Midterm Flashcards
It is a planned learning experience intended to enhance the competence, expertise, aptitude, and performance of an individual in his or her current job
Training
It is a planned learning experience designed to enhance and improve competencies of an individual for a possible future task.
development
STEPS IN TRAINING
- Analyze Training Task
- Develop Training Objectives 3. Organize Training Content
- Determine Training Methods 5. Select Training Method
- Complete Training Plan
- Deliver Training
- Assess Training
It is the highly used technique for training non- managerial employees. It is assumed to be a means of educating and familiarizing trainees with the work climate they will ultimately become part of. During the training, the trainees get hands-on experience of the work situation with guidance from their supervisors or other trainers who act as mentors. It gives rise to a powerful workforce and offers employers a better comprehension of their employees, competency base. It make use of tools and other training materials readily available in the work area.
On the Job Training
This is an expansion of the on-the-job training. Generally, this type of training is afforded to technical people like the mechanics, electricians, welders, carpenters, etc. who work under the tutoring of a specialist in each type of job. It is somewhat challenging, yet very fulfilling in the sense that aside from earning an income, the apprentice can also gain added qualifications and learn more skills that may meet local and/or international standards. By having this, a company is assured that its workforce possess the technical skills and qualifications it needs. This, in effect, increases efficiency and enhances competitive edge toward a secured future for the company.
Apprenticeship Training
It is commonly used when a big audience must be taught. Regular classroom instructions last for several hours or could run for several weeks. Some may have more than twenty participants who possess varied levels of knowledge and competencies; however, class size may not necessarily be a significant factor when the aim of the training is the acquisition of additional competencies. Various training techniques such as video and power point presentation maybe used. This method could be costly because of certain expenditures for space rentals or travel allowances. If it is necessary and needed, the company has two choices, whether to get an in-house trainer or outsource one. When deciding which option to take, the company should seriously deliberate who has the proficiency to deliver the instructions and who can provide the best presentation.
Classroom Training
This method of training does not need the intervention of a trainer. Sets of questions and problems are given to the trainees who are requested to read each set of problem and provide the corresponding answers. Feedback as to correctness of the answers is communicated after each response. This method of training involves presentation of questions, facts, or problems to the trainees. If the answer is right, it is communicated immediately, then trainee proceeds to the next step. However, if the answer is wrong, explanation is given, and the trainee is given the chance to retry.
Programmed Instruction
Almost all of us have gone through a training program that utilizes audiovisual equipment, whether in lectures, slide presentation or discussions. This kind of training is prevalent in the corporate world, and as a matter of fact, in almost all places that education is needed. Have highly progressed since the earliest times of the chalk and board. Companies are presently embracing new ways of delivering trainings through the use of both audio and visual aids such as computers, laptops, and other more advanced technology that will significantly contribute to a more engaging and interactive presentation. Other effective forms this techniques are teleconferencing and videoconferencing. Firms can utilize this method to share knowledge to trainees in various sites thus, allowing them to interact with one another.
Audiovisual Method
It is used as a method to coach trainees about the skills needed in a real-life situation. It gives a realistic experience and is extensively used in the corporate world. The term simulation implies an imitation of a real-life process oftentimes via an electronic gadget. Companies involved in highrisk activities use simulation training to facilitate realistic outcomes free from harm, at the same time avoiding adverse consequences. Types of simulation training include those in the aviation, military, and shipping industries or those in the clinical practice.
Simulation Method
EXECUTIVE DEVELOPMENT PROGRAMS
- Symposium, Conferences, Workshops
- Case Study Method
- Management Games
- Role Play
It is an official gathering where attendees are specialists and experts in their own field of discipline. During this, these people introduce and communicate their viewpoints or perspectives on a selected subject matter.
Symposium
It refers to a meeting where attendees share their ideas and thoughts on several business issues. All activities are pre-arranged and include deliberation and dialogue among the participants on certain corporate matters.
