Module 7: Human Resource Development and Human Resource Management Flashcards
1
Q
What are the differences between the Human Resources Management and Human Resources Development?
A
HRM
+ process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns
+ focused on the present needs of the organization and its members
HRD
+ refers to an assortment of training programs that help adjust people to their new roles and learn more about the organization and its culture
+ specifically deals with training and development of the employees in the organization
+ includes training a person after he/she is first hired, providing opportunities to learn new skills, etc.
+ employees develop their personal and organizational skills, knowledge, and abilities
+ focused on the future needs of the organization and its members
2
Q
What does the HRM and HRD have in common?
A
+ both are beneficial for the organization and the employees for the productivity
+ some activities overlap: appraisal/training
3
Q
What are the differences between the HRD and Organizational Development?
A
HRD
+ mainly concerned with the training and overall development of employees
+ this also includes performance appraisal of each employee
Organizational Development
+ planned, organization-wide effort to increase organizational effectiveness through behavioral science knowledge and technology
4
Q
What are the differences between HRD and Employee Training?
A
HRD
+ refers to various activities that helps people to adjust to the organization/workplace and its culture
+ deals, not only with the training, but also the development of their employees overall
+ includes training a person after he/she is first hired, providing opportunities to learn new skills, etc.
+ focused on the future needs of the organization and its members
Employee Training
+ provides learners with knowledge and skills needed for their present job
+ training only
5
Q
Activities Involved in HR Development
A
- Training and Development (T&D)
- Career Path
- Career Planning
- Performance Appraisal
- Performance Management
- Turnover
- Job Withdrawal
- Promotions
- Transfer
- Dismissal
6
Q
Training and Development (T&D)
A
heart of a continuous effort designed to improve employee competency and organizational performance
7
Q
What does training and development include?
A
Includes training, career development, organizational development, and organizational learning
8
Q
Training
A
provides learners with knowledge and skills needed for their present job
9
Q
Development
A
+ involves learning that goes beyond today’s job and has a more long-term focus
+ prepares employees to keep pace with the organization as it changes and grows
10
Q
What are some strategic benefits of Training & Development?
A
- Employee satisfaction
- Improved morale
- Higher retention
- Lower turnover
- Improved hiring
11
Q
What are the steps of training & development?
A
- Determining specific training and development needs
- Establish specific T&D objectives
- Select T&D methods and delivery systems
- Implement T&D Programs
- Evaluate T&D Programs
12
Q
STEP 1: Determining Specific Training and Development needs
A
Analyzing training needs
13
Q
What are the different types of analyses used to identify specific training and developmental needs?
A
- Organizational Analysis
- Task Analysis
- Person Analysis
14
Q
Organizational Analysis
A
determine those organization factors that either facilitate or inhibit training effectiveness
15
Q
What is organizational analysis focused on?
A
focus on the goals the organization wants to achieve, the extent to which training will achieve those goals, the organization’s ability to conduct training, and the extent to which employees are willing and able to be trained
16
Q
When does training become effective?
A
training will only be effective if the organization is willing to provide supportive climate for training, it can afford an effective program, employees want to learn, and the goals of a program are consistent with those of the organization
17
Q
Task Analysis
A
+ use of the job analysis to identify the tasks performed by each employee, the condition under which these tasks are performed, and the competencies needed to perform the tasks under identified conditions
+ interviews, observations, task inventories
18
Q
Person Analysis
A
+ determining which employees needs training and which areas
+ not every employee needs further training for every tasks performed
19
Q
What is person analysis based on?
A
based on performance appraisal scores, surveys, interviews, skill and knowledge tests, and critical incidents
20
Q
STEP 2: Establish Specific T&D Objectives
A
must have clear and concise objectives and be developed to achieved organizational goals, designing the overall training program
21
Q
What is part of establishing the T&D objectives?
A
Includes designing the training program by
setting learning objectives, creating a motivational learning environment, making the learning meaningful, making skill transfer obvious and easy, reinforcement, and ensure the transfer of learning
22
Q
STEP 3: Select T&D Methods and Delivery Systems
A
developing the course
23
Q
What are the different training methods?
