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BUS 381 > week 5 > Flashcards

week 5 Flashcards

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
Q

informal learning is

A
  • Colleague show you something in person work, dimish in hybrid work environment 2/3 of learning this way
  • Good for industrial training
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26
Q

classroom training is

A
  • Primary method to train in org context in or outside, quick way to share lots of info
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27
Q

blended learning is

A
  • 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
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28
Q

OTJ trianing adv

A
  • Adv- inexpensive but can be if someone else showing, learn while producing, don’t need expensive facility, quick feedback
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29
Q

apprenticship is

A

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
Q

behavioral model procedure

A

role play, social reinforcement and transfer training

31
Q

e learn adv and critical factors

A
  • 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
Q

3 options e learn

A

buy exist product, make one or use production company

33
Q

EPS is web based learning and is

A
  • Computer based job aids or sets of computerized tools and displays that automate training, documentation and phone support
34
Q

what is vlidation

A

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
Q

what is implement

A

 Deliver final version by professional or in-house trainers who attend train-the-trainer workshops

36
Q

what is eval of training

A

transfer training to actual job
 Are they better, more motivated, greater level of competency

37
Q

important things to eval

A

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
Q

2 issues eval

A
  • Design eval study and if controlled expirement used
  • Training effect to be measured
39
Q

design study concern

A

training causes result we can measure not something like wage increase

40
Q

ways to measure

A
  • 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
Q

training effect to meaudre

A
    • 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
Q

when is training ineffective

A

ineffective when environmental factors are cause of poor performance

43
Q

specefic training groups

A

literacy, global literacy, customer service, diversity

44
Q

global litercy does what

A

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
Q

customer service training goals

A

 Goals: Product knowledge and teat customers in hospitable manner

46
Q

diversity training approach

A

cross culture communication on cultural etiquette and culture sensitivity train  sensitize employee to view of diff cultural groups

47
Q

training for teamwork goal

A

 How to know and understand each other

48
Q

why do many change effort fail

A

o Fail deliver anticipated benefit
o Abandon before complete
o Org charts change but people same

49
Q

goals of change effort

A

innovation, sustain, global

50
Q

org goals rn

A

o Move multi national
o Merger
o Tech change
o DEI change

51
Q

why do change fail

A

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
Q

Lewin change model 2 forces and 3 steps

A

 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
Q

managing change steps

A

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
Q

what is OD

A

o Change process involve employee and they formulate and implement  they diagnose problem and agree on vision and solution

55
Q

OD charecterisitics

A

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
Q

what is career dev

A

Lifelong series activities like workshops to contribute to career exploration and success

57
Q

career plan

A

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
Q

career

A

series of work related pos not specific to individual helping them grow in skills success and fulfillment

59
Q

how career dev is today

A

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
Q
  • Pursue work 4 reasons
A

1- passion 2- enjoyment 3- obligation morally 4- desire make prosocial diff

61
Q

pyschological contract now is

A

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
Q

career anchor is and incl

A

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
Q
  • Role in career dev ultimately on person
    o 4 key skills
A

sef motivation 2- indpeendant learning – effective time management and self promotion

64
Q

purpsoe of why firms do career management

A

o Motivation
o Loyalty
o ID managerial potential

65
Q

hwo to career manage

A

o Understand strength
o Must have and preferences
o Transferable skills

66
Q

how to mange promos

A

o Fairness of process and transparency is crucial, ID high performers and give opp to see and groom and ready them

67
Q

what is indidviudal contributor

A

o Move up less technical more managing people and selling individual contributor route doesn’t have to relate to manage people

68
Q

4 major decsion promo

A

o 1- seniority or compentance
o 2- how competence measured
o 3- formal or informal
o 4- Vertical horizontal or other

69
Q

what is manager dev program

A

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
Q

leadership dev program is

A

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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