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HR > lecture 7 > Flashcards

lecture 7 Flashcards

1
Q

Employee orientation

A

A procedure for providing new employees with basic background
information about the firm.

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2
Q

Purpose of orientation

A

1.Makes new employee feel at ease, and part of the team

2.Describes the organization – the big picture, past, present , future, vision , strategy

3.Explains basics background information

4.Defines expected work behavior

5.Rules and policies are often discussed

6.Socializes new employee in company’s ways, values

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3
Q

The orientation process(content)

A
  1. employee benefit info
    2.personnel policies
    3.daily routine
    4.company organization and operations
    5.safety measures and regulations
    6.facilities tour
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4
Q

the training process meaning

A

1.The process of teaching new or present employees the basic skills they need to perform their jobs, It could involve current job holder to explain the job to a new hire.

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5
Q

relationship between strategy and training

A

identifying the employee behaviors the firm will need in order to execute its strategy,

and then to deduce what skills and knowledge employees will need.

Then, put in place training goals and programs to instill these competencies.

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6
Q

The ADDIE Five-Step Training Process

A

A:Analyze the training needs

D:Design the overall training program.

D:Develop the course

I:Implement training

E:Evaluate the course’s effectiveness

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7
Q

ADDIE
analyze training needs

A

it Identifies specific performance skills needed

task analysis: to identify NEW EMPLOYEES training need

performance analysis: to identify CURRENT EMPLOYEES training need

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8
Q

task analysis meaning

A

is a detailed study of the job to determine what specific skills (like reading spreadsheets) the job requires.

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9
Q

how to make task analysis

A

1)job descriptions and job specifications
why? cause They list the job’s specific duties and skills… which are the basic reference points in determining the training required.

2)reviewing performance standards and questioning current jobholders and supervisors.

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10
Q

performance analysis meaning

A

is the process of verifying that there is a performance deficiency and determining whether the employer should correct such deficiencies through training or some other means

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11
Q

how to do performance analysis

A

Performance analysis begins with comparing the person’s actual performance to what it should be. Doing so helps to confirm that there is a performance deficiency…now how to?

by collecting:
1.Performance appraisals
2.Job related data
ex:
-productivity
-absenteeism
-quality
-customer complains
3.Observations
4.Interviews with job holder or his supervisors
5.Job knowledge tests
6.Attitude survey

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12
Q

ADDIE
design the training program

A

Design means planning the overall training program including
.Training objectives,
.Delivery methods
.Program evaluation

The design should include summaries of how you plan to set a training environment that motivates your trainees both to learn and to transfer what they learn to the job.

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13
Q

how to design the training program(p.1)

A

1) MAKE THE LEARNING USEFUL

-Provide why the material is important and provide an overview.

-Use familiar examples.

-Organize the information so you can present it logically.

-Use familiar terms and concepts.

-Use visual aids.

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14
Q

how to design the training program(p.2)

A

2) MAKE SKILLS TRANSFER OBVIOUS AND EASY
(Make it easy to transfer new skills and behavior gained from the training to the job site):

-Maximize the similarity between the training situation and the work situation.

-Provide adequate practice.

  • Direct the trainees’ attention to important aspects of the job. (For example, if you’re training a customer service rep to handle calls, explain the different type of calls he or she will encounter)
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15
Q

ADDIE
develop the course

A

Program development means actually assembling the program’s training content and materials.

Choosing the
- specific content the program will present,

-specific instructional methods (lectures, cases, Web-based etc.)

Training equipment and materials include:
(iPads, workbooks, lectures, PowerPoint slides, course activities)

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16
Q

ADDIE
implement training

A

Implement means actually provide the training using one or more of the following:

1)On the job training (OJT)

2)Apprenticeship Training

3)Informal Learning

4)Job Instruction Training (JIT)

5)Effective Lectures

6)Programmed Learning

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17
Q

On-the-Job Training (OJT)

A

Having a person learn a job by actually doing it

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18
Q

Types of On-the-Job Training

A

-Coaching/understudy
-Job rotation
-action learning

19
Q

Advantages of On-the-Job Training

A

-Inexpensive, no need for class room facility

-Learn by doing facilitates learning

-Immediate feedback

20
Q

Apprenticeship training

A

A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training.

21
Q

Informal learning

A

The majority of what employees learn on the job they learn through informal means of performing their jobs on a daily basis.

22
Q

Job instruction training (JIT)

A

-List all steps in the job

-Along each step list corresponding key points.

-What to be done , how to be done

23
Q

Effective lectures

A

Quick and simple way to present knowledge to large number

24
Q

Programmed Learning

A

Programmed learning is a step-by-step, self-learning method that consists of three parts:

  1. Presenting questions, facts, or problems to the learner
  2. Allowing the person to respond
  3. Providing feedback on the accuracy of answers, with instructions on what
    to do next
25
Q

ADDIE
evaluate effectiveness

A

Training Effects to Measure:

-Reaction of trainees to the program

-Learning that actually took place

-Behavior that changed on the job

-Results :final result that has achieved as a consequence of the training.

-If the program doesn’t produce measurable result then it has not achieved its goal

26
Q

management development

A

Any attempt to improve current or future managerial performance by imparting knowledge, changing attitudes, or increasing skills.

27
Q

mngt development consists of

A

Assessing the company strategic needs
( (to fill future executives openings; Succession Planning )

Appraising the manager’s current performance

Developing the managers and future managers

28
Q

on the job mngt development consists of

A

Job rotation
Coaching/Understudy approach
Action learning

29
Q

on the job training
Job rotation

A

Moving a trainee from department to department to broaden his or her experience and identify strong and weak points.

30
Q

on the job training
Coaching/Understudy approach

A

The trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainee’s coaching.

31
Q

on the job training
Action learning

A

Management trainees are allowed to work full-time analyzing and solving problems in other departments.

32
Q

of the job management training and development techniques

A

Case study method

Management game

Outside seminars

Behavior modeling

33
Q

of the job mngt
case study method

A

Managers are presented with a written description of an organizational problem to diagnose and solve

34
Q

off the job mngt
Management game

A

Trainees compete with one another in simulated market place

35
Q

off the job mngt
Outside seminars

A

Many companies and universities offer internet-based and traditional management development seminars and conferences.

36
Q

off the job mngt
Behavior modeling

A

Modeling: showing trainees the right way of doing something

*Role playing: having trainees practice that way
*Social reinforcement: giving feedback on the trainees’ performance.
*Transfer of learning: Encouraging trainees apply their skills on the job.

37
Q

organizational change

A

Changes in organizational behaviors and employee attitudes to move from a current state to a desired future state based upon external stimuli triggering the event

38
Q

what to change in organizational change ?

A

strategy
culture
structure
technologies
employees

39
Q

in managing org change.
the hr. role is?

A

overcoming resistance to change

organizing and leading organizational change

effectively using org. development techniques

40
Q

how to overcome resistance to change ?

A

Lewins change process
1)unfreeze
2) moving
3) refreeze

41
Q

Unfreezing Phase

A

Establish a sense of urgency regarding the need for change.

42
Q

Moving Phase

A

Create a guiding coalition of influential people.
Develop and communicate a shared vision.
Help employees to make the change.

43
Q

Refreezing Phase

A

Reinforce new ways of doing things with systemic changes. Monitor and assess progress using measurable milestones.
Example use new appraisal system

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