I.O. - Training Flashcards
Needs Analysis
-identifying training needs
Organizational analysis
*Needs analysis
Identifying:
-organizational goals
-employee performance problems
Task-job analysis
Identify
-task required to perform the job
-identify KOAS needed to succeed
Personal Analysis
*Needs analysis
Identify:
-which employees have deficiencies that require training
Demographic Analysis
*Needs analysis
Identify:
-training needs of specific groups of workers.
On-the-job training
1.job rotation
2.cross training
PRO: less costly and limit issues related to transfer of training.
CON: potential for errors, safety problems and slow down or disruption of productivity
Off-the-job training
- Behavioral modeling
- Simulation training
3.Vestibule training
PRO: control over training environment, allows for larger number of employees to be trained.
CON: costly, may not provide adequate transfer of training.
Overtraining
-decreased performance
-fatigue
-persistent muscle and joint soreness
-GI issues
-apathy
-depression
-anxiety
Kirkpatrick’s - Evaluation Model
- Reaction criteria (impressions of training)
- Learning criteria (how well trainees learned)
- Behavioral criteria (degree of job performance)
- Result criteria (effect of training on return on investment) *****
*result criteria is most informative but most likely not to be used due to cost.
- these criteria have low correlation with one another so 2 or more are used.
principle of identical elements
A. The more similar the training and work situations are, the greater the transfer of training.
Identical elements is also known as physical and psychological fidelity:
Physical fidelity :
the extent to which the physical training and work conditions are similar
Psychological fidelity:
the degree to which training addresses the KSAOs (knowledge, skills, abilities, and other characteristics) needed to perform the job satisfactorily.
Mentoring
*Support & guidance
Career function:
-prepare the mentee for career advancement
psychosocial function:
-role modeling
-offering advice
-support
*increase self-esteem and self-efficacy
Coaching
*Encourage employees to accept responsibility for own performance.
*Sustain superior performance
*treat employee as partner in working towards organizational goals.
- Coaching analysis:
-identify the conditions that contribute to the employees satisfactory and unsatisfactory performance. - Coaching Discussion:
-direct communication between the coach and employee that are aimed at helping the employee achieve and maintain optimal performance.
Distributed vs. Mass Practice
Distributed Practice:
-more effective than mass practice
-providing opportunities for learning and practice in multiple sessions with resting periods.
Mass Practice:
-providing opportunities for learning and practice in one session.
Whole-Task vs. Part-Task Training
Whole Task:
-teaching on entire task at once
*Best for task that are highly organized
Part-Task:
-dividing the task into subtask and teaching each subtask separately.
*Best for task that are highly interactional
*best approach depends on type of task
Stimulus Variability
A. Transfer of training is maximized when a variety of stimuli are used during training.
B. This includes using multiple examples of a concept and providing opportunities to practice a behavior in a variety of conditions.
