel learning
hands-on training that occurs in a simulated environment, which is often virtual
simulated learning
a collective learning model in which team members study particular tasks or activities then teach those skills to the rest of the group
cooperative learning
the combination of two or more learning methods; typically, this refers to online learning mixed with in-person instruction
blended learning
a method of evaluating training programs for reaction, learning, behavior, and results
Kirkpatrick’s method of evaluating training programs
a document that captures the processes and methods used during a given project that makes recommendations for future requirements
After-action review (AAR)
the first traditional career stage, which involves identifying interests and opportunities. Performance is relatively low during this period
exploration
the second traditional career stage which involves creating a meaningful and relevant role in the organization. Performance is typically high during this period.
establishment
the third traditional career stage in which a person’s talents are being optimized. Performance may reach a plateau or begin to stagnate during this phase
maintenance
the fourth traditional career stage, in which the individual gradually begins to pull away from work. Priorities may change, and work may become less important
disengagement
the six phases of career development
assessment, investigation, preparation, commitment, retention, transition
how managers can assist in career development
coaching, counseling, mentoring, assessing
a high potential employee
HiPO
moves employees around to perform different duties as a form of job enrichment
job rotation
a system of management that includes defining expectations and accountabilities, setting performance standards and measures, and assessing results
performance management
the process and procedures used for performance management, including setting performance standards and measures, and assessing results
performance management system
define performance activities -> measure and evaluate performance -> provide feedback -> adjust or continue behavior
performance management cycle
most common in BARS method (Behaviorally Anchored Rating Scales)
behavioral
paired comparison, all employees are compared to one another at a time
comparison
all employees are graded on a bell curve, with very few at the high performance end, most employees in the middle, and a few at the low-performance end
forced distribution aka forced ranking
way of rating employee performance based on individual factors or performance rather than on the whole
factor comparisons
the manager ranks each member of a work team, from best to worst. Pros: simple, easy, clear, and useful. Cons: does not state the reasoning and leaves little room for feedback to employees.
simple ranking methods
each employee compared with every other individual employee. Pros: presents how employees working at the same level compare to one another and how they compare to the manager who organizes them. Cons: brings the shortcomings of the simple ranking system.
paired comparison method
groups employees into predefined frequencies of performance ratings. Pros: every employee fits into one predetermined category. Cons: forces employees into the distribution, which may not be true to the actual distribution in the organization.
forced distribution method
rates employees according to a statement or question about a particular aspect of an individual’s job performance. Pros: simple, dimensional, efficient with rating scales. Cons: not personalized, only general traits, behaviors/attributes.
graphic rating scale
relies on instances of especially good or especially poor performance on the part of the employee. Pros: ample feedback and assesses performance in clear behavioral terms. Cons: measures only exceptional behaviors and difficult to compare one employee to another.
critical incident method
BARS represents a combination of the graphic rating scale and the critical incident method. Pros: specific behavioral examples to reflect both good and bad behaviors. Cons: expensive, time-consuming, and the scales are rarely used in their true form.
BARS appraisal systems
developed from critical incidents but uses substantially more incidents than a BARS to define specifically all of the measures necessary for effective performance. Pros: frequency of good/poor behavior. Cons: more expensive and more time consuming than the BARS system.
BOS scale
AKA “goals based system”, depends on the extent to which individuals meet their personal performance objectives. Pros: frequently meet to stay on track. Cons: employee will mainly focus on that goal, so organization must want to encourage that behavior.
MBO system
involves multiple raters who interact with the person being reviewed.
360 feedback
reinforce good behavior, provide constructive criticism, restate and/or reset expectations, satisfy the human need everyone has to “know where I stand”. What to avoid: surprises, venting, going through the motions.
the appraisal process
entire evaluation on one characteristic. Bias is a result of the one (good or bad) characteristic’s effect.
halo effect
Evaluator has difficulty comparing employees to one another and ends up giving mostly average ratings. Also may do to avoid having to justify more positive or negative evaluations.
central tendancy
evaluator compares all candidates/employees to one individual.
contrast error
evaluators may be reticent to evaluate employees or applicants harshly, so they give better evaluations than deserved.
leniency error
focusing on a more recent event than the entire performance period.
regency effect
attempting to quantify everything even if all aspects are unquantifiable.
numbers fetish
start of MBO process -> set organizational objectives -> cascade objectives to employees -> monitor -> evaluate performance -> reward performance.
Peter Drucker’s Five Step Management by Objective Process (MBO
