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Human Resources Body of Knowledge > Human Resources Development > Flashcards

Human Resources Development Flashcards

1
Q

Training Needs Analysis (SPHR scream)

3 Analysis

A

Org, Tasks, Indiv -good analysis will do these 3

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2
Q

Organizational Analysis

A

Examines the kinds of problems an ORG is experiencing and where they are located.

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3
Q

Task Analysis

A

helps to identify the training OBJs and indicates what will be the criteria to judging the effectiveness of training

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4
Q

A good task analysis identifies: 6 things

A
  1. tasks that have to be performed
  2. conditions under which they are performed
  3. description of when and how often they are performed
  4. skills and knowledge required to perform each task
  5. where this skill and KL is best acquired
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5
Q

List –Assessing Training Needs -list 9

A
  1. surveys/Questionnaire

2.

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6
Q

Principles of Training and Development:

Name the 3 learning Theories

A

classic conditioning, operant conditioning, social cognitive theory

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7
Q

Discuss the learning curves (4)

A
  1. negative accelerating, positively accelerating, S-shaped, Plateau
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8
Q

What are the 3 learning reinforcement Theories

A
  1. classical, 2 Operant Conditioning, 3. Social Cognitive Theory.
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9
Q

Andragogy

A

Facilitates Learning for Adults, adult learning process

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10
Q

Classical Condition is what Theorist

A

Paslov

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11
Q

Classical Conditioning is what and describe

A

pairing the unconditional stimulus with the conditional stimulus to get the same response. Reflective response, coming from our nervous system. Same as conditioned so if the phone rings and was freq. associated with a negative call, each ring may cause your B/p up and not want to take the call.

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12
Q

Operant Conditioning what and descriibe

A

Focuses strictly on observable behavior rather than on motives, feelings, and other internal processes. Reinforcement theory and is the BIG WIFM (what’s in it for me). The mascot for Operant conditioning, why should I-consequences positive or negative.

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13
Q

Training and Development Techniques-what is the first step in designing a training program

A

translate the training needs into behavioral OBJs.

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14
Q

Craft SMART Goals-give two examples

A

List in 5 minutes the 3 theories of learning.

Tell me in 10 minutes the different levels of learning, include a description of each level.

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15
Q

Behavioral OBJ (p. 39), describe the 3 key attributes

A
  1. OBJ uses action verbs, 2. specifies the standard of performance (number, degree, accuracy, 3. specifies the relevant constraints and time limitations.
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16
Q

Behavioral OBJ must be SMART (SMART Means)

A

specific, measurable, action-oriented, realistic, timely

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17
Q

Training Methods and Processes -list 4

A

Motor Responses, Rote Learning, Idea Learning, Value Internalization

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18
Q

Describe Value Internalization

A

Induction, feel it, deep understanding b/c of the value placed

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19
Q

On-the-Job Training Methods (PHR screams)

list (6) methods

A
  1. JIT Job-instruction training, 2. apprenticeships, 3. internships/assistantships, 4. job rotation & cross training, action learning, coaching and counseling.
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20
Q

Describe JIT

A

JIT means job- instruction training, most popular for blue collar and some white. Must do a careful analysis of the job to be performed, assessment of what the trainee knows and a training schedule. purpose of the job and step by step training demonstration by TR of job operatin.

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21
Q

Describe coaching and counseling

A

on-the-job method, —activities are critical training activities in all on-the-job trainng tech. Each technique requires systematic feed-back on performance, encouragement, and explanations (being patient) of how to perform accurately.

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22
Q

Describe benefits of On the Job training

A

used frequently b/c focus on productivity, immediate transfer of learning,

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23
Q

Off-the-Job Training (list 14)

A
  1. independent study, corporate universities, vestibule training
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24
Q

Vestibule Training -explain

A

off-the job training: based on JIT and mocks the real location, like simulation but off-the-job. i.e like a bank stage or set-up to train and practice banking.
Principles of JIT

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25
Q

ALN stands for what

A

asynchronous learning networks

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26
Q

describe ALN

A

is training at any time any where, HRCP will eventually do this, on your own.

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27
Q

computer-based training-what are the shared principles

A

operant conditioning

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28
Q

what is CBT

A

-computer based training.

building blocks of learning, linear sequencing, principles of operant conditioning

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29
Q

what is linear sequencing

A

building blocks

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30
Q

examples of on the job and off the job

A

on the job, JIT, Apprenticeships, Internships, Job Rotation & Cross Training, Action learning (project assignments and committee work).

