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TOS I/O Psych > Module 7: Human Resource Development and Human Resource Management > Flashcards

Module 7: Human Resource Development and Human Resource Management Flashcards

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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

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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

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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

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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

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5
Q

Activities Involved in HR Development

A
  1. Training and Development (T&D)
  2. Career Path
  3. Career Planning
  4. Performance Appraisal
  5. Performance Management
  6. Turnover
  7. Job Withdrawal
  8. Promotions
  9. Transfer
  10. Dismissal
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6
Q

Training and Development (T&D)

A

heart of a continuous effort designed to improve employee competency and organizational performance

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7
Q

What does training and development include?

A

Includes training, career development, organizational development, and organizational learning

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8
Q

Training

A

provides learners with knowledge and skills needed for their present job

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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

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10
Q

What are some strategic benefits of Training & Development?

A
  1. Employee satisfaction
  2. Improved morale
  3. Higher retention
  4. Lower turnover
  5. Improved hiring
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11
Q

What are the steps of training & development?

A
  1. Determining specific training and development needs
  2. Establish specific T&D objectives
  3. Select T&D methods and delivery systems
  4. Implement T&D Programs
  5. Evaluate T&D Programs
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12
Q

STEP 1: Determining Specific Training and Development needs

A

Analyzing training needs

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13
Q

What are the different types of analyses used to identify specific training and developmental needs?

A
  1. Organizational Analysis
  2. Task Analysis
  3. Person Analysis
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14
Q

Organizational Analysis

A

determine those organization factors that either facilitate or inhibit training effectiveness

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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

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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

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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

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18
Q

Person Analysis

A

+ determining which employees needs training and which areas
+ not every employee needs further training for every tasks performed

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19
Q

What is person analysis based on?

A

based on performance appraisal scores, surveys, interviews, skill and knowledge tests, and critical incidents

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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

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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

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22
Q

STEP 3: Select T&D Methods and Delivery Systems

A

developing the course

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23
Q

What are the different training methods?

A
  1. Classroom Method
  2. E-Learning
  3. Case Study
  4. Behavior Modeling & Tweeting
  5. Simulation
  6. Role Playing
  7. Training Games
  8. In-Basket Training
  9. On-the-Job Training
  10. Apprenticeship
  11. Team Training
  12. Coaching
  13. Mentoring
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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

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25
Q

Examples of Classroom Method

A

seminar, lecture, workshop

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26
Q

E-Learning

Training Methods

A

online instruction using technology-based methods such as DVDs, company intranets, and the internet

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27
Q

Case Study

Training Methods

A

trainees study the information provided in the case and make decisions based on it

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28
Q

What does a case study training method provide trainees?

A

provide trainees with the opportunity to sharpen critical thinking skills

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29
Q

Behavior Modeling and Tweeting

Training Methods

A

+ permits a person to learn by copying or replicating the behavior of others
+ ideal behavior rather than the behavior they might normally perform

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30
Q

Simulation

Training Methods

A

allow the trainee to practice newly learned skills and work with equipment under actual working conditions

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31
Q

Role Playing

Training Methods

A

+ 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

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32
Q

Training Games

Training Methods

A

games are cost effect means to encourage learner involvement and stimulate interest
in the topic, thereby enhancing employees’ knowledge and performance

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33
Q

Business Games

Type of Training Game

A

permits participants to assume roles such as president, controller, or marketing vice
president of two or more hypothetical orgs and compete against each other

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34
Q

In-Basket Training

Training Methods

A

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

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35
Q

On-The-Job Training

Training Methods

A

+ 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

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36
Q

Apprenticeship

Training Methods

A

combines classroom method with OJT

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37
Q

Team Training

Training Method

A

focuses on imparting knowledge and skills on individuals who are expected to work collectively toward meeting common objective

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38
Q

What are the different types of team training?

