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HRM > Training in action (4) > Flashcards

Training in action (4) Flashcards

1
Q

list of reasons as to why organizations willingly invest time, money and other resources in training, let’s briefly examine the reasons why they would choose not to invest in training. It is important to be aware of the barriers that can make organizations and individuals resistant to training?

A
  • Fear (Some management teams believe that if they train employees, they will ultimately outgrow the position and the company. They are concerned that employees will take the training they receive, and then leave the company for greener pastures.)
  • Time (Lack of time is a common excuse for companies to avoid training. Managers who are so mired in the daily activities of their department,)
  • Money *Lack of financial resources is often cited as an excuse not to train employees. The reality is that companies cannot afford to not engage in training.)
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2
Q

Those who refuse to invest in proper training, can expect to suffer losses owing to?

A
  • accidents;
  • lawsuits;
  • increases in input costs, due to inefficient processes;
  • losing market share to more innovative competitors;
  • missed opportunities, due to a lack of skilled capacity;
  • low morale;
  • poor productivity; and
  • poor company image.
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3
Q

Why train?

A

Boosting productivity

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4
Q

Training and development increases an organization’s?

A

productivity levels

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5
Q

Productivity is increased through training in a number of ways, as training helps to improve employees’?

A
  • attitude; (A well-developed HRD programme shows employees that the company is engaged with and committed to them.)
  • wellness; and
  • knowledge and skills
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6
Q

When individuals gain new skills and knowledge, they?

A

perform better, as they are more adept at their job.

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7
Q

it is important to first note that poorly trained employees?

A
  • require a high amount of supervision;
    are unskilled;
  • lack confidence; and
  • lack self-initiative.
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8
Q

The longer an employee stays with an organisation, the more their knowledge of operations and other key processes _____?

A

grows.

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9
Q

The key to effective appraisals is to have?

A

benchmarks and goals against which to measure employee performance.

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10
Q

Employees who receive regular training are more readily able to?

A

adapt to change.

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11
Q

Proper training can also make risk management easier, especially when the training targets key areas such as?

A
  • sexual harassment;
  • diversity;
  • workplace health and safety;
  • privacy;
  • industry standards;
  • government standards;
  • legal standards;
  • ethics; and
  • environmental standards and legislation.
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12
Q

What reasons might an organisation provide for NOT training employees?

A

Fear, time and money

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13
Q

Which of the following is a reason why organisations train employees?

A

Increase potential and decrease risk

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14
Q

Which one of the following enables productivity to be increased through training?

A

Wellness

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15
Q

Your colleague is bragging that she has implemented a training programme in her team which drastically reduces the amount of time she spends supervising them. Which benefit of training does this scenario relate to?

A

Minimise management requirements

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16
Q

What is the main aim of this training programme?

A

Retain employees

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17
Q

Training intervention

A
    1. Orientation
    1. Specific Skills
    1. Profesional standards
    1. Compliance
    1. Managerial
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18
Q

Explain orientation?

A

In nearly all instances, the initial training any employee will receive from an employer consists of orientation or induction training. The point of this training is to ensure that employees know what they have been hired to do,

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19
Q

Training interventions focus on aiding the employee to either perform or enhance their capabilities with regard to?

A

specific skills

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20
Q

Technical skills refer to the practical knowledge and abilities required to accomplish a specific?

A

work-related task

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21
Q

Proficiency skills Proficiency skills are those skills that an individual must have, to be able to?

A

perform a specific job. In practice, it is common to measure an individual’s proficiency skills against established or popular standards.

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22
Q

Proficiency can be split into the five competency levels, listed

A
  • Awareness
  • Novice
  • Intermediate
  • Advanced
  • Expert
  • Awareness: At this level, the employee will have an understanding of basic techniques and concepts that pertain to the job; but may not necessarily have the ability to apply them well.
  • Novice: At this level, the employee will be able to understand and discuss terminology, concepts and issues relating to the skill or task at hand; however, assistance may still be required to perform the task.
  • Intermediate: At this level, the employee will be able to complete tasks, as required. Occasionally, the employee may request assistance, but for the majority of the time, they will be able to perform the job without supervision.
  • Advanced: At this level, the employee requires no assistance or supervision, whatsoever. In fact, they will be capable of coaching others in their performance. The employee will also be able to translate complex matters relating to the job into layman’s terms for other employees. Furthermore, the employee will be able to effectively contribute in senior level discussions regarding these areas of competency.
  • Expert: At this level, the employee will be able to provide guidance and answers, and will be able to effectively troubleshoot issues that relate to their job.
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23
Q

Think of soft skills as the more social side of employees’ daily tasks. These skills relate to an individual’s?