Off-the-job: Independent study, corporate universities, vestibule training, lecture, case studies, conferences, role playing, simulations & business games, programmed group exercise, TV & Film, ALN, CBT, tele-training & e-learning, mobile, social media.

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31
Q

advantages and disadvantages of on the job and off the job training

A

on the job-immediate transfer, productivity results, no travel, disad, several distractions, good for only brief tasks,

off-the job adv. good for reasoning and complex problems, less distractions, can tarin more than one at a time. Disad, travel, folks are not productive when awa.,

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32
Q

Presenting training: execution, delivery

what environment conditons for training to be considered

A

temperature, lighting, seating, ventilation, sound and acoustics, chairs-depending on what is being taught

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33
Q

physical seating styles/set up that impact learning-list types for what you need

A
  1. notes-classroom
  2. films-theatre, but not good for notes
  3. banquet-amazing for group instruction but not for instructor and staff with some have back to them.
  4. Chevron
  5. Conference or Boardroom-engaging for staff to open up. emotions, help manage the room.
  6. u-shape
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34
Q

Discuss copyright restrictions when selecting training materials

A

x

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35
Q

4 criteria for evaluating training (p. 63)

A 
determined by the training OBJ:
reactions,
learning,
behavior,
results
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36
Q

Reactions of Learners is what

A

did they like it, survey, questionnaires, is it useful, could they follow along, understand, was it too much, language barriers, sophistication of words, too much

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37
Q

Learning evaluation examples

A

confirm transfer, practice exam, test, re-caps, what ever you can to see this person got it.
assign each of the group to deliver some of the content

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38
Q

Behavior results of training-explain how to evaluate

A

behavioral changes, questionnaire or observation

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39
Q

Results-explain how to evaluate

A

effective, productivity up quantitiative and qualitative

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40
Q

Observations have what issue or phenomenon

A

Hawthorne effect

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41
Q

Hawthorne effect-explain

A

x

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42
Q

Research Design for Evaluation; list 7

A

x

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43
Q

post test design

A

post test, after the test

x (training, tx) O 95% pass- conclusion training grt.

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44
Q

pre test, post test design

A

pre test post test (comparison)

0 (pre-test-60%) X (train) O 93%-conclude train help

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45
Q

define sensitizing effect

A

what ever happened in the pre-test may impact or traumatize in the post test.

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46
Q

Soloman four group design is what

A

highly recommended b/c it covers every scenerio

4 random groups

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47
Q

Post-test-only control group design

A

x

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48
Q

pre test post test control group

A

x

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49
Q

post test -only control group design

A

x

50
Q

Employability Training

A

Making oneself employable in the future with multiple firms in spite of dynamic economic forces and evolving job demands.

51
Q

What are the 3 strategies for enhancing ones employability

A
  1. Managing one’s identity
  2. Self-training and networking
  3. Voluntary and marginally paid work.
52
Q

Stages of Career Development/working careers model

Name 4 stages

A
  1. Exploration
  2. Establishment
  3. Maintenance
  4. decline
53
Q

Describe the 4 stages of Working Career Model

A

Exploration- completing school, job search, trying to match interests with the demands of the job.
Establishment-create a permanent position within their chosen occupation. Look for stability to establish worth and make their contributions.
Maintenance- try to protect themselves and secure their positions within the organization. Security and survival.
Decline-end of employment and enter retirement

54
Q

Professional Careers Model - 4 stages

A

Apprentice: stage 1
Independent contributor
Mentor
Sponsor

55
Q

Describe each of the professional career model stages

A

1 apprentice: stage 1
New employee under training and must learn- success depends on ability to follow direction and demonstrate dependability
2 independent contributors - demonstrates ability and follows direction move to stage 2 - success how they can initiate and make things happen as dependent contributor.
3 mentor-stage 3 involved in training and directing work of others. Evaluated on own performance and on ability to supervise others.
4 sponsor- stage 4 involved in making strategic decisions that guide the organization and shape its direction. These are the folks that are most active in shaping the mission of the organization. They accept their role in exercising power and influence and also accept responsibility for their outcomes. Their success is determined by their perceived ability to make wise and effective strategic outcomes that contribute to the success of the organization. Those over the age of 40 are expected to be performing in stage 3 or 4 or will generally suffer from a lack of social acceptance.

