training Flashcards

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1
Q

systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance

A

training

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2
Q

enumerate training steps

A

determine training needs
develop training program
evaluate training success

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3
Q

training needs analysis

A

organizational analysis, task analysis, person analysis

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4
Q

the purpose of this needs analysis is to determine those organizational factors that either facilitate or inhibit training effectiveness

A

organizational analysis

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5
Q

identifying the tasks and competencies for a job. determine how the employees will learn the task/competency

A

task analysis

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6
Q

who needs training and which areas does the employee need to be trained in?

A

person analysis

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7
Q

type of analysis that uses performance appraisal scores, rating of employee performance. easiest method of needs analysis

A

person analysis

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8
Q

problems that can interfere with person analysis

A

rating errors
high scores in some dimensions then low in some
current appraisal system does not have enough info needed to conduct training

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9
Q

training goals determine the following:

A

resources (budget)
methods (online/onsite)
evaluation (post-test)

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10
Q

training goals should concretely state the ff:

A

what learners are expected to do
conditions under which they are expected to do it
level at which they are expected to do it

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11
Q

employee problem-solving practice

A

they are given a real/hypothetical situation and propose the best solution

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12
Q

using lectures are good for obtaining knowledge but you need other techniques too, like:

A

simulations, roleplays, handouts

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13
Q

using case studies to apply knowledge

A

learning by doing (living case)
hypothetical case
learning by observing

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14
Q

trainees role-play ideal behavior rather than the behavior they might normally perform. in some cases, trainees mentally rehearse the correct behavior

A

learning by observing

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15
Q

employees will more likely attend training if..

A

it immediately impacts performance

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16
Q

when to use external trainers?

A

if the organization doesn’t have an expert on the topic

17
Q

pace of training

A

lower ability = slower pacing
higher ability = quicker pacing

18
Q

delivering the training program

A

interactive video
programmed instruction
synchronous distance learning

19
Q

employee rotates through several different jobs in the organization. popular for managerial training

A

job rotation

20
Q

main advantage of job rotation

A

allows for lateral transfers and flexibility for replacing absent workers
improves job satisfaction by reducing boredom

21
Q

usually in craft and building trade. minimum of 144 hrs of formal class work each year and be trained under an expert for several (usually 4 years) and be eligible to join a trade union

A

apprentice training

22
Q

experienced employees working with new employees. learn from the job expert

A

coaching

23
Q

experts are temporarily placed in the training department

A

pass-through programs

24
Q

veteran in the organization training a new employee not just in skill but more as how to blend, advance in the org.

A

mentoring

25
Q

coaching vs. mentoring

A

measures performance vs. does not measure
coach drives relationship vs. mentee drives relationship
coaching is standardized vs. mentoring is personalized

26
Q

putting a trainee under a training program designed to increase their pay (such as increasing position/level)

A

skill-based pay

27
Q

common skill-based pay plans

A

vertical, horizontal, depth, basic

28
Q

single job plan

A

vertical skill-based plan

29
Q

skills for multiple jobs

A

horizontal skill plans

30
Q

specialized skills

A

depth skill plans

31
Q

basic skills such as math and english

A

basic skills plan

32
Q

extent to which behavior learned in training will be performed on the job

A

transfer of training

33
Q

learning/training too much for something that won’t be used for a long time / for emergency use only, such as firefighter’s work

A

overlearning

34
Q

methods of evaluating training results

A

employee reactions
pretest-posttest
application of training
return of investment