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CPRP > TEXT--Human Resources > Flashcards

TEXT--Human Resources Flashcards

1
Q

What 7 steps do training experts recommend following when designing staff training?

A

(1) Conduct needs analysis
(2) Ensure employees’ readiness
(3) Create learning environment
(4) Ensure transfer of training
(5) Develop evaluation plan
(6) Select training method
(7) Monitor/evaluate training program

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2
Q

What is the 1st step to designing staff training?

A

Conduct a needs analysis

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3
Q

When planning staff training, the needs assessment involves what 3 components?

A

(1) Agency analysis
(2) Person/individual analysis
(3) Task analysis

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4
Q

During THIS component of a needs assessment (prior to designing staff training), resources available for training, managerial support, agency mission, and business strategy are examined.

A

Agency analysis

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5
Q

During THIS component of a needs assessment (prior to designing staff training), the reason behind performance deficits are examined (lack of skill or motivation?), along with who needs the training, and staff readiness for training.

A

Person/individual analysis

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6
Q

During THIS component of a needs assessment (prior to designing staff training), the knowledge, skills and/or behaviors in need of being developed are examined.

A

Task analysis

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7
Q

Name 4 common approaches to collecting data for a needs assessment.

A

(1) Observation
(2) Surveys
(3) Review of administrative documents
(4) Interviews with subject matter experts.

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8
Q

The difference between the current state of performance and the desired state of performance is referred to as the…

A

Performance gap

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9
Q

THESE can provide a framework when designing an optimal learning environment for staff training.

A

Learning and training theories

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10
Q

____ refers to trainees effectively/continually applying what they learned in training to their jobs or volunteering.

A

Transfer of training

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11
Q

What are the 5 work environment factors key to promoting training transfer? (p. 29)

A

(1) Climate for transfer
(2) Manager support
(3) Peer support
(4) Opportunity to perform
(5) Technological support

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12
Q

Name/define the 3 outcome levels training programs are typically evaluated on. (p. 30)

A

(1) Cognitive–process of learning/organizing/applying info
(2) Skill-based–technical or motor skills
(3) Affective–attitudes affecting performance

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13
Q

Name/define the 3 stages of skill development. (p. 30)

A

(1) Initial skill acquisition
(2) Skill compilation–continued practice
(3) Skill automaticity–behavior becomes routine

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14
Q

**What is the most common employee selection method utilized by park/rec professionals?

A

Delayed offer

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15
Q

Identifying areas in which an employee wishes to grow is WHAT function of performance appraisal?

A

Development

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16
Q

**The interview question “What is your work history?” best represents what interview type?

A

Biographical

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17
Q

**THIS type of analysis can determine whether staff performance deficits result from lack of knowledge/skill/ability or from motivation or work design.

A

Person/individual

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18
Q

**A park/rec professional is contacted by a student who wants to do their internship at the agency. Prior to discussing the agency’s intern requirements, it is most helpful for the professional to…

A

Understand the intern’s professional goals and how the agency fits these goals

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19
Q

**An employee has a pattern of tardiness. What are the 3 escalating corrective actions that should be taken?

A

(1) Oral warning
(2) Written warning
(3) Suspension from job without pay

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20
Q

In identifying an appropriate staff training method, the 1st step is to… (p. 39)

A

Review the type of learning outcomes associated with the training

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21
Q

Lectures, panel discussions, field trips, demonstrations, group discussions, audience reactions, and Q and A periods are all examples of what? (p. 39)

A

Training methods

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22
Q

When selecting a training method, what 3 things should be considered beyond matching training method to learning outcomes? (p. 39)

A

(1) Extent of facilitating transfer of learning
(2) Costs to develop/use
(3) Effectiveness

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23
Q

What 4 criteria should be at the root of staff training evaluation? (p. 39)

A

(1) Reactions
(2) Learning
(3) Behavior
(4) Results

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24
Q

In THIS level of training eval, you measure how well participants liked the training content, trainer, methods, and surroundings. (p. 39)

A

Reaction level

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25
Q

THIS level of training eval is most popular, is conducted via interviews or questionnaires, and is conducted before trainees return to the job. (p. 39)