A
- Classroom Method
- E-Learning
- Case Study
- Behavior Modeling & Tweeting
- Simulation
- Role Playing
- Training Games
- In-Basket Training
- On-the-Job Training
- Apprenticeship
- Team Training
- Coaching
- Mentoring
24
Q
Classroom Method
Training Methods
A
+ instructor physically stands in front of students
+ instructors may convey a great deal of information in a relatively short time
+ common training method
25
Examples of Classroom Method
seminar, lecture, workshop
26
E-Learning
| Training Methods
online instruction using technology-based methods such as DVDs, company intranets, and the internet
27
Case Study
| Training Methods
trainees study the information provided in the case and make decisions based on it
28
What does a case study training method provide trainees?
provide trainees with the opportunity to sharpen critical thinking skills
29
Behavior Modeling and Tweeting
| Training Methods
+ permits a person to learn by copying or replicating the behavior of others
+ ideal behavior rather than the behavior they might normally perform
30
Simulation
| Training Methods
allow the trainee to practice newly learned skills and work with equipment under actual working conditions
31
Role Playing
| Training Methods
+ participants are required to respond to
specific problems they may encounter in their jobs by acting out real-world situations
+ learning by doing the task
+ perform necessary interpersonal skills by acting out simulated roles
+ practice what is being taught
32
Training Games
| Training Methods
games are cost effect means to encourage learner involvement and stimulate interest
in the topic, thereby enhancing employees’ knowledge and performance
33
Business Games
| Type of Training Game
permits participants to assume roles such as president, controller, or marketing vice
president of two or more hypothetical orgs and compete against each other
34
In-Basket Training
| Training Methods
asked to establish priorities for and then handle a number of business papers, e-mails, tests, memoranda, reports, and telephone messages, that would typically cross a manager’s desk
35
On-The-Job Training
| Training Methods
+ informal T&D that permits an employee to learn job tasks by actually performing
them
+ to transfer knowledge from highly skills experienced worker to a new employee, while maintaining the productivity of both workers
36
Apprenticeship
| Training Methods
combines classroom method with OJT
37
Team Training
| Training Method
focuses on imparting knowledge and skills on individuals who are expected to work collectively toward meeting common objective
38
What are the different types of team training?
1. Team Coordination Training
2. Cross-Training
39
Team Coordination Training
| Team Training
educates team members how to orchestrate the work they do to complete the tasks
40
Cross-Training
| Team Training
educates team members about the other members’ jobs so that they may perform them when a team member is absent, which could raise flexibility, communication, morale, and interdepartmental relations
41
Coaching
| Training Method
takes in two forms: experienced
employees and professional coaches
42
Mentoring
| Training Method
a veteran in the organization takes special interest in a new employee and helps him not only to adjust to the job but also in the organization
43
Delivery Systems (for Training)
1. Corporate University
2. College and Universities
3. Online Higher Education
4. Vestibule System
5. Video Media
6. Simulators
7. Social Networking
44
Corporate University
| Delivery Systems (for training)
provided under the umbrella of the organization
45
College and Universities
| Delivery Systems (for training)
primary delivery system for training professional, technical, and management employees
46
Online Higher Education
| Delivery Systems (for training)
formal educational opportunities including degree and training programs that are delivered, either entirely or partially, saves employees time because it reduces their need to commute to school
47
Vestibule System
| Delivery Systems (for training)
takes place away from the production area on equipment that closely resembles equipment actually used on the job
48
Video Media
| Delivery Systems (of Training)
cds, DVDs
49
Simulators
| Delivery Systems (of Training)
comprised of devices or programs that replicate actual job demands
50
STEP 4: Implement T&D Programs
+ a perfectly conceived program will fail if management cannot convince participants of its merits
+ Thus, participants must believe that the program has value and will help them achieve their personal and professional goals
51
Factors in the Evaluation of T&D Programs
1. Reactions
2. Learning
3. Behavior Change
4. Organizational Results
52
Reactions
the extent to which the trainees liked the
training program related to its usefulness, and quality of conduct
53
Learning
the extent to which the principles, facts and techniques were understood and retained in memory by the employee
54
Behavior Change
changes in job-related behaviors or performance that can be attributed to training
55
Transfer of Training
| Behavior Change
the extent to which an employee generalizes knowledge and skill learned in training to the workplace, as well as maintains the level of skill proficiency or knowledge learned in training
56
Organizational Results
+ refer to such outcomes as enhanced productivity, lower costs, and higher product or service quality
+ ROI is an important results criterion
57
Benchmarking
| Organizational Results