56
Q

What is career pathing

A

Identifying a sequence of jobs through which individuals can expect to progress toward higher levels of management.

57
Q

Define career counseling

A

Provide a broad assortment of activities to help employees manage their careers.

58
Q

Define dual ladder

A

Upward mobility in technical positions which means greater autonomy in practicing the profession.

59
Q

Define double- loop learning

A

Encourages openness of communication and feedback. People are encouraged to share ideas and identify errors and failures. Openness and candor welcome, disagreements accepted as an opportunity to improve organization effectiveness. Strategy that trains managers to change their assumptions about behavior by making them aware of the differences of what they actually do vs what they think they do.

60
Q

What is Chris Argyris model on managerial behavior

A

Presents two models
Model 1-95 percent of managers are programmed with model 1 assumptions: managers strive to attain 4 primary values: 1-achieve purpose they defined for themselves. 2-win rather than lose, 3-suppress negative feelings, 4-maximize rationality and minimize emotionality. Managers usually learn a set of behaviors to maximize their control over others . People play it safe and avoid critiquing ideas so single loop learning.
Model 2- double loop learning is openness

61
Q

Expatriate Manager

A

Manager assigned to work in a foreign country

62
Q

define culturegrams

A

Method to help expatriates gain greater cultural sensitivity that contains info about the specific country.
Dinning etiquette customary foods social introductions time ordination and dress standards are examples.

63
Q

Purpose of Cultural assimilator

A

Instruct managers about cultural differences and help them acquire and practice their new learnings.

64
Q

What does it mean to reacclimate families and employee home after they finished their assignments abroad?

A

Repatriation

65
Q

Can you explain the consequences of a new employee being under socialized, over socialized?

A

Under socialized , poor performance, rule violation, rebellious, unacceptable conduct. Over socialized, mindless conformity, lack of creativity, loss of spontaneity, dogmatic thinking.

66
Q

What is the purpose of an orientation training.

A

Disseminate information and provide direction and new knowledge.

67
Q

Can you explain characteristics of a successful orientation training?

A

What information is needed for employee immediately, basic survival knowledge, and progress to more general, but less pressing, inform., examples, working hours, words and phrases, language of work group,pay days, health and safety,elevating problems, parking, info on communication devices, Internet, social media, this begins even before employee starts with recruiting. Recruiters sell but balance with realistic job preview.negative aspects of the job should be presented factually so that they do not come as a surprise. Create initial expectations as research tells us it becomes of self- fulling prophecy if you tell them you expect big things you will get it. Tell them you expect them to be outstanding performers.

68
Q

Can you list the stages of career development , working careers model and professional careers model?

A

Working careers model: 1 exploration, 2. Establishment.
3. Maintenance 4. Decline

Professional careers model: 1. apprentice 2. Independent contributor 3. Mentor 4. Sponsor

69
Q

Can you describe the issues important in expatriate.

A

Problems of adjustment, influenced by the motivation and whether family members have a shared commitment to complete the assignment and adapt to the new culture. Prepare for living abroad, customs, culture , culturegrams, sensitivity, assimilator,modeling.

70
Q

Can you explain the issues of hierarchy of managerial skills

A

The kl and skills required to be a good manager are not the same as middle managers or first line supervisor. Top managers strategic organizational wide, supervisors tactics and technical and procedures. Middle in between Ty to look both ways. Translate broad from top to specifics for their supervisors to follow.

71
Q

Can you explain double- loop learning.

A

Trains managers to change their assumptions about behaviors by making them aware of what they actually do vs what they think they do. This encourages people to give feed- back and openness. W

72
Q

What does Performance Management mean?

A

Process of improving job performance through performance planning, performance evaluation, mentoring, and continuous feed- back.

73
Q

According to the new guidelines and standard effective performance management involves what 3 processes.

A

Goal setting, performance reviews, performance improvement plans.

74
Q

What are then4 processes recommended as a minimum for effective performance reviews.

A

Feedback should be continuous
Performance discussion should provide specifics feedback against specific gloats and expectations established at beginning of performance cycle.
Outcome of review should be acknowledged and documented by both employee and manager.
Face to face conversation min. Once a year.

75
Q

What is a performance improvement plan.