A

Reaction level

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26
Q

In THIS level of training eval, you measure the knowledge gained by trainees through multiple choice tests. (p. 39)

A

Learning level

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27
Q

In THIS level of training eval, you measure the effect of training on job performance through interviews of trainees and their co-workers and performance observation. (p. 39)

A

Behavior level

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28
Q

THESE are often utilized to assess trainees’ behavior on the job. (p. 39)

A

Behavior Observation Scales (BOS)

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29
Q

In THIS level of training eval, you assess the utility of the training program such as increased production, reduced costs related to employee turnover and accidents, and improved product quality or customer service. (p. 39)

A

Results level

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30
Q

THIS popular results-based eval involves comparisons between financial benefits of training to overall training costs. Like behavior evals, these are often hard to implement. (p. 39)

A

Return on investment (ROI)

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31
Q

You should employ a combo of the 4 training eval criteria to make decisions regarding effectiveness. These 4 eval criteria are hierarchical levels that range from THIS to THIS (p. 43)

A

(1) Reactions

(2) Results

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32
Q

THIS is the driving force behind all agency operations; it represents the agency’s personality, perceived purpose, and how much energy will be expended to fulfill that purpose. (p. 43)

A

Mission statement

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33
Q

What are the 5 main tasks associated with volunteer management? (p. 43)

A

(1) Recruit
(2) Retain
(3) Schedule
(4) Evaluate
(5) Recognize

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34
Q

What 4 things should you do when recruiting volunteers? (p. 43)

A

(1) Develop a recruitment plan
(2) Write job description(s)
(3) Advertise positions
(4) Est. application procedures

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35
Q

T/F Volunteers should be treated like part-time staff: they should complete an application, be interviewed, have references checked, and have a background check, if warranted. (p. 43)

A

True

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36
Q

Volunteers should learn what 4 things prior to volunteering for increased retention? (p. 43)

A

(1) Agency goals/objectives
(2) Policies/rules
(3) Principles of effective park/rec delivery
(4) Specific responsibilities

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37
Q

When feasible THESE can increase motivation and commitment, offset low wages/no benefits, and retain valued part-time employees. (p. 43)

A

Flexible working arrangements (flex time, telecommuting, etc.)

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38
Q

Effective volunteer supervisors provide volunteers what 6 things? (p. 43)

A

(1) Frequent interaction/help
(2) Regular meetings alongside employees
(3) Solicitation of suggestions
(4) Sense of respect conveyed from staff
(5) Well-defined work with a purpose (NOT work paid staff do not want)
(6) Greater responsibilities as appropriate

39
Q

T/F Because of the increased number of contacts they provide, volunteers can perform an important PR function for the agency. (p. 43)

A

True

40
Q

T/F Volunteers should be evaluated by their immediate supervisor based on their job description. (p. 43)

A

True

41
Q

THIS type of volunteer recognition may include banquets, awards, prizes, or other tangible expressions of appreciation. (p. 43)

A

Formal

42
Q

THIS type of volunteer recognition may include verbal praise, volunteer recognition in reports/PR, or meetings in which volunteer work is singled out for praise. (p. 43)

A

Informal

43
Q

Organizations may have recruitment policies regarding what 5 things? (p. 45)

A

(1) Equal employment opportunity
(2) Affirmative action
(3) Sources of recruits
(4) Who performs recruitment
(5) Organizational approach to recruiting

44
Q

The recruitment process should initiate with the development of a written recruitment plan containing what 4 things? (p. 45)

A

(1) Agency philosophy
(2) Goals/objectives
(3) Policies/procedures
(4) Staff needs (i.e. training in recruitment)

45
Q

The recruitment plan should primarily focus on creating a pool of qualified applicants, as evident in what 2 things? (p. 45)

A

(1) Applicant pool size

(2) Realistic job preview

46
Q

THIS informs applicants about all aspects of the job, including its desirable and undesirable facets. (p. 46)

A

Realistic job preview (RJP)

47
Q

THIS tool for recruitment is arguably the most common for attracting seasonal, part-time, and contract employees and has the benefit of reaching a large audience. (p. 46)

A

Advertisements

48
Q

THIS source of applicants includes people who call, visit, or email the agency to apply for positions not formally advertised; strategies for managing these applications must be in place to avoid loosing quality applicants. (p. 46)

