Unit 4

Question 1

Define training.

Answer 1

The process of teaching employees the basic skills/competencies that they need to perform their jobs.

Question 2

What is the difference between training and development?

Answer 2

Training focuses on the skills and competencies needed to perform employees’ current jobs while development is training of a long-term nature that aims to prepare current employees for future jobs within the organization.

Question 3

What are some benefits of training?

Answer 3

• Better job performance
• Fewer accidents and injuries
• Enhanced employer brand
• Greater employee engagement and satisfaction
• Greater employee retention

Question 4

List and define the three main learning styles.

Answer 4

1. Auditory Learning: Learning through auditory methods such as talking and listening.
2. Visual Learning: Learning through visual methods such as through pictures and print.
3. Kinesthetic Tactile Learning: Learning through a whole-body experience, such as learning through completing an activity.

Question 5

What are the four guidelines used to help trainers maximize the effectiveness of the training process?

Answer 5

1. At the start of training, provide the trainees with an overall picture of the material to be presented.
2. Maximize the similarity between the training situation and the work situation, and provide adequate training process.
3. Motivation affects training outcomes independently of any increase in cognitive ability; motivate, create a realistic practice.
4. Research evidence shows that the trainee’s pre-training preparation is a crucial step in the training process; inform trainees about what to expect beforehand.

Question 6

Define negligent training.

Answer 6

Negligent training is when an employer fails to provide sufficient training to employees. The actions of employees result in injuries or loss.

Question 7

What are the five steps of the training process?

Answer 7

1. Training Needs Analysis
2. Instructional and Curriculum Design
3. Validation of Training Design
4. Training Implementation
5. Evaluation of Training

Question 8

What is training needs analysis? Define and describe the various techniques. (Step 1 of the training process)

Answer 8

Training needs analysis is the process of determining the training that needs to be completed so that employees can do their job well.

Organization Analysis: Establishes training context by examining:

• Goals of the organization
• Organizational training climate
• Barriers to training (eg. budget, time, space, expertise)

Person Analysis:

• Identifies who will receive the training
• Clarifies trainees’ existing level of knowledge
• Examines characteristics of trainees (eg. availability, learning styles)

Task Analysis: Identifying the broad competencies and specific skills required to perform job-related tasks
- Used for determining the training needs of employees who are new to their jobs

Performance Analysis: Verifying whether there is a significant performance deficiency and, if so, determining whether that deficiency should be rectified through training or some other means

Question 9

What is a task analysis record and what information does it contain?

Answer 9

A task analysis record is used to supplement the current job description and specification.

It contains six types of information:

1. A list of the job’s main tasks and subtasks
2. An indication of the frequency of tasks and subtasks
3. A measurable description of performance standards for each task and subtasks
4. Conditions under which task is performed
5. The competencies and specific skills or knowledge required for each task and subtask, specifying exactly what knowledge or skills must be taught
6. The decision as to whether the task is best learned on or off the job, based on several conditions such as training objectives, methods, and resources

Question 10

What is instructional and curriculum design? (Step 2 of the training process)

Answer 10

It is the process of designing the training program after employees’ training needs have been determined and training objectives have been set.

Question 11

What are the different learning types?

Answer 11

Programmed Learning: A systematic method for teaching job skills that involves presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his or her answers

Informal Learning:
- Any learning that occurs in which the learning process is not determined or designed by the organization

Question 12

What are the traditional learning techniques?

Answer 12

• Classroom training
• On the job training (OJT)
• Apprenticeship training
• Job instruction training (JIT)
• Adventure-based learning

Question 13

What are the technology-enabled learning techniques?

Answer 13

• E-learning
• Audiovisual techniques
• Video conferencing
• Vestibule or simulated training

Question 14

What is validation of training design? (Step 3 of of the training process)

Answer 14

Validation is when a pilot-test is conducted or administered
to a representative sample of trainees to ensure that the program will accomplish its objectives. Revisions will be made after the validation. Once the program is validated, it can be rolled out to the rest of the organization.

Question 15

What is training implementation? (Step 4 of the training process)

Answer 15

Implementation is when the training is implemented within the organization.

Question 16

What is training evaluation? (Step 5 of the training process)

Answer 16

Training evaluation assesses the return on investment in human capital made through training by determining whether the training has actually achieved the objectives.

Transfer training is the application of the skills acquired during the training program into the work environment and the maintenance of these skills over time.

Address two issues when evaluating a training progress:

1. Whether controlled experimentation will be used
2. Which training effect will be measured

Question 17

What is Kirkpatrick’s training evaluation model?

Answer 17

The model has 4 ascending levels that assess the training:

1. Reaction
2. Learning
3. Behaviour
4. Results

Question 18

Define performance management and its importance.

Answer 18

Performance Management is the process encompassing all activities related to improving employee performance, productivity, and effectiveness.

The major purposes of performance management:

1. Aligns employee actions with strategic goals (strategic)
2. Informs administrative decision-making (administrative)
3. Helps employees to improve and grow (developmental)

Question 19

Define performance appraisal.

Answer 19

Performance Appraisal: A formal, relatively infrequent process in which an employee’s performance is evaluated along a predetermined set of criteria that is quantified via a formal performance score
- Used for a variety of decisions such as training recommendations, merit based pay increases, promotion, or termination decisions

Question 20

What are the steps of the performance management process?

Answer 20

1. Defining performance expectations and goals
2. Providing ongoing feedback and coaching
3. Conducting performance appraisal and and evaluation discussions
4. Determining performance awards/consequences
5. Conducting development and career opportunities discussions

Question 21

Describe what it means to define performance expectations and goals.

Answer 21

Performance expectations are split into task or contextual performance.