A
  1. Team Coordination Training
  2. Cross-Training
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39
Q

Team Coordination Training

Team Training

A

educates team members how to orchestrate the work they do to complete the tasks

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40
Q

Cross-Training

Team Training

A

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

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41
Q

Coaching

Training Method

A

takes in two forms: experienced
employees and professional coaches

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42
Q

Mentoring

Training Method

A

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

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43
Q

Delivery Systems (for Training)

A
  1. Corporate University
  2. College and Universities
  3. Online Higher Education
  4. Vestibule System
  5. Video Media
  6. Simulators
  7. Social Networking
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44
Q

Corporate University

Delivery Systems (for training)

A

provided under the umbrella of the organization

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45
Q

College and Universities

Delivery Systems (for training)

A

primary delivery system for training professional, technical, and management employees

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46
Q

Online Higher Education

Delivery Systems (for training)

A

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

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47
Q

Vestibule System

Delivery Systems (for training)

A

takes place away from the production area on equipment that closely resembles equipment actually used on the job

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48
Q

Video Media

Delivery Systems (of Training)

A

cds, DVDs

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49
Q

Simulators

Delivery Systems (of Training)

A

comprised of devices or programs that replicate actual job demands

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50
Q

STEP 4: Implement T&D Programs

A

+ 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

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51
Q

Factors in the Evaluation of T&D Programs

A
  1. Reactions
  2. Learning
  3. Behavior Change
  4. Organizational Results
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52
Q

Reactions

A

the extent to which the trainees liked the
training program related to its usefulness, and quality of conduct

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53
Q

Learning

A

the extent to which the principles, facts and techniques were understood and retained in memory by the employee

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54
Q

Behavior Change

A

changes in job-related behaviors or performance that can be attributed to training

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55
Q

Transfer of Training

Behavior Change

A

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

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56
Q

Organizational Results

A

+ refer to such outcomes as enhanced productivity, lower costs, and higher product or service quality
+ ROI is an important results criterion

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57
Q

Benchmarking

Organizational Results

A

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

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58
Q

Factors influencing T&D

A
  1. Top Management Support
  2. Shortage of Skilled Workers
  3. Technological Advances
  4. Global Complexity
  5. Leaning Styles
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59
Q

Orientation (On-Boarding)

A

+ 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

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60
Q

Career

A

general course that a person chooses to pursue throughout his working life

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61
Q

Career Path

A

a flexible line of movement through which a person may travel during his or her work life

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62
Q

Types of Career Paths

A
  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
Q

Traditional Career Path

A

employee progresses vertically upward in the organization

64
Q

Network Career Path

A

+ 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
Q

Lateral Skill Path

A

+ 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
Q

Dual-Career Path

A

+ 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
Q

Adding Value to Your Career

A

an individual’s knowledge must be ever expanding, and continual personal development is a necessity

68
Q

Demotion

A

process of moving a worker to a lower level of duties and responsibilities, typically involves a reduction in pay

69
Q

Free Agents

A

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
Q

Career Management

A

process of enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively

71
Q

Career Development

A

+ 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
Q

What must Career Development parallel?

A

must closely parallel individual career
planning if a firm is to retain its best and
brightest workers

73
Q

What are two types of career development?

A
  1. Formal
  2. Informal
74
Q

Formal Career Development

A

includes short-term training programs,
education, certifications, workshops, or seminars that can help build skills sets for a particular job or industry

75
Q

Informal Career Development

A

includes mentorship opportunities, networking events, online courses, internships, and volunteering experiences

76
Q

Manager/Employee Self-Service

A

providing managers with the online ability to assist employees in planning their career paths and developing required competencies

77
Q

Discussions with Knowledgeable Individuals

A

such as HR, psychologists, counselors etc.

