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BUS 381 > week 5 > Flashcards

week 5 Flashcards

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1
Q

oreint onboarding si

A

basic background info for firm and job , LR socialize

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2
Q

training is

A

discrete effort to gain KSA to perform job

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3
Q

beenfit onboarding

A

o Lower turnover, increased morale
o Fewer corrective discipline

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4
Q

purpose of oreint in 3 groups

A

socialization-connection as motivation comes from desire to bond
info how do job-training
org knowledge- jargon etc

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5
Q

purpose of oreint program

A

1st step in learn curve, feel welcome, understand who who in org, reduce reality shock

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6
Q

formal and informal aspect oreint

A

o Formal: large classroom type meeting goes through aspects or online courses
o Informal: meeting convo and welcome aspects not programmed, tyically on going involve many people

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7
Q

how oreint start

A
  • Manager begins lots of the orientation introduce to colleagues sense of welcome
    o Start orientation where in large class and series of presentations, HR talks org benefits etc, union pres, health and safety group
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8
Q

why does exec integrate take long time

A

assume they know what to do

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9
Q

key aspect exec integrate

A

ID pos specifications, demonstrate comptenecy and provide realistic info reduce reality shock

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10
Q

best prac oreint

A

shced, stuff ready, careful info overload,

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11
Q

measure effectivness of oreitn program, how

A

o Employee reaction: How they felt survey,
o Manager input see how effective
o Socialization effect, highly dependent on team aspects like size
o Cost benefit analysis, can be flawed, look at cost of not doing it how quickly someone left the org

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12
Q

training is a investment in

A

strategic Investment in human capital

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13
Q

training can help firms

A

complete generate higher level of employee commitment
o Necessity for improve org competitiveness

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14
Q

firms that too good training can cuase

A

people come get trained and leave

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15
Q

who do we train and how esnure knowledge apply

A

1- know who to train and skill needed
2- decide how to train in house vs external
3- application of knowledge

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16
Q

in house vs external trainign beenfit

A

 In house benefit is everyone is learning similarly fostering cross org relation building
 External benefit is dev relation with other org and get new way of thinking from others

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17
Q

legal aspect of training

A

equal opp, refuse training may = leave job, negiligent training

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18
Q

5 step train porcess

A

1- job analysis
2- implement design
3- validation
4- impleent
5- eval the training

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19
Q

what is train need analysis ID

A

 task analysis is like what you need to do broad competency and specific skills
 List out skill subtasks task and freq
establish performance standards
learn on or off job
perofrmance anlysis
concrete objectives

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20
Q

what is perform analysis

A
  • Determine if training will rectify deficiency
  • Is there training needed (can’t do) or a won’t do (don’t think I should do this)
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21
Q

what is instructional design

A

actual content for program produced

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22
Q

options for train design

A

programmed, informal, classroom, blended , on the job, apprentice shop, instructions, behaviour model , elearn, video confrence, simulated

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23
Q

program learning is and adv/dis adv

A

 systematic method for teach job skills and medium for training two major considerations
* Adv: reduce training time by 1/3, learn at own pace, reduce risk error, immediate feedback
* Drawback is cost to dev