Task Performance: An individual’s direct contribution to his or her job-related processes
- May be partially based on previous performance evaluations

Contextual Performance: An individual’s indirect contribution to the organization in terms of improving the organizational, social, and psychological behaviours that contribute to organizational effectiveness, beyond those specified for the job
- Includes extra-role behaviours and contextual factors like “demonstrate a positive attitude”

Question 22

Describe the process of providing ongoing coaching and feedback.

Answer 22

There is a need in performance management for an increased focus on coaching and provision of ongoing feedback, more recognition of individual development and performance while also recognizing team performance, and a decreased focus on ratings and rankings.

Coaching: A process for improving work performance, in a frequent-contact, hands-on process aimed at helping employees improve performance and capabilities

Question 23

What are the different performance appraisal methods?

Answer 23

• Graphic Rating Scale: A scale that lists a number of traits and a range of performance for each
• Alternation Ranking Method: Ranking employees from best to worst on a particular trait
• Paired Comparison Method: Ranking employees by making a chart of all possible pairs of employees for each pair and indicating the better employee of the pair
• Forced Distribution Method: Predetermined percentages of rates are placed in various performance categories
• Critical Incident Method: Keeping a record of uncommonly good or undesirable examples of an employee’s work-related behaviour and reviewing the list with the employee at predetermined times
• Behaviourally Anchored Rating Scales (BARS): An appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific examples of good and poor performance
• Management by Objectives (MBO): Involves setting specific measurable goals with each employee and then periodically reviewing the progress made

Question 24

Describe performance rewards/consequences.

Answer 24

Performance rewards are given through merit pay or extra payment.
The two most important aspects used to determine the appropriate reward/consequence are achievement of goals and how the employee meets the defined standards.

Question 25

What is career development discussion?

Answer 25

The main objective of performance appraisals is to improve employee performance, keeping performance expectations clear and targeted on activities that build value for the organization.

Question 26

What are the seven steps needed to ensure that performance appraisals have the desired effect and are legally defensible?

Answer 26

1. Let the employee know that his or her performance is unacceptable, and explain your minimum expectations
2. Ensure that your expectations are reasonable
3. Let employees know that warnings play a significant role in the process of establishing just cause; employees must be warned and told that discharge will result if they continue to fail to meet minimum standards
4. Ensure that you take prompt corrective measures when required; failure to do so could lead to a finding that you condoned your employee’s conduct
5. Avoid sending mixed messages, such as a warning letter together with a “satisfactory” performance review
6. Provide the employee with a reasonable amount of time to improve performance
7. Be prepared to provide your employees with the necessary support to facilitate improvement

Question 27

What is formal appraisal discussion?

Answer 27

An interview in which the supervisor and employee review the appraisal and make plans to remedy deficiencies and reinforce strengths.

Three steps to prepare:

1. Assemble the data
2. Prepare the employee
3. Find a mutually agreeable time and place and allow plenty of time for the interview

Question 28

What are the different types of performance appraisal results?

Answer 28

1. Satisfactory-Promotable
2. Satisfactory-Not Promotable
3. Unsatisfactory-Correctable vs. Uncorrectable
   - Correctable –> require action plan
   - Uncorrectable –> require formal written warning

Question 29

What is validity and reliability in reference to performance appraisal problems?

Answer 29

Appraisal systems must be based on performance criteria that are valid for the position being related and must be reliable
Application must produce consistent ratings for the same performance. Criteria used in performance appraisal must be accurate, or valid, to produce useful results.

Criteria must be:

1. Relevant to the job being appraised
2. Broad enough to cover all aspects of the job requirements
3. Specific

Question 30

What are the different rating scale problems?

Answer 30

• Unclear Performance Standards: An appraisal scale that is too open to interpretation of traits and standards
• Halo Effect: In performance appraisal, the problem that occurs when a supervisor’s rating of an employee on one trait biases the rating of that person on other traits
• Central Tendency: A tendency to rate all employees in the middle of the scale
• Strictness/Leniency: The problem that occurs when a supervisor has a tendency to rate all employees either low or high
• Appraisal Bias: The tendency to allow individual differences, such as age, race, and sex, to affect the appraisal ratings that these employees receive
• Recency Effect: The rating error that occurs when ratings are based on the employee’s most recent performance rather than on performance throughout the appraisal period
• Similar-to-Me Bias: The tendency to give higher performance ratings to employees who are perceived to be similar to the rater in some way
• Primacy Effect: First impression made by employee affects all subsequent ratings

Question 31

What are the four ways that managers can use to minimize the impact of appraisal problems?

Answer 31

1. Raters must be familiar with the problems discussed
2. Training on how to eliminate rating errors can help supervisors avoid these problems
3. Raters must choose the right appraisal tool
4. Use multiple raters in the evaluation

Question 32

How is technology used in performance appraisals?

Answer 32

• Web-based performance management improves the overall performance management process
• Web-based performance management systems provide advanced reporting capabilities, allowing managers to track the status of performance management initiatives easily
• The development of powerful, web-based tools have allowed employee performance management to undergo a rapid evolution in a relatively short time
• HR professionals have more time to focus on meeting strategic objectives, better tools to implement best practices programs, and access to critical workforce metrics they can share with their executive team
• Electronics Performance Monitoring (EPM): Having supervisors electronically monitor the amount of computerized data an employee is processing per day and thereby his or her performance

Question 33

Who are sources of appraisal information?

Answer 33

• Supervisors
• Self
• Peers (logrolling is when peers all rate each other highly)
• Committees
• Subordinates (upward feedback is when employees anonymously evaluate their supervisors’ performance)
• 360-Degree Appraisal: A performance appraisal technique that uses multiple raters including peers, employees reporting to the appraisee, supervisors, and customers