78
Q

Company Material

A

tailors to the firm’s special needs

79
Q

Workshops

A

employees define and match their specific career objectives with the needs of the company

80
Q

Career Planning

A

+ on-going process whereby an individual sets career goals and identifies the means to achieve them
+ Self-Assessment, Formal Assessment

81
Q

Management Development

A

+ 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
Q

Succession Planning

Management Development

A

involves developing workforce plans for the company’s top positions

83
Q

Mentoring

Management Development

A

approach to advising, coaching, and nurturing for creating a practical relationship to enhance individual career, personal, and professional growth and development

84
Q

Coaching

Management Development

A

responsibility of the immediate boss, who provides assistance, but the primary focus is about performance

85
Q

Reverse Mentoring

Management Development

A

process in which older employees learn from younger ones

86
Q

Program Manager

A

+ 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
Q

Project Manager

A

+ 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
Q

Performance Appraisal

A

means evaluating an employee’s current and/or past performance relative to his or her performance standards

89
Q

What is performance appraisal used for?

A

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
Q

What does performance appraisal provide?

A

Provide an opportunity to review the employee’s career plans in light of his or her exhibited strengths and weakness

91
Q

What are other things that performance appraisal does?

A

(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
Q

Who can Evaluate the Performance?

A
  1. Supervisors
  2. Peers
  3. Subordinates
  4. Customers/Clients
  5. Self-Appraisal
  6. Rating Committees
  7. 360-Degree Feedback
93
Q

Supervisors

A

most common type of performance appraisal

94
Q

Peers

A

+ often see the actual behavior since they work directly with the employee
+ employees tends to react worst to negative peer evaluation

95
Q

Subordinates

A

+ also called upward feedback
+ difficult because of the fear of backlash if they unfavorable rate their supervisor

96
Q

What do subordinates performance appraisal correlate with?

A

correlate highly with upper-management ratings of supervisors’ performance

97
Q

Customers/Clients

A

provide feedback on employee performance by filling complaints or complimenting the manager about one of her employees

98
Q

Secret Shoppers

A

current customers who have been enlisted by a company to periodically evaluate the
service their receive

99
Q

Self-Appraisal

A

allowing an employee to evaluate her own behavior and performance

100
Q

What does self-appraisal tend to suffer from?

A

Suffer from leniency and correlate moderately to actual performance

101
Q

When is self-appraisal most accurate?

A

+ 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
Q

Rating Committees

A

consists of employee’s immediate supervisor and three or four other supervisors

103
Q

What do Rating Committees help with?

A

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
Q

360-Degree Feedback

A

employer collects performance information all around an employee – from his or her supervisors, subordinates, peers, and internal or external customers

105
Q

Techniques for Appraising Performance

A
  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
Q

Graphic Rating Scale

Techniques for Appraising Performance

A

+ 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
Q

Alternation Ranking Method

Techniques for Appraising Performance

A

ranking employees from best to worst on a trait or traits is another option

108
Q

Paired Comparison

Techniques for Appraising Performance

A

for every trait, you compare every employee with every other employee - n(n-1)/2

109
Q

Forced Distribution

Techniques for Appraising Performance

A

manager places pre-determined percentages of ratees into performance categories

110
Q

Critical Incident Method

Techniques for Appraising Performance

A

supervisor keeps a log of positive and negative examples of a subordinate’s work-related behaviors

111
Q

Narrative Forms/Report

Techniques for Appraising Performance

A

helps the employee understand where his or her performance was good or bad, and how to improve that performance

112
Q

Behaviorally Anchored Rating Scales

Techniques for Appraising Performance

A

+ anchors numerical rating scale with specific illustrative examples of good and bad performance
+ based on critical incidents

113
Q

Management by Objectives

A

+ 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
Q

Computerized and Web-Based Performance Appraisal

Techniques for Appraising Performance

A

compiles computerized notes on subordinates during the year, and then merge these with ratings for the employee on several performance traits

115
Q

Electronic Performance Monitoring

Techniques for Appraising Performance

A

systems use computer network technology to allow manager to monitor their employee’s computers

116
Q

Conversation Days

Techniques for Appraising Performance

A

no explicit performance ratings, just manager-employee conversations about improvement and growth

117
Q

Rating Errors

A
  1. Unclear standards
  2. Halo Effect
  3. Central Tendency Error
  4. Leniency Error
  5. Strictness Error
  6. Recency Effects
118
Q