process of monitoring and measuring a firm’s internal processes, such as operations, and then compare the data with information from companies that excel in those areas
58
Factors influencing T&D
1. Top Management Support
2. Shortage of Skilled Workers
3. Technological Advances
4. Global Complexity
5. Leaning Styles
59
Orientation (On-Boarding)
+ inform new employees about the company, the job, and the work group
+ it also familiarizes them with the corporate culture and helps them to quickly become productive
+ Employee Handbook
60
Career
general course that a person chooses to pursue throughout his working life
61
Career Path
a flexible line of movement through which a person may travel during his or her work life
62
Types of Career Paths
1. Traditional Career Path
2. Network Career Path
3. Lateral Skill Path
4. Dual-Career Path
5. Adding Value to Your Career
6. Demotion
7. Free Agents
63
Traditional Career Path
employee progresses vertically upward in the organization
64
Network Career Path
+ contains both vertical sequence of jobs and series of horizontal opportunities
+ recognizes the interchangeability of experience at certain levels and the need to broaden experience at one level before promotion to a higher level
65
Lateral Skill Path
+ allows for lateral moves within the firm, taken to permit an employee to become revitalized and find new challenges
+ learning a different job, an employee can increase his or her value to the organization and also become rejuvenated and re-energized
+ job enlargement, job enrichment
66
Dual-Career Path
+ recognizes that technical specialists can and should be allowed to contribute their expertise to a company without having to become managers
+ advises without entering the management due to specialization to a certain knowledge
67
Adding Value to Your Career
an individual’s knowledge must be ever expanding, and continual personal development is a necessity
68
Demotion
process of moving a worker to a lower level of duties and responsibilities, typically involves a reduction in pay
69
Free Agents
people who take change of all or part of their careers by being their own bosses or by working for others in ways that fit their particular needs or wants
70
Career Management
process of enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively
71
Career Development
+ formal approach used by the organization to ensure that people with proper qualifications and experiences are available when needed
+ lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment
72
What must Career Development parallel?
must closely parallel individual career
planning if a firm is to retain its best and
brightest workers
73
What are two types of career development?
1. Formal
2. Informal
74
Formal Career Development
includes short-term training programs,
education, certifications, workshops, or seminars that can help build skills sets for a particular job or industry
75
Informal Career Development
includes mentorship opportunities, networking events, online courses, internships, and volunteering experiences
76
Manager/Employee Self-Service
providing managers with the online ability to assist employees in planning their career paths and developing required competencies
77
Discussions with Knowledgeable Individuals
such as HR, psychologists, counselors etc.
78
Company Material
tailors to the firm’s special needs
79
Workshops
employees define and match their specific career objectives with the needs of the company
80
Career Planning
+ on-going process whereby an individual sets career goals and identifies the means to achieve them
+ Self-Assessment, Formal Assessment
81
Management Development
+ consists of all learning experiences provided by an organization resulting in upgrading skills and knowledge required in current and future managers
+ any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills
82
Succession Planning
| Management Development
involves developing workforce plans for the company’s top positions
83
Mentoring
| Management Development
approach to advising, coaching, and nurturing for creating a practical relationship to enhance individual career, personal, and professional growth and development
84
Coaching
| Management Development
responsibility of the immediate boss, who provides assistance, but the primary focus is about performance
85
Reverse Mentoring
| Management Development
process in which older employees learn from younger ones
86
Program Manager
+ supervisees long-term strategies that consists of multiple smaller projects
+ program strategy
+ long-term
+ implement strategies, oversee collaboration, and define success metrics
+ measured by the success of program strategies, ROI, and company-wide objectives
87
Project Manager
+ supervisees individual projects that meet program objectives
+ work coordination
+ short-term
+ coordinate work, organize projects, and track progress
+ measured by the success of individual projects, timelines, and budget compliance
88
Performance Appraisal
means evaluating an employee’s current and/or past performance relative to his or her performance standards
89
What is performance appraisal used for?
For base pay, promotion, and retention decisions and continuously ensure that each employee’s performance makes sense in terms of the company’s overall goals
90
What does performance appraisal provide?
Provide an opportunity to review the employee's career plans in light of his or her exhibited strengths and weakness
91
What are other things that performance appraisal does?