A

personality traits, emotional intelligence and behaviour

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24
Q

some common soft skills that can be focused on, during this kind of training?

A
  • accepting feedback and criticism in a constructive manner;
    conflict resolution;
  • communication (including written, oral and body language);
  • teamwork;
  • flexibility (i.e. the ability to adapt to change in a productive manner);
  • project and time management;
  • decision-making;
  • problem-solving; and
    managing one’s emotions and motivation levels.
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25
Q

Compliance training refers to the interventions that ensure that employees – and therefore the organization as a whole – meet?

A
  • legal,
  • safety. and
  • other mandatory requirements
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26
Q

Do some research and create a flyer that provides a brief overview of sexual harassment, while keeping the following aspects in mind:

  • The South African law under which sexual harassment falls
  • What sexual harassment entails
  • The rights of employees in this respect
  • To whom sexual harassment should be reported
A
  1. The Labour Relations Act 66 of 1995 (LRA) is the main act that deals with sexual harassment in the workplace.
  2. What sexual harassment entails
  3. Sexual harassment is any unwanted attention of a sexual nature that takes place in the workplace. It entails any kind of sexual behaviour that makes you feel uncomfortable, including:
    touching;
    unwelcome sexual jokes;
    unwanted questions about your sex life;
    whistling;
    rude gestures;
    requests for sex; and/or
    staring at your body in an offensive way.
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27
Q

You, as an employee, have the right to?

A

​​​​​​​- a workplace that is free from sexual harassment;
- be treated with dignity and respect at work;
- be treated equally;
- not be discriminated against, because of your race, gender and/or your status;
- report sexual harassment, without fear of victimisation (i.e. ill-treatment); and
- have your complaint treated seriously and confidentially.

28
Q

To whom sexual harassment should be reported?

A

Sexual harassment is an unfair labour practice. Any incidents in the workplace will be dealt with quickly and fairly by Smith & Company. If you are a victim of sexual harassment, please report it immediately to either your direct supervisor or to the HR manager.

29
Q

Training interventions specifically geared for management roles may include?

A
  • Skills training specific to the department or area being managed
  • Effective leadership
  • Policies, procedures and other areas pertinent to overall
    operations
  • Strategic planning
  • Research and development
  • Budget planning
  • How to conduct effective performance appraisals
30
Q

You receive an office tour on your first day of work. What kind of training intervention does this example refer to?

A

Orientation

31
Q

Which training intervention do technical skills, proficiency skills and soft skills fall under?

A

Specific skills

32
Q

All employees are required by law to undergo training that shows them how to behave in the case of an emergency, such as a fire. What type of training is this an example of?

A

Compliance

33
Q

What type of training intervention does ISO9000 and ISO14000 refer to?

A

Professional standards

34
Q

Benefits of cross-cultural training?

A

it has already been established that training of any kind will cost a company both time and money; there are therefore those who will perceive cross-cultural training as an unnecessary expense that adds no real value. It is true, that if approached incorrectly, training (in any area) can have a limited impact. However, we shall explore some of the definite benefits that exist for the employer and employee when training of this nature is conducted well.

35
Q

benefits of cross-cultural training?

A
  • Better business practices,
  • reduce discrimination
  • Build transferable skills
36
Q

A company can expect numerous improvements in its operations, following effective ___________ training of employees.

A

cross-cultural

37
Q

Some of the other benefits that were observed include the following:

A

Roles become more clarified, as do duties and responsibilities.
Sensitivity, empathy and awareness of others lead to improved internal and external relationships.
Creative thinking and problem-solving become more apparent.

38
Q

When it comes to observing or experiencing other cultures, human beings tend to focus on what is different from the?

A

norm.

39
Q

Which of the following is NOT an area that cross-cultural training aims to address?