Unclear standards

Rating Errors

A

might result in unfair appraisals, because the traits and degrees of merits are ambiguous

119
Q

Halo Effect

Rating Errors

A

influence of a rater’s general impression on ratings of specific ratee qualities

120
Q

Central Tendency Error

Rating Errors

A

rating all employee average

121
Q

Leniency Error

Rating Errors

A

rater is very lenient and gave the employees higher scores, rates at the higher end of the scale

122
Q

Strictness Error

Rating Errors

A

rater is very strict and gave the employees lower scores, rates at the lower end of the scale

123
Q

Recency Effects

Rating Errors

A

rating the employee based on their recent performance rather than their overall performance over the year

124
Q

How do raters who have higher conscientiousness score employees?

A

Raters who scored higher on conscientiousness, tend to have stricter scoring

125
Q

How do raters who have higher agreeableness score employees?

A

Raters who scored higher on agreeableness are more lenient

126
Q

Performance Management

A

continuous process of identifying, measuring, and developing the performance of individuals and teams, and aligning their performance with the organization’s goals

127
Q

Turnover

A

+ 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
Q

Voluntary Turnover

A

employees voluntarily leave the organizations, maybe due to dissatisfaction etc.

129
Q

What is a good solution when it comes to planning a solution for turnover problems?

A

Effectively conduct exit interviews to provide useful insights into turnover problem areas

130
Q

What must an organization do to solve turnover problems?

A

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
Q

Job Withdrawal

A

+ actions intended to place physical or psychological distance between employees and their work environment
+ Absences and voluntary turnover

132
Q

Promotions

A

+ Traditionally refer to advancement to positions of increased responsibility
+ Usually mean more pay, responsibility, and job satisfaction

133
Q

Glass Ceiling

A

a metaphorical invisible barrier that prevents certain individuals from being promoted to higher positions

134
Q

Glass Cliff

A

women being likelier than men to achieve leadership roles during periods of crisis or downturn, when the risk of failure is highest

135
Q

Transfer

A

move from one job to another, usually with no change in salary or grade

136
Q

Dismissal

A

involuntary termination of employee’s employment with the firm

137
Q

What are reasons for dismissal?

A
  1. Unsatisfactory Performance
  2. Misconduct
  3. Lack of Qualification for the Job
  4. Changed requirements of the Job
  5. Insubordination
138
Q

Insubordination

A

unwillingness to carry out manager’s orders and disrespectful behavior

139
Q

What are important things to remember when it comes to dismissal?

A
  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
Q

Statutory Exceptions

A

include federal and state equal employment and workplace laws that prohibit certain dismissals

141
Q

Common Law Exceptions

A

employee handbooks promising termination only “for just cause” may create an exception

142
Q

Public Policy Exception

A

against a well-established public policy

143
Q

Wrongful Discharge

A

occurs when an employee’s dismissal does not comply with the law or with contractual arrangement stated or implied by the employer

144
Q

Termination Interview

A

for employee dismissal

145
Q

Human Resource Development Manager

A

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
Q

Scope, Coverage, and Processes across the different areas of HRD

A
  1. Training
  2. Career Development
  3. Talent Management
  4. Performance Appraisal
  5. Employee Engagement
  6. Empowerment
147
Q

Training

A

provides learners with knowledge and skills needed for their present job

148
Q

Career Development

A

formal approach used by the organization to ensure that people with proper qualifications and experiences are available when needed

149
Q

Talent Management

A

+ 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
Q

What does talent management refer to?

A

refers to the attraction, selection, and retention of employees

151
Q

Performance Appraisal

A

means evaluating an employee’s current and/or past performance relative to his or her performance standards

152
Q

Employee Engagement

A

+ 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
Q

Empowerment

A

psychological experience represented by four dimensions: self-determination, meaning, competence, and the impact of the individual’s role in the organization

154
Q

Manager

A

someone who is responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people

TOS I/O Psych (16 decks)

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