Conference
It includes all the basic components of a seminar, except that the bigger part is engaged on “hands-on- experience.”
workshop
It can be utilized to enhance decision-making skills, boost team spirit, improve communication and social skills, and reinforce the analytic skills of trainees. The objective of this method is to let trainees learn known theories and philosophies and discover new ones. In the case study method, the trainees are handed with some written notes showing some complicated information about a real- life or fictional organization. A sequence of discussion questions appear at the end of the case for trainees to analyze and ultimately come up with workable solutions to the case on hand. After this time, the trainees meet with the trainer to present the solution and wrap up the session.
Case study method
It help make training more conversational, pleasurable, and engaging with a great deal of knowledge to bring back to the work area. However, it must be noted that games must not be taken as a mere play because there are plenty of justifications for doing so, such as:
- It stirs real-life situations of what the game is trying to communicate, and,
- It is definitely entertaining and loaded with experiential learning in just a short span of time.
Management Games
It is a type of an executive development method in which every trainee is given a function to accomplish. Each is provided specific explanation of the task, issues on hand, purpose, duties, responsibilities, feelings, and emotions that they may face. For instance, a situation could be a conflict among employees, grievance handling, or issues on leadership style, etc. Once the participants are familiar with their roles, they act out the assigned role by interacting with one another. Role play aids in creating stimulating communication skills, and its effect on others.
Role play
Planning and Choosing a Development Approach
- Assessment Centers
- Psychological Testing
- Performance Appraisal
- Employees are sent to assessment centers to take examination covering personality tests, communication skills, personal inventory assessments, benchmarking and other examinations.
Assessment Centers
- Pencil and paper tests have been used for years to determine employees’ development potentials and needs. Intelligence tests, verbal and mechanical reasoning tests can furnish useful information about factors of motivation, reasoning, abilities, leadership styles, interpersonal response traits and job preferences.
Psychological Testing
- Performance appraisal that measures the employees’ potential when done properly could be a good source of development information. Observable and measurable output, attitude and behavior data on productivity, employee relations, job knowledge, and leadership behavior are important source of employee information. These are usually available in the personnel file.
Performance Appraisal
It is a staple part of the human resource management function by which the past or current job of an employee is reviewed, evaluated, and eventually kept on file as evidence to support management’s future actions and decisions. It consists of regular reviews of employee job performance and productivity in relation to certain pre-established criteria and organizational goals.
Typically, performance appraisal is conducted annually or every six months or maybe every quarter, or in a shorter cycle such as weekly or bi-weekly
Employee Performance Appraisal
The Purposes of Performance Appraisal
- As an administrative tool
- As a development-oriented tool
Performance appraisal or performance review is relevant to other HR roles specifically in promotions, demotions, and re-assignments. It is also essential to human resource planning especially in anticipating the changing needs relating to the acquisition and placement of employees. Above all, results of the performance appraisals are used to synchronize practically all HRM practices like designing training programs and helping assess pay rates.
As an administrative tool
Performance review is seen helpful in feed backing performance evaluation results, pinpointing employees’ strengths and weaknesses, and acknowledging their training needs. From here, organizations can already envision opportunities to take advantage of the strong points of employees and at the same time correct their weaknesses. Without regard to the employee’s level of performance, the appraisal system gives employers and employees the chance to deliberate ways to capitalize on their strengths, remove probable deficiencies, point out difficulties, and create new goals and objectives for attaining high level of performance.
As a development-oriented tool
Evaluating Employee Performance
- Managers and Department Heads
- Self-Appraisal
- Subordinate appraisal
- Peer appraisal
- 360-degree assessment
This has been the customary way of employee evaluation. In this approach, the managers or department heads rate the level of an employee’s performance based on certain traits and shortcomings of the employee. Then, the manager-rater communicates the results to the employee after which both discuss improvements. Providing feedback on results must be immediate.
Managers and Department Heads
This method is otherwise referred to as self-evaluation. It is done by the employee himself who fills up an appraisal instrument to assess his or her own job performance. Then, a feedback session transpires between the manager and the employee, focusing on performance goals and career development plans.
Self-Appraisal
This is a form of appraisal done by a subordinate to his supervisor. This is also referred to as upward appraisal. This method has been practiced by most companies to provide managers an idea on how subordinates perceive their leadership style, as well as their interpersonal and conceptual skills. Nevertheless, to avoid possible complications, subordinate appraisal shall be handed in anonymously.