A

Induction

40
Q

Which of the following is NOT a benefit of cross-cultural training?

A

Eliminates cultural differences

41
Q

What is blended learning?

A

In a nutshell, it is a combination of e-learning and instructor-led training

42
Q

What gift would be acceptable in Japan but considered offensive in Saudi Arabia?

A

Alcohol

43
Q

Which of the following is an example of a transferrable skill?

A

Team-building

44
Q

What is South Africa also known as?

A

The rainbow nation

45
Q

Bulelwa is an HR practitioner. She has the task of finding the right person to fill the Marketing Manager post at her company. Which sub-system of HR development is Bulelwa engaged in?

A

Recruitment, selection and placement

46
Q

Which subsystem of HR development evaluates an employees’ performance and creates a plan for working through areas where they need to develop their skills?

A

Performance appraisal and rewards

47
Q

Abby’s manager has called a meeting with her to provide her with feedback about her performance and discuss possible opportunities which may suit her strengths. To which sub-system of HR development does this meeting relate?

A

Feedback and counselling

48
Q

Explain Flipped classroom?

A

This model is just what it sounds like – a reversal of the traditional classroom model, where time in the classroom is spent reviewing material and content. Further review and assignments are done by the learner in their own time. With the flipped classroom model, the learning happens at the pace set by the employee. Each learner studies the materials made available by the instructor through online media,

49
Q

Which statement about training is NOT true?

A

Training should be standardised across all organisations

50
Q

Which subsystem of HR development aims to develop an employee’s skills through education, training and work experience?

A

Career planning and role analysis

51
Q

EXPLAIN On-the-job training (OJT)?

A

This model employs hands-on training techniques, and it is aimed at either individuals or small groups. Equipment or machine constraints will dictate the number of employees to be trained. The purpose of on-the-job training (OJT) is to train specific tasks (related to the industry, organisation and the employee’s role); and to improve the employees’ performances,

52
Q

Job rotation or cross-training is self-explanatory, as it concerns rotating employees through a variety of?

A

roles or departments within the company

53
Q

Explain mentoring?

A

In the workplace, mentoring and coaching is a process by which an employee is supported, encouraged and guided to improve their professional capacity by another more senior employee.

54
Q

Explain Self-instruction?

A

The self-instruction model’s purpose is to provide career advancement opportunities and extended training; and it focuses on teaching employees customised skills.

55
Q

A young, would-be electrician works under the supervision of a more experienced and qualified electrician. Which on-the-job activity does this statement relate to?

A

Apprenticeship

56
Q

Games, role-playing and case studies are activities that can be used in which training model?

A

Simulation

57
Q

Which training model spends time reviewing content the learner has already been exposed to?

A

The flipped classroom model

58
Q
A
  • Coordination
  • Select training programme
  • Prepare and develop programme
59
Q

management elements that should be considered when implementing a training programme?

A
  • Coordination
  • Identify and evaluate needs
  • Select training program
  • Prepare and developed programs
  • Delivery
  • Evaluation
60
Q

If management decides to develop their own training programme, then they can take the following steps?

A
  1. Determine the subject of the programme.
  2. Define the programme’s objectives and aims.
  3. Acquire subject matter experience.
  4. Determine and define who would need to participate in the programme.
  5. Outline and organise the programme content.
  6. Create tests and evaluations.
    Select methods and media for the programme.
    Prepare material and detailed manuals for the trainers, as well as the trainees.
    Allow peer assessment.
61
Q

An employee training and development policy pertains to?

A

the organisation’s specific programmes, procedures, rules and processes that are involved in training their employees

62
Q

Which of the following is an important reason for a company to implement a good training and development policy?

A

business profits

63
Q

What is the second level of Kirkpatrick’s training evaluation model?

A

Learning

64
Q

Which of the following is one of the six main management elements of a training programme?

A

Identify needs

65
Q

Other than ensuring that a training programme is based on the skills and/or knowledge needed and on the purpose of the training, which other factor is important when selecting a training programme?

A

The training programme should fall within the training budget of the organisation

66
Q

What is an important factor in ensuring that a training programme is delivered well?

A

Communication between management and employees

HRM (8 decks)

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