I/O review 1 Flashcards
Training Methods
On the job training-watch and learn Job Rotation-rotate between jobs (mangers) Cross-Training- teach employee how to perform essential tasks of another job (usually union, factory) Off job training- lectures, simulation, behavior modeling
Training Methods positive and negative
+ less costly, alleviates problems w/ job transfer - potential for error, decrease shadow or disruption of productivity
Mentoring
a) Career function -mentor states and organizations -mentor mentee w/behaviors for advancement (sponsor) b) Psychosocial Functions -bond between mentor & mentee -engaging in behaviors to promote growth
Coaching
-encourages employee to be responsible achieve and sustain goals treat as partners
Coaching activities
a) coaching analysis -identify employee satisfactory/unsatisfactory performance b) coaching discussion -direct communication mentee/coach to max performance
Coaching vs Mentoring
Coaching Mentoring -task oriented Relationship -decrease performance focus career focus -decrease shorter duration longer -needs of employee/job needs employee only
Performance coaching
help on all levels of job requirement
Executive coaching
leadership to achieve short/long term goals
Team coaching
improve ability of team to achieve goals
Factors that affect learning
- Massed(speed)
- Distributed -more effective learning all in one session -multiple learning sessions
Overlearning
learning beyond mastery recalled without thinking important when errors have big consequence
Overtrainining
symptoms- physical and psychological when athlete over trains include a decrease in performance, tired, continuous muscle pain, soreness, GI issues, apathy (lack of interest) depression, anxiety
Factors that affect the transfer of training
Identical elements aka physical & psychological fidelity -stimulus variability (variety of stimulus) -support-offer training support
Formative Evaluation
FORMED-development & improvement -needs assessment, determine needs & how to meet -evaluability assessment, evaluate the effectiveness -process evaluation, how a program is implemented&planned
Summative Evaluation
SUMMARY-results of program and goals -outcome evaluation, did program achieve its goals -input evaluation, find intended/unintended effects -economic evaluation, cost-effectiveness/benefit of program
Confirmative Evaluation
CONFIRM- done lonnnnnnnnnnng after training confirm utility of training
Meta-Evaluation
Ongoing during & after formative and summative & confirmative -purposeful for assessing reliability/validity
Job Maturity
Hersey & Blanchard-employee “readiness” “think I am ready for a Hershey kiss” willingness & motivation to do the job ex. maturity level how lucy/ethel handled job at hersey factory
Situational Leadership Model
Hershey & Blanchard Telling-not willing, & not able (LEAST READY) ex you need to be told to screen for suicide Selling-not able but willing (i.e. motivated) ex reminded notes can/b subpoenanaed follow my my way Participating-able but not willing (i.e. not motivated) ex we are good on staff, lets make a flextime plan 4u Delegating-able and willing (i.e. motivated)(MOST READY) ex. boss already knows you stay on top of your tasks and work hard
Rational Economic Model of Decision Making
AKA Classical/Traditional Approach-AKA Optimizing Style/Principle (Harrison) look at all of the options before choosing “optimal”
Bounded Rationality
aka Administrative Model of Decision Making aka Behavioral Approach aka Satisficing Style/Principle (SIMON) -Satisficing-first good option TAKE IT -used 4 ambiguous unclear problems “ain’t nobody got time for that”
Foundation for Leadership
Theories X,Y and Z (McGregor) combines scientific with human relations -Theory X-people r lazy need threats&coercion 2 work -Theory Y-w/right conditions people will work hard and seek increase responsibility and challenge -Theory Z- workers seek ways to participate in management, motivated by teamwork and share responsibility
Leadership power (Who) and position, personal, incremental, compliance
French and Raven reward, coervice & legitmate are position power referent & expert are personal power referent & expert are incremental power reward & legitimate are compliance
5 types of leadership power
legitimate-formal right to make demands (boss’ boss) referent-worthiness, right2respoect (admire) expert-superior knowledge or skill reward-ability to compensate for compliance coercieve-ability to punish 4 noncompliance most - associated w/satisfaction
