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HRM 2440 > Week 7 > Flashcards

Week 7 Flashcards

1
Q

Orientation
type of process

A

Provide new employees with basic background info about firm and job.
long term continuous socializing

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2
Q

Training
type of process

A

org’s impart info and instructions to help employee gain required skills and knowledge to perform job
short-term and discrete

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3
Q

methods of orientation 2 (a vs b)

A

brief vs lengthly
informal vs formal

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4
Q

Formal Orientation programs (4-5)

A

publications/guides/handbooks
facility tour and staff instructions
Job related documents and info
training
performance appraisal criteria

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5
Q

Purpose of employee onboarding (business) - 2

A

goals for continuous performance
improve retention

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6
Q

Purpose of employee onboarding (employee) - 3

A

employee productive faster
reduce jitters and reality shock
speed up socialization

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7
Q

Reality shock

A

discrepancy between expectations and reality

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8
Q

Socialization

A

establishing attitudes, standards, values and behaviours expected by organization

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9
Q

Onboarding and Orientation HR - Responsibility (3)

A
  • first day of orientation
  • basic info about organization
  • follow up and reviews
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10
Q

Onboarding and Orientation Supervisor - Responsibility (3)

A

Continue orientation from HR
Explain in depth and nature of job
Introduction to team and co-workers

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11
Q

Onboarding and Orientation Buddy - Responsibility 2

A

assigned to new hire
assists with day to day tasks and questions

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12
Q

Evaluation of Orientation Program 3

A
  1. Employee Reaction
  2. Socialization Effects
  3. Cost/Benefit Analysis
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13
Q

Evaluation of Orientation Program - Employee Reaction

A

opinion on usefulness of program
transference of feelings to job performance

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14
Q

Evaluation of Orientation Program - Socialization Effects

A

Understand/accept beliefs, values and norms of organization

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15
Q

Evaluation of Orientation Program - Cost/Benefit Analysis

A

Costs: Printing books, time spent, modules
Benefits: reduction in error, productivity rate, efficiency level

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16
Q

some problems with orientation (4)

A

little to no orientation
too much info in short time
info too broad or too detailed
too many forms/modules

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17
Q

Training

A

teach employees basic skills/competencies to perform jobs

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18
Q

Focus - Training
Focus - Development

A

Current Job
current and future job

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19
Q

Scope - Training
Scope - Development

A

Individual Employee
Work group or organization

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20
Q

Time Frame - Training
Time Frame - Development

A

Immediate
Long-Term

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21
Q

Goal - Training
Goal - Development

A

Fix current skill deficit
prepare future work demands

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22
Q

Slide 27???

A
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23
Q

Legal Aspects of training
_______ procedures are vaild
training is not ______ _________

A

admission procedures
unfairly discriminatory

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24
Q

Negligent Training

A

employer fails to adequately train employee who subsequently harms third party

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25
Q

5 - Step Training Process

A

Step 1: Training Needs Analysis
Step 2: Instructional Design
Step 3: Validation
Step 4: Implementation
Step 5: Evaluation of Training

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26
Q
  1. Training Needs Analysis - components (3)
A

Task Analysis
Performance Analysis
Establish Training Objectives

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27
Q

Task Analysis

A

use info from job description and specification to break job into task and skill

28
Q

Performance Analysis (4)

A

verify deficiencies
appraise workers
Can’t do vs Won’t do problems
Adequate training vs incentives

29
Q

Establish Training Objectives

A

Specify what trainee should be able to accomplish after completing training

30
Q
  1. Instructional Design
A

employees needs determined and objectives set -> training programs are designed.