(1) Setting Work Standards
(2) Assessing the Employee’s actual performance relative to those standards
(3) Providing feedback to eliminate performance deficiencies or to continue to perform above par
92
Who can Evaluate the Performance?
1. Supervisors
2. Peers
3. Subordinates
4. Customers/Clients
5. Self-Appraisal
6. Rating Committees
7. 360-Degree Feedback
93
Supervisors
most common type of performance appraisal
94
Peers
+ often see the actual behavior since they work directly with the employee
+ employees tends to react worst to negative peer evaluation
95
Subordinates
+ also called upward feedback
+ difficult because of the fear of backlash if they unfavorable rate their supervisor
96
What do subordinates performance appraisal correlate with?
correlate highly with upper-management ratings of supervisors’ performance
97
Customers/Clients
provide feedback on employee performance by filling complaints or complimenting the manager about one of her employees
98
Secret Shoppers
current customers who have been enlisted by a company to periodically evaluate the
service their receive
99
Self-Appraisal
allowing an employee to evaluate her own behavior and performance
100
What does self-appraisal tend to suffer from?
Suffer from leniency and correlate moderately to actual performance
101
When is self-appraisal most accurate?
+ Most accurate when the self-appraisal will not be used for such administrative purposes as raises or promotions
+ Accurate when employees understand the performance appraisal system and when employees believe that an objective record of their performance is available with which supervisor can compare the self-appraisal
102
Rating Committees
consists of employee’s immediate supervisor and three or four other supervisors
103
What do Rating Committees help with?
help cancel out problems such as biases and provide a way to include in the appraisal the different facets of an employee’s performance observed by different appraisers
104
360-Degree Feedback
employer collects performance information all around an employee – from his or her supervisors, subordinates, peers, and internal or external customers
105
Techniques for Appraising Performance
1. Graphic Rating Scale
2. Alternation Ranking Method
3. Paired Comparison
4. Forced Distribution
5. Critical Incident Method
6. Narrative Forms/Report
7. Behaviorally Anchored Rating Scales
8. Management by Objectives
9. Computerized and Web-Based Performance Appraisal
10. Electronic Performance Monitoring
11. Conversation Days
106
Graphic Rating Scale
| Techniques for Appraising Performance
+ simplest and the most popular method
+ list several job dimensions and range of performance values for each trait, then supervisors rate each subordinate by circling or checking the score that best describes the subordinate’s performance
107
Alternation Ranking Method
| Techniques for Appraising Performance
ranking employees from best to worst on a trait or traits is another option
108
Paired Comparison
| Techniques for Appraising Performance
for every trait, you compare every employee with every other employee - n(n-1)/2
109
Forced Distribution
| Techniques for Appraising Performance
manager places pre-determined percentages of ratees into performance categories
110
Critical Incident Method
| Techniques for Appraising Performance
supervisor keeps a log of positive and negative examples of a subordinate’s work-related behaviors
111
Narrative Forms/Report
| Techniques for Appraising Performance
helps the employee understand where his or her performance was good or bad, and how to improve that performance
112
Behaviorally Anchored Rating Scales
| Techniques for Appraising Performance
+ anchors numerical rating scale with specific illustrative examples of good and bad performance
+ based on critical incidents
113
Management by Objectives
+ usually refers to a multistep company wide goal-setting and appraisal program
+ requires manager to set specific, measurable, organizationally relevant goals with each employee, and then periodically discuss the latter’s progress toward these goals
114
Computerized and Web-Based Performance Appraisal
| Techniques for Appraising Performance
compiles computerized notes on subordinates during the year, and then merge these with ratings for the employee on several performance traits
115
Electronic Performance Monitoring
| Techniques for Appraising Performance
systems use computer network technology to allow manager to monitor their employee’s computers
116
Conversation Days
| Techniques for Appraising Performance
no explicit performance ratings, just manager-employee conversations about improvement and growth
117
Rating Errors
1. Unclear standards
2. Halo Effect
3. Central Tendency Error
4. Leniency Error
5. Strictness Error
6. Recency Effects
118
Unclear standards
| Rating Errors
might result in unfair appraisals, because the traits and degrees of merits are ambiguous
119
Halo Effect
| Rating Errors
influence of a rater’s general impression on ratings of specific ratee qualities
120
Central Tendency Error
| Rating Errors
rating all employee average
121
Leniency Error
| Rating Errors
rater is very lenient and gave the employees higher scores, rates at the higher end of the scale
122
Strictness Error
| Rating Errors
rater is very strict and gave the employees lower scores, rates at the lower end of the scale
123
Recency Effects
| Rating Errors
rating the employee based on their recent performance rather than their overall performance over the year
124
How do raters who have higher conscientiousness score employees?