A

Persistent performance problems need a PIP that documents deficiencies and outlines what the need to improve.

76
Q

What should be included in a PIP?

A

a well written description that includes:
Describe the expected performance ( consistent with pd), employees actual performance, explanation of the discrepancy or gap, and a plan of action with dates for completion,

77
Q

What are the 5 important organizational functions that performance Evaluation programs serve?

A
  1. Guide HR decisions
  2. Reward and motivate employees
  3. Promote personal development
  4. Identify training needs
  5. Integrate HR functions
78
Q

Define calibration

A

A method to reduce Leniency or strictness bias in performance evaluations ( help eliminate rating errors) .

79
Q

what is separation in role transition process

A

when left school and started a real job, moving from one level of career. form what was to what is. Right of passage , anticipatory socialization (what will be like, am I ready)

80
Q

Initiation in role transition process

A

middle now in the right of passage, testing the new, do you have what it takes

81
Q

Assimilation in the role transition process

A

molding the expectations of new associates; fitting & becoming part of group. Reality shock—do you fit in. Jumping from one role to next there is 3 stages and the right of passage.

82
Q

Orientation Training what should be in in it?

A

design what is needed right now-WIFM, who am I working with, when do I get paid, who is my go to person is.

83
Q

Effective Orientation Program contains what (5)?

A
  1. Begin with most relevant info.
  2. Sponsors/mentors to help new employees learn the ropes.
  3. Gradually introduce employees to members of work group.
  4. Space the orientation training over a period of time rather than concentrating it in one long session.
  5. Provide both oral and written information. Oral instructions should provide general orientation info, while detailed specific should be written.
84
Q

Hierarchy of Management Skills

A

conceptual, human, technical. Double loop learning-change their behaviors. Some think that they are empowering and maybe they are micro managers.

85
Q

Expatriate Training face what special challenges?

A
  1. problems of adjustment, cross-cultural training (cultural grams, like don’t shake hands in some cultures, and cultural assimilator.
86
Q

Performance Management/Performance Eval; why do we do it?

A

Guide HR decisions, reward and motivate, promote personal develop., identify training needs, integrate human resource functions

87
Q

Intrarater reliability

A

x

88
Q

3 basic types of behavior that should be included

A

1 attracting and holding people in the ORG, dependable task accomplishment, ORG citizenship behaviors

89
Q

What should be evaluated in a performance evaluation?

A

whether to focus on outcomes (results) or behaviors.

90
Q

Rating Errors-list the major issues

A

x

91
Q

Forced distribution

A

Placing quotas on the number of individuals who can be put in each category. In some stances the distribution is constructed to force equal numbers of employee into each category. However the normal distribution ( from statistics) is a better method because it allows a larger percentage f the sample to be placed in the middle categories.

92
Q

Card stacking method is what?

A

Method to force superiors to classify employees along a normal distribution is the card stacking method. The evaluator puts 30 percent placed on top end, 30 per. on the low end, remaining 40 in the middle. The very best and the very poorest. distribution 5 categories , ten percent, 20 percent, 40 percent, 20 percent, 10 percent.

93
Q

Straight ranking means

A

Asking an evaluator to consider all members in a group and identify the best one who is then ranked number 1. Second best, third, fourth and so forth. Most natural for people to rank others.

94
Q

Alternate ranking

A

Evaluator is given the list of individuals to be ranked and alternates between the best employee and the poorest employee.

95
Q

Paired comparison means

A

Asking an evaluator to consider only two individuals at one time and to decide which one of the two is better. An employees position in the final ranking is determined by the number of times that employee is chosen over the other employees.

96
Q

Paired compariosn

A

Type of Ranking consist of asking an elevator to consider only two individuals at a time and which of the two is better. continues until each individual has been paired against every other member.

97
Q

Graphic Rating Scales

A

are used to evaluate both performance related characteristics and personality characteristics. Two steps involved: selecting and scaling characteristics.

98
Q

rated ranking

A

combines a ranking procedure and a rating process in performance evaluations.

99
Q

aptitude

A

ability to learn

100
Q

Fair use

A

copy right allows use in certain circumstances:

5 factors: purpose, nature, % used, amount, market value.

101
Q

public domain

A

copyright becomes public use:

us government, copyright expired, death of person plus 70 years, published before 1978 without notice of copyright.

102
Q

What are MBO?