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24
Q

3 components program learn

A

pres facts and q to learner
o Allow person to respond
o Provide feedback

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25
informal learning is
* Colleague show you something in person work, dimish in hybrid work environment 2/3 of learning this way * Good for industrial training
26
classroom training is
* Primary method to train in org context in or outside, quick way to share lots of info
27
blended learning is
* Combo of instructor and online e-learn  good result if watch in advance and dig into discussion together, jump into application and reflection access right away
28
OTJ trianing adv
* Adv- inexpensive but can be if someone else showing, learn while producing, don’t need expensive facility, quick feedback
29
apprenticship is
combo in-class training and on the job training with master, apply right away, learn a bit and go out to do right away
30
behavioral model procedure
role play, social reinforcement and transfer training
31
e learn adv and critical factors
* Critical factor: must be done well and store content management, how we facilitate this learning, support learners * Advantages – instructional consistency-no bad days for instructors, flexibility- do when needed, increased motivation-to do program
32
3 options e learn
buy exist product, make one or use production company
33
EPS is web based learning and is
* Computer based job aids or sets of computerized tools and displays that automate training, documentation and phone support
34
what is vlidation
pilot study/test and have control group to assess effectiveness training and achieve goals ID issues and test to see if produce desired skill
35
what is implement
 Deliver final version by professional or in-house trainers who attend train-the-trainer workshops
36
what is eval of training
transfer training to actual job  Are they better, more motivated, greater level of competency
37
important things to eval
1- better 2- training appropriate 3- positive reinforcement 4-  Measure on basis of learn as much as they can or as fast, is there a better method?
38
2 issues eval
* Design eval study and if controlled expirement used * Training effect to be measured
39
design study concern
training causes result we can measure not something like wage increase
40
ways to measure
* Tim series design: measure pre and post training cant be sure other factor at the same tie * Evaluate training through controlled experimentation – using formal methods for testing the effectiveness of a program; with control group and with tests before and after—best method.--> org wide or just train group
41
training effect to meaudre
* * Reactions – trainee reaction to the program * * Learning – did leaning of facts, principles, or skills take place * * Behavior – did on-the-job behavior change measures degree transfer * * Results – did organizational metrics improve
42
when is training ineffective
ineffective when environmental factors are cause of poor performance
43
specefic training groups
literacy, global literacy, customer service, diversity
44
global litercy does what
dev leaader at 4 levels of business for success incl:  Personal- understand and value oneself  Social – engage and challenge other people  Business- focus and mobilze bus  Cultural * * Cross-cultural communication training * Cultural sensitivity training
45
customer service training goals
 Goals: Product knowledge and teat customers in hospitable manner
46
diversity training approach
cross culture communication on cultural etiquette and culture sensitivity train  sensitize employee to view of diff cultural groups
47
training for teamwork goal
 How to know and understand each other
48
why do many change effort fail
o Fail deliver anticipated benefit o Abandon before complete o Org charts change but people same
49
goals of change effort
innovation, sustain, global
50
org goals rn
o Move multi national o Merger o Tech change o DEI change
51
why do change fail
o Will not resource change initiatives resources not enough invested o Time complex o Training and support important part of it o Importance of helping all employees understand what, why, why now, etc. o Involving team in determining the what, why, and why now: get on board, support implementation, understand complexity
52
Lewin change model 2 forces and 3 steps
 Behavior in org product of 2 forces 1- maintain status quo and 2- push for change  Implement change = reduce forces for status quo or build up forces for change  3 step process unfreeze, moving, refreeze
53
managing change steps
1- urgency 2- joint diagnose prob to mobilze commitment 3- create guidng colation: group that move forward (influential people) 4- dev and shre vision and benefit of change 5- help employee make change 6- ain SR accomplishment 7- reinforce 8- monitor
54
what is OD
o Change process involve employee and they formulate and implement  they diagnose problem and agree on vision and solution
55
OD charecterisitics
o 1- Involves action research – collecting internal data for employee to find problems o 2- Applies behavioral science to improve effectiveness and changes org in direction o 3- changes org in direction toward empowerment and increase problem solving
56
what is career dev
Lifelong series activities like workshops to contribute to career exploration and success
57
career plan
process become aware of skills knowledge etc find info on diff opp to consider ID career related goals and make decision some action plans
58
career
series of work related pos not specific to individual helping them grow in skills success and fulfillment
59
how career dev is today
progress = more likley to stay o Manager: provides feedback/coaching & developmental opportunities, supports, refers o Employee has final responsibility, you have to ask, lifelong learning, adaptability
60
* Pursue work 4 reasons
1- passion 2- enjoyment 3- obligation morally 4- desire make prosocial diff
61
pyschological contract now is
unwritten agreement between employers and employee o ID each party expectations o Used to be employment for work o Now challenging rich environment for project then I may stick around for little longer o Less emphasis longevity and more on transferable skills o Neither employee or employer commit LR to each other because of turbulent labour market
62
career anchor is and incl
is concern and value person wont give up if choice to be made o 1- technical o 2- managerial o 3- creative o 4- autonomy
63
* Role in career dev ultimately on person o 4 key skills
sef motivation 2- indpeendant learning – effective time management and self promotion
64
purpsoe of why firms do career management
o Motivation o Loyalty o ID managerial potential
65
hwo to career manage
o Understand strength o Must have and preferences o Transferable skills
66
how to mange promos
o Fairness of process and transparency is crucial, ID high performers and give opp to see and groom and ready them
67
what is indidviudal contributor
o Move up less technical more managing people and selling individual contributor route doesn’t have to relate to manage people
68
4 major decsion promo
o 1- seniority or compentance o 2- how competence measured o 3- formal or informal o 4- Vertical horizontal or other
69
what is manager dev program
improve managerial performance by import KSA o Technical skill not enough leadership skill req coaching give feedback motivating and communication o Diff ways for management training: cooperate U, how motivate people, how to navigate different team dynamics, coaches mentor, formalize program like MBA , action learning
70
leadership dev program is
dev growing need for leaders who listen o Leadership edge employee success = company success  Provide ongoing feedback and recognition for accomplishment o Can use exec coaches  ID strength and weakness to capitailize on strength and overcome weakness o Often occurs through formal or mandatory training program o Self admin less effective than trainer

BUS 381 (5 decks)

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