31
Q

Types of training - Programmed Learning
Adv
Disadv

A

textbook or computer: questions, facts, problems, modules
Adv: reduce training, learn at own pace, feedback , reduce error
Disadv: cost of developing manuals or software for programmed instructions

32
Q

Types of training - Classroom training

A

primary method for corporate training in Canada
quick method to provide knowledge to large groups of trainees

33
Q

Types of training - Blended Learning

A

instructor-led training and online e-learning

34
Q

Types of training - Informal Training

A

Learning not determined or designed by organization

35
Q

Types of training - On-the-job training (4)

A

learn on job, inexpensive, no need for off-job facility learning, quick feedback

36
Q

On-the-job training - Apprenticeship

A

learner/apprentice study under protection or supervision of higher authority

37
Q

On-the-job training - Job Instruction Training

A

logical sequence of steps taught with details and in order

38
Q

Technology - Enabled Training Techniques

A

computer, e-learning, web-based
flexible, personalized, cost effective

39
Q

Step 3: Validation (3)

A

Ensure objectives accomplished
run through using representative audience
feedback -> assess -> revise

40
Q

Step 4: Implementation (3)

A

Schedule delivery by professional trainer
train-the-trainer work shops required
trainers equipped with content and presentation knowledge

41
Q

Step 5: Evaluation of Training RLBR

A

Reaction, Learning, Behaviour, Results

42
Q

Reaction
Learning
Behaviour
Results

A

Where trainees satisfied
Did trainee learn what was intended
was training transferred to job
Did training deliver intended results in organization

43
Q

Time Series Design

A

take series of performance measures before and after training program (correlation relationship)

44
Q

Controlled Experiment

A

Determine extent to which any change in performance in training group resulted from training itself (rather than organization wide change)

45
Q

Guidelines to maximize training effectiveness (4)

A
  • overall picture at beginning of training
  • similarity between training situation and work situation
  • motivate trainees: learn, feedback, engage
  • Pre - training preparation
46
Q

Training for Global Business and Diverse Workforce

A

Develop leaders with multi-cultural experience and competencies -> success in global marketplace

47
Q

Cross-cultural communication training

A

focus on workplace cultural etiquette and interpersonal skills

48
Q

Cultural Sensitivity Training

A

sensitizing employees to views of different cultural groups. Diverse employees work together efficiently

49
Q

Career

A

series of work related positions that help person grow in job skills, success, fulfillment

50
Q

Career Planning

A

become aware of person skills, interests, motivations
obtain info abut opportunities, choices, careers
career action plan

51
Q

Career development

A

activities that contribute to person’s career exploration, establishment, success and fufillment

52
Q

Vocational Preference interests for career planning (6)

A

realistic, investigation, conventional, enterprising, social, artistic

53
Q

Vocational Preference test

A

people divided in 6 personality, environments described according to 1/6. Choices made as people seek environment agreement with personality type

54
Q

Vocational Interests do not predict

A

success

55
Q

New Approached for Career Development

A

Frequent Job transitions, linear career paths, dynamic approach to career development

56
Q

Career Anchor

A

concern or value that person will not give up if choice has to be made

57
Q

Edgar Schein’s Career Anchors - Technical Function

A

remain and grow in technical or functional field, avoid general management

58
Q

Edgar Schein’s Career Anchors - Managerial Competence

A

Motivation to become managers

59
Q

Edgar Schein’s Career Anchors - Creativity

A

entrepreneurs build or create their own product

60
Q

Edgar Schein’s Career Anchors - Autonomy and Independence

A

driven to be own person and work in large organization

61
Q

Edgar Schein’s Career Anchors - Security

A

Long run career stability and job security for stable future

62
Q

Edgar Schein’s Career Anchors - Service/Dedication

A

meaningful job in large context

63
Q

Edgar Schein’s Career Anchors - Pure Challenge

A

overcome odds, solve complex problems, comp advantage

64
Q

Edgar Schein’s Career Anchors - Lifestyle

A

family career and personal career (not balancing work and life) more focus on integrate careers

65
Q

Succession Planning

A

senior level and critical strategic job openings are planned and filled

66
Q

Succession Planning Steps (3)

A
  1. Strategic direction of organization
  2. core skills and competencies for job
  3. Identify employees
67
Q

Management Development

A

Improve current or future management performance

HRM 2440 (9 decks)

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