A

Unsolicited applications/resumes

49
Q

THIS tool for recruitment provides current openings in a database of jobs/internships housed within their website. (p. 46)

A

Professional organizations/associations

50
Q

THIS tool for recruitment utilizes connections from current employees. (p. 46)

A

Employee referrals

51
Q

THIS type of interview generally determines whether applicant’s skills, abilities, and task preference match any available openings; it it typically <30 min. and exploratory in nature. (p. 46)

A

Preliminary

52
Q

What are the 4 types of structured interview questions? (p. 50) (Be Brave, Call the Shots)

A

(1) Biographical
(2) Behavioral
(3) Competency
(4) Situational

53
Q

THIS type of interview question centers on a chronological eval of candidate’s past experiences. (p. 50)

A

Biographical

54
Q

THIS type of interview question sounds like: “What are your professional certifications?” (p. 50)

A

Biographical

55
Q

THIS type of interview question requires candidates to describe how they perform certain tasks or how they handled a problem in the past. (p. 50)

A

Behavioral

56
Q

THIS type of interview question sounds like: “Describe a situation where you were in a group that successfully reached a goal. What was your role? What did you learn?” (p. 50)

A

Behavioral

57
Q

THIS type of interview question utilizes a list of skills needed to successfully perform the job. (p. 50)

A

Competency

58
Q

THIS type of interview question sounds like: “Describe an experience where you had to motivate a group of individuals. What techniques did you use?” (p. 50)

A

Competency

59
Q

THIS type of interview question requires candidates to discuss how they might manage specific job situations. (p. 50)

A

Situational

60
Q

THIS type of interview question sounds like: “You witness your co-worker stealing money. What would you do?” (p. 50)

A

Situational

61
Q

In THIS type of interview, the parks/rec professional is not committed to a predetermined list of questions. (p. 50)

A

Unstructured

62
Q

Although many professionals prefer the flexibility of unstructured interviews, they have what 2 downsides? (p. 5)

A

(1) Time consuming

(2) Can be harder to compare responses

63
Q

In the interview stage, these forms allow professionals to systematically compare applicants on identified job-specific criteria. (p. 50)

A

Interview assessment forms

64
Q

What are the 3 employment decisions a park/rec professional can make following an interview? (p. 50)

A

(1) Rejection
(2) On-the-spot offer
(3) Delayed offer

65
Q

The content of a work task assigned is one of the most important factors affecting employee ______ and ____. (p. 53)

A

Retention; motivation

66
Q

What are the 7 dimensions of work tasks that should be considered when designing jobs and assigning work tasks? (p. 53)

A

(1) Physical exertion
(2) Environmental conditions
(3) Physical work location
(4) Time dimension
(5) Degree of human interaction
(6) Competency requirements
(7) Psychological characteristics

67
Q

THIS dimension of work task considers workplace safety, temperature, air pollution, noise, darkness, and odors. (p. 53)

A

Environmental conditions

68
Q

THIS dimension of work task considers whether work is performed in or outside, at one site or many, or in what type of facility. (p. 53)

A

Physical work location

69
Q

THIS dimension of work task considers the hours of the day and days of the week required for job tasks. (p. 53)

A

Time dimension

70
Q

THIS dimension of work task considers the skills, knowledge, abilities, and other characteristics employees currently possessed or will be trained to possess. (p. 53)

A

Competency requirements

71
Q

THIS dimension of work task considers the degree of autonomy and responsibility provided by the position. (p. 54)

A

Psychological characteristics

72
Q

Park/rec supervisors are responsible for what 8 tasks to enhance employee motivation and retention? (p. 54)

A

(1) Communication of agency goals
(2) ID of staff competencies/goals
(3) Observation of staff/services
(4) Study/improvement of services
(5) Interaction with staff to boost efficiency/effectiveness
(6) Supply of safe/sufficient equipment/supplies
(7) Presenting staff training/development
(8) Staff evaluation

73
Q

What 7 practices constitute effective intern supervision? (p. 55)

A

(1) Act as liason between university and agency
(2) Assist with development of goals/objectives and timetable
(3) Provide policy/other pertinent info
(4) Monitor their work
(5) Communicate regularly
(6) Provide equipment/supplies
(7) Interpret purpose/results of intern to admin/policy-makers, and agency constituents

