Io Flashcards
is the “systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance
Training
- the first step in developing an employee training system, The process of determining the training needs in an organization
Needs analysis
a training technique in which employees, usually in a group, are presented with a real/living or hypothetical workplace problem and are asked to propose the best solution
Case studies -
- exercise designed to place an applicant in a situation that is similar to the one that will be encountered on the job
Simulation exercises
- a training technique in which employees act out simulated roles
role-play
- training technique in which employees observe correct behavior, practice that behavior, and then receive feedback about their performance.
behavior modeling
- learning through direct experience by performing actions and observing the outcomes they experience
enactive learning
- learning by observing others’ actions
and the consequences
vicarious learning
- usually found in the craft and building trades, in which employees combine formal coursework with formal on the job training.
apprentice training
assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized that an employee’s performance is based on individual factors such as personality, skills, knowledge, experience and abilities. He stated that effort, performance and motivation are linked in a person’s motivation.
Vroom’s expectancy theory
highlights three motivators: Achievement (desire to excel), Affiliation (desire for relationships), and Power (desire to influence). Understanding these needs helps align tasks, develop leaders, and encourage teamwork.
David McClelland’s Need theory
Proposed by John Stacey Adams, it suggests that employees stay motivated when they perceive fairness between their input (effort) and output (rewards) compared to others. Perceived inequities can lead to dissatisfaction, affecting morale and productivity.
Equity theory -
managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. As a result, they think that team members need to be prompted, rewarded or punished constantly to make sure that they complete their tasks.
Theory X
by Douglas McGregor assumes that employees are self-motivated, enjoy work, and seek responsibility. It suggests that with the right environment, employees can be creative and productive.
Theory Y
by William Ouchi emphasizes a management style that blends American and Japanese practices, focusing on employee loyalty, long-term employment, participative decision-making, and a strong organizational culture to improve performance and satisfaction.
Theory Z
emphasizes that specific, challenging, and well-defined goals increase employee motivation and performance, especially when paired with feedback and commitment.
Locke’s Goal-Setting Theory
identifies two factors affecting motivation:
Hygiene Factors: External factors (salary, work conditions) that prevent dissatisfaction but don’t increase motivation.
Motivators: Internal factors (achievement, recognition) that enhance satisfaction and drive performance.
Herzberg’s Two-Factor Theory
Performance improves due to others’ high expectations.
Example: A teacher expects a student to excel, and the student performs better.
Pygmalion Effect/Rosenthal:
Performance improves due to self-confidence and high self-expectations.
Example: An employee believes they can succeed, which boosts their performance.
Galatea Effect:
When negative expectations of an individual
cause a decrease in that individual’s performance.
Golem effect
A belief or expectation (from oneself or others) that influences actions, causing the belief to come true.
Example: If a person believes they will fail, they may not prepare well, leading to failure.
Self-Fulfilling Prophecy
- the extent to which behavior learned in training will be performed on the job
Transfer of training
is the foundation of almost all human resources activities (Aamodt, 2010).
is the process of collecting information about a job in terms of its task, duties, responsibilities and knowledge, skills and abilities needed to perform a job.
Job Analysis
– it is an organized and factual statement that functions of a job.
Job title
Different duties and responsibilities
Job’s relation to other jobs within the company
Different equipment and tools
Possible working conditions and locations
Performance standards
Supervision given or received
Job Description–
–a statement which describes the minimum or acceptable human qualities and qualifications which is necessary to perform the job.
Educational attainment
Job experience
Training and seminars attended
Initiative, judgment, and cognitive processes
Skills
Emotional characteristics
Sensory demands
Job Competencies or Job Specification
it describes the job in terms of key result areas, function, roles, and competencies. It has less emphasis on specific duties and processes. It may also include the initial salary associated in the given position.
Job Profile–
Through this evaluation results the necessary and appropriate compensation can be set accordingly.
Job Evaluation–
–a conference with an available supervisor or subject matter expert that has an extensive knowledge about the job that is about to be analyzed.
Technical Conference Method
– almost similar to the questionnaire method, but the answer sheets usually contains dichotomous items such as questions answerable only by yes or no or other variations.
Check Lists
–when the job analyst consults the job holder’s daily record in detail about his/her day by day activities.
Diary Methods
– a method in which a group of job experts identifies the objectives and standards to be met by an ideal worker.