A

Management by objectives

103
Q

What are the 4 focus areas for MBOs

A
  1. Predicting and shaping the future of the organization
  2. Accomplishing results rather than performing activities
  3. Improving both individual competence and organizational effectiveness
  4. Increasing the participation and involvement of employees in the affairs of the organization.
104
Q

What are the series of integrated management functions in MBOs?

A
  1. Development of clear precise organizational objectives.
  2. Formulation of coordinated individual objectives designed to achieve the overall organization objectives
  3. Systematic measurement and review of performance
  4. Taking corrective actions when needed to achieve planned objectives.
105
Q

Process where managers participate in their goal setting process and then exercise “self control” over their own profession. Monitor own goals and take corrective action when needed.

A

MBO founder Peter Drucker

106
Q

What is MBO according to founder Peter Drucker

A

Managers participate in goals and exercise self control over their own performance monitor own and tke corrective actions when necessary .

107
Q

What is the Process of MBO?

A
  1. Evaluate performance against measurable objectives, focus to achieve results.
  2. Program into organizational planning and control process.
  3. All major organizational functions and key management processes are integrated in a logical and consistent manner.
108
Q

Forced Choice

A

is a performance evaluation technique where evaluator must choose and check the one statement that is most descriptive of someone’s performance. The pairs of statements are designed where that both statements are equally favorable or equally unfavorable. But one statement is actually more descriptive of an outstanding or poor performer.

109
Q

What are the advantages and disadvantages of forced method.

A

Less Bias is evident in this method compare to other methods, allows greater objectivity, the principal disadvantage is this method takes a lot of time and skill to develop. Only tp be used where many employees performing a stable job, otherwise not justified. Also difficult to discuss with subordinates because they don’t know how the items were scored.

110
Q

Checklists

A

A weighted checklist evaluation consists of a list of behaviors that evaluators use to describe the performance of employees. Developed by a list or statements from critical incidents. Then a group of judges provide a scale from 0-10 for the statements least favorable ranked to most favorable.

111
Q

What are the advantages and disadvantages of Checklists

A

When well developed these are a good tool because the statements referred are observable behaviors rather than to subjective perceptions, most of the bias is avoided or minimized.

112
Q

Narrative Appraisal Methods-Essays

A

Essay usually describing the employees responsibility and how well they perform them. Extremely helpful for personal development because it gives specific feed-back. Disadvantage is they can not be easily compared which limits their usefulness for some personnel actions.

113
Q

Critical Incidents

A

One of the best techniques for identifying the most important dimensions of a job. simply descriptions by qualified observers of behaviors that are especially effective or ineffective. Such incidents are recorded as actual behavior accounts recorded as stories or anecdotes. They are obtained from supervisors, subordinates, peers, or anyone close to the jobs being studied.

114
Q

Describe the first step in developing a critical incidents evaluation

A

First step is to identify which categories of behaviors are related to effective job performnace. Accomplished by gathering numerous descriptions of effectve and ineffective behaviors usually from supervisors. The content analyzed, and the incidents are abstracted or reduced to a smaller number of behavioral categories.

115
Q

Describe the second step in critical incidents evalutaion

A

Once the first step of identifying which categories of behaviors are related to effective job performance, then give each evaluator a list of general categories to use in evaluating performance. Then the evaluator is expected to record any positive or negative incidents that occur pertaining to the general categories.

116
Q

free-form essay

A

tricky now not the Essay appraisal method. This is when the evaluator is expected to record any positive or negative critical incident in each category on an evaluation appraisal that will go in the employees record.

117
Q

What are the advantages of the free-form essay and/or critical incidents method

A

one of the best techniques for identifying the most important dimensions in the job. The information can be very helpful in coaching and developing subordinates. It also can aid in developing year-end appraisals that accurately reflect in individual’s performance for the entire year

118
Q

Behaviorally-Based Appraisal Methods: MBO, BARS, BOS

A

Driven by management theory and practice have increasingly focused on greater accountability through results-oriented approach to performance. Less emphasis is placed on activities that employees ought to perform but more on results expected of employees.

119
Q

What is MBO

A

Management by Objectives-proactive managing rather than a reactive way.

120
Q

What are the 4 main characteristics that MBO has focus?

A
  1. predicting and shaping the future of the ORGanization by developing s

Human Resources Body of Knowledge (7 decks)

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