Raters who scored higher on conscientiousness, tend to have stricter scoring
125
How do raters who have higher agreeableness score employees?
Raters who scored higher on agreeableness are more lenient
126
Performance Management
continuous process of identifying, measuring, and developing the performance of individuals and teams, and aligning their performance with the organization’s goals
127
Turnover
+ the rate at which employees leave the firm
+ describes the number of workers that
leave an organization, whether by the termination of the contract, resignation, or any other reason
128
Voluntary Turnover
employees voluntarily leave the organizations, maybe due to dissatisfaction etc.
129
What is a good solution when it comes to planning a solution for turnover problems?
Effectively conduct exit interviews to provide useful insights into turnover problem areas
130
What must an organization do to solve turnover problems?
To boost employee retention the org must raise pay, hire smartly, discuss careers, provide direction, offer flexibility, use high-performance HR Practices, counteroffer (if another company offered their employees)
131
Job Withdrawal
+ actions intended to place physical or psychological distance between employees and their work environment
+ Absences and voluntary turnover
132
Promotions
+ Traditionally refer to advancement to positions of increased responsibility
+ Usually mean more pay, responsibility, and job satisfaction
133
Glass Ceiling
a metaphorical invisible barrier that prevents certain individuals from being promoted to higher positions
134
Glass Cliff
women being likelier than men to achieve leadership roles during periods of crisis or downturn, when the risk of failure is highest
135
Transfer
move from one job to another, usually with no change in salary or grade
136
Dismissal
involuntary termination of employee’s employment with the firm
137
What are reasons for dismissal?
1. Unsatisfactory Performance
2. Misconduct
3. Lack of Qualification for the Job
4. Changed requirements of the Job
5. Insubordination
138
Insubordination
unwillingness to carry out manager’s orders and disrespectful behavior
139
What are important things to remember when it comes to dismissal?
1. Allow the employee to explain why he or she did what he did
2. Have formal multistep procedure and appeal process (Progressive Discipline)
3. The person who does the dismissing is important
4. Dismissed employees who feel they’ve been treated unfairly are more likely to sue
140
Statutory Exceptions
include federal and state equal employment and workplace laws that prohibit certain dismissals
141
Common Law Exceptions
employee handbooks promising termination only “for just cause” may create an exception
142
Public Policy Exception
against a well-established public policy
143
Wrongful Discharge
occurs when an employee’s dismissal does not comply with the law or with contractual arrangement stated or implied by the employer
144
Termination Interview
for employee dismissal
145
Human Resource Development Manager
empower their employees so that they can become a major asset of the company
+ Give employees training and opportunities for career growth with the hope that they will use what they learned for the organization
+ In charge of retaining talent
146
Scope, Coverage, and Processes across the different areas of HRD
1. Training
2. Career Development
3. Talent Management
4. Performance Appraisal
5. Employee Engagement
6. Empowerment
147
Training
provides learners with knowledge and skills needed for their present job
148
Career Development
formal approach used by the organization to ensure that people with proper qualifications and experiences are available when needed
149
Talent Management
+ the system or strategy used by an organization to effectively recruit, hire, develop, and retain employees
+ strategic endeavor to optimize the use of human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity, through integrated talent acquisition, development, and deployment processes that are aligned to business goals
+ management of turnovers
150
What does talent management refer to?
refers to the attraction, selection, and retention of employees
151
Performance Appraisal
means evaluating an employee’s current and/or past performance relative to his or her performance standards
152
Employee Engagement
+ an individual’s emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals
+ High level of absorption in the work, the experience of focusing intensely on the task with limited awareness of an events beyond that work
+ Building an engage workforce calls on MARS model, building affective commitment, motivation practices, organizational-level communication, and leadership
153
Empowerment
psychological experience represented by four dimensions: self-determination, meaning, competence, and the impact of the individual’s role in the organization
154
Manager
someone who is responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people