74
Q

THIS is a prescribed form showing the names of all employees to whom payment are to be made by the agency at the predetermined rate of pay, and at the hours worked. (p. 56)

A

Payroll record

75
Q

It is common to transmit payroll reports to what 2 groups and for what purpose? (p. 56)

A

(1) Fiscal officer–checks them against allocated budget

(2) Personnel dept–verifies names against employment records

76
Q

T/F Performance appraisal should not be based on attitude or motivation, but rather on specific job-related behaviors critical for successful job performance. (p. 56)

A

True

77
Q

THIS type of performance appraisal is conducted during the first 30-180 days of employment, sometimes weekly or daily to identify areas the individual needs help to prevent problems. (p. 56)

A

PROBATIONARY appraisal

78
Q

What are 4 types of performance appraisals? (p. 56-58)

A

(1) Probationary
(2) Staff training
(3) Performance improvement
(4) Compensation performance

79
Q

A staff training performance appraisal may be accomplished with what 6 steps? (p. 56-58)

A

(1) Specify desired job behaviors
(2) Identify acceptable performance standards
(3) Measure employee’s performance
(4) Indicate the difference
(5) Decide which performances may be improved with training
(6) Develop staff training/development plan

80
Q

THIS type of performance appraisal aims to improve employee performance and requires that the supervisor and subordinate chose 4-8 job behaviors to improve, tracking predetermined performance indicators weekly or monthly. (p. 58)

A

PERFORMANCE IMPROVEMENT appraisal

81
Q

THIS type of performance appraisal is most common and is conducted to determine salary increases. (p. 58)

A

COMPENSATION performance appraisal

82
Q

For a “pay-for-performance” system to work, what 4 conditions must 1st exist? (p. 58)

A

(1) Criteria for measuring performance ID’d/accepted by employee and agency
(2) Employees development opportunities
(3) Valid/reliable performance measurement
(4) Pay increases must match performance

83
Q

When scheduling personnel, it is important to schedule not only for maximum job results but also for… (p. 63)

A

Personal satisfaction of the employee

84
Q

THIS is conduct that is lawful, but inappropriate. (p. 63)

A

Misfeasance

85
Q

THIS is failure to act where there was duty to act. (p. 63)

A

Nonfeasance

86
Q

THIS disciplinary action is administered for minor infractions and consists of a discussion with the employee. (p. 63)

A

Verbal reprimand/admonishment

87
Q

THIS disciplinary action is a statement placed in an employee’s service record for a specific period of time (often 6 months) and is discussed with the employee and signed by the employee and supervisor. (p. 63)

A

Written reprimand

88
Q

THIS disciplinary action is the relinquishment of job title/duties, without compensation, for a specific period of time. (p. 63)

A

Suspension enforced

89
Q

THIS disciplinary action is one of the most severe and may be based on causes sufficient to warrant immediate investigation and/or criminal charges. (p. 63)

A

Suspension enforced

90
Q

THIS disciplinary action is a reduction in job title/pay/privileges. (p. 63)

A

Demotion

91
Q

THIS disciplinary action often occurs after suspension and an investigation proving wrongdoing. (p. 63)

A

Discharge termination

92
Q

What 9 issues should be considered when dismissing an employee? (p. 64)

A

(1) Consider having agency lawyer review documentation/procedures to be followed
(2) Do not leak the firing in advance
(3) Meet privately–direct supervisor(s) and witness if needed
(4) Have supervisors/witness at meeting location prior to employee’s arrival
(6) Take notes on what is said/done and place in personnel file
(7) Be firm, understanding it’s an emotional situation
(8) Change passwords/revoke employee computer access
(9) In the case of volatility, call security/police

93
Q

What 6 things should be communicated to an employee being dismissed? (p. 64)

A

(1) Reason for dismissal
(2) Previous warnings issued
(3) Money owed
(4) Last day
(5) Clean out workspace
(6) Assurance issue will not be discussed with anyone not required to be notified

94
Q

“Termination” is another term for “dismissal,” except when used to describe… (p. 65)

A

The end of a contract service

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