Subordinate appraisal
This method is done by an employee to another employee. In peer appraisal, fellow workers complete the evaluation form then submit to the supervisor as basis for final appraisal. Although this method is seen as an exact way of determining worker behavior, there is a risk that those receiving low ratings might retaliate against their peers.
Peer appraisal
This appraisal technique gathers feedback from peers, colleagues, and supervisors. It may also involve gathering different points of view from outside sources such as the customers, investors, suppliers, and other stakeholders who are directly communicating and interacting with the employee.
360-degree Assessment
PERFORMANCE APPRAISAL METHODS
Character-traits method
Behavior-based method
Output-based method
Character-trait method
- Graphic Rating scale
- Mixed standard rating scale
- Forced choice method
- Written report method
- The graphic rating scale method evaluates the extent to which an individual possess certain traits or behavior that are useful in achieving outstanding performance. The ratings should conform to the scale which describes the trait or behavior being appraised. For example, “Teaching Strategy” rating scale should be “Excellent, Very Good, Good, Fair and Poor” rather than rating it “Very High Extent, High Extent, Moderate Extent, Slight Extent, Very Least Extent.”
At the bottom of the rating scale is a “remarks” section to describe the behavior corresponding to the scale. The remarks increase the correctness of the evaluation because they compel the evaluator to say something about the observed behavior. Additionally, the remarks could be the bases for discussion during an interview feedback
The Graphic Rating Scale
- This method is a newer version of the graphic rating scale. In contrast with other rating scales, the evaluator is furnished with performance dimensions showing outstanding, average, and bad performance. Descriptive statements in a mixed standard are randomly combined, thus reducing rater biases by making it less obvious which item reflects best or worst performance
Mixed Standard Rating Scale
- This is a form of appraisal in which the evaluator is provided with questions in multiple choice format, from which he is required to choose a single option in rating the employees. The list of questions include only favorable or unfavorable behaviors to choose from. This will direct the evaluator to a position in which he is “forced” to describe the performance as either favorable or unfavorable.
Forced Choice Method
- This is also known as the essay method. Here, the evaluator prepares a written report that details the employee’s strengths and weaknesses in essay form and ultimately offers recommendations for improvement.
Written Report Method
Behavior-based method
- Critical Incident Appraisal Method
- Behavioral Checklist Method
- Behaviorally Anchored Rating Scale
In this method, the manager keeps a record of exceptionally good and unacceptable employee behaviors. An example of exceptionally good behavior is when an employee is being courteous and respectful to his fellow employees, his manager and to the customers. An undesirable and unacceptable critical incident happens when an employee is habitually late for work and has too many excuses. The incidents gathered and logged by the manager are useful guides in completing the performance rating of the employee.
Critical Incident Appraisal Method
- From old times, this method has been used by evaluators to rate behavioral aspects that are relevant to the employee’s job. It is done by putting a check mark on the statement describing the employee’s behavior, as shown in the appraisal form.
Behavioral Checklist Method
- This is a type of appraisal technique whose rating scales are behaviorally anchored on a sequence of statements that are descriptive of the employee’s behavior. It is done by listing all areas of relevant performance behavior and recorded by the manager/evaluator.
Behaviorally Anchored Rating Scale
Output-based method
1.Production-Based
2. Management By Objectives
Performance Evaluation Errors
- Halo Effect
- Horn Error
- Central Tendency
- Strictness/Leniency
- Bias
This error occurs when a supervisor gives an all-positive rating on the basis of one or more traits and characteristics of an employee although the performance is below standard, thus ignoring certain negative traits.
Halo Effect
As opposed to halo effect, this error occurs when a supervisor sees only a particular negative trait of an employee and gives the employee a low rating on all areas of his performance.
Horn Error
It is rating the performance of all or almost all employees as average, notwithstanding the level of performance of the employees. This is done to avoid possible conflict between the supervisor and employees.
Central Tendency
This error occurs when a supervisor rates employee performance as either too low or too high.
Strictness/Leniency
The likelihood that the supervisor negatively rates employee performance on the basis of age, sex, race, and other personal characteristics.
Bias