Ammerman Technique
- using a group of SMEs to rate each task statement on the frequency and the importance or criticality of the task being performed.
task analysis
–Developed at Purdue University by McCormick, Jeanneret and Mecham (1972). A test composed of 194 items which addresses the following area:
Input information
Mental Processes
Work Output
Interpersonal Relationships
Job context
Schedule, pay, responsibility
Position Analysis Questionnaire (PAQ)
–a revised version of PAQ developed by Patrick and Moore(1985). Revised and Improved content and style of items and emphasizes discriminatory powers of intellectual and decision making dimensions.
Job Structure Profile (JSP)
–designed by Fine (1955), a quick method that used by the federal government in order to analyze and compare thousands of jobs. That focuses on the amount of time incumbents spends on:
Data – information and idea within the job.
People – clients, customers, and other related jobs.
Things – machines, tools, and transportation.
Functional Job Analysis (FJA)
– developed by Banks, Jackson, Stafford, and Warr (1983) used in England with more than 400 questions covering the following categories:
Tools and Equipment
Perceptual and Physical Requirements
Mathematical Requirements
Communication Requirements
Decision Making and Responsibility
Job Components Inventory (JCI)
–translated as ergonomic job analysis procedure and addresses the relationship of the worker with the work objects. Developed by Rohmert and Landau (1983) in Germany consisting of 216 items.
Arbeitswissenschaftliches Erhebungsverfahren zur Tatigkeitsanalyse (AET)
–addresses the need for information about the occupation, worker characteristics, and economic factors such as labor demand, supply, salaries and occupational trends.
Occupational Information Network (O*NET)
–developed by John Flanagan at the University of Pitssburgh in the late 1940s. It is used to discover actual incidents of job behavior that makes the difference between successful and unsuccessful performance.
Critical Incident Techniques (CIT)
–a 33-item questionnaire developed by Lopez that identifies traits necessary to successfully perform a job.It contains five trait categories which includes:
Physical
Mental
Learned
Motivational
Social
Threshold Trait Analysis
requires job holders and job analyst to view and rate a series of abilities needed to perform a certain job.
Fleishman Job Analysis Survey (F-JAS)
–Developed by Pulakos, Arad, Donovan, and Plamondon (2000) that addresses the adaptability of a certain job holder and measures the following dimensions:
Handling emergencies or crisis situations
Handling worker stress
Solving problems creatively
Dealing with uncertain and unpredictable work situations
Learning work tasks, technologies, and procedures
Demonstrating interpersonal adaptability
Demonstrating cultural adaptability
Demonstrating physically oriented adaptability
Job Adaptability Inventory (JAI)
–developed by Raymark, Schimt, and Guion (1997) to identify different personalities that would fit to perform a certain job. It consists of 107 items and addresses 12 personality dimensions under the Big five.
Personality-Related Position Requirements Form (PPRF)
- The process of attracting employees to an organization
recruitment
- the action or fact of carefully choosing someone or something as being the best or most suitable.
selection
is any measure, beyond simple termination of discriminatory practice, adopted to correct for past or present discrimination or to prevent discrimination from recurring in the future.
(unless, it is BFOQ (Bonafide Occupational Qualification)
Affirmative Action
– also called as jobs-wanted or position-wanted ads that are placed by the applicant rather than the different organizations.
Situational Wanted Advertisement
The _____ of recruitment is based on the same advertising principles used to market products to consumers. For example, consider shopping at a local grocery store. As you push your cart through one aisle, you see a special display for potato chips, in the next aisle a display for cookies. When you get to the checkout stand, items such as the National Enquirer, candy, and batteries are conveniently placed so you can examine them while you wait in line. The idea is to get you to buy more items once you are already in the store. In employee recruitment, job vacancy notices are posted in places where customers or current employees are likely to see them: store windows, bulletin boards, restaurant placemats, and the sides of trucks
point-of-purchase method
– a series of tables based on the selection ratio, base rate, and test validity that yield information about the percentage of future employees who will be successful if a particular test is used.
Taylor-Russell Tables
– a utility method that compares the percentage of times a selection decision was accurate with the percentage of successful employees.
Proportion of Correct Decisions
–uses the base rate, test validity, and applicant percentile on a test to determine the probability of future success for that applicant.
Lawshe Tables
–a method of ascertaining the extent to which an organization will benefit from the use of a particular selection system.
Brogden-Cronbach-Gleser Utility Formula
