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HRM 2440 > Week 7 > Flashcards

Week 7 Flashcards

(67 cards)

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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
5 - Step Training Process
Step 1: Training Needs Analysis Step 2: Instructional Design Step 3: Validation Step 4: Implementation Step 5: Evaluation of Training
26
1. Training Needs Analysis - components (3)
Task Analysis Performance Analysis Establish Training Objectives
27
Task Analysis
use info from job description and specification to break job into task and skill
28
Performance Analysis (4)
verify deficiencies appraise workers Can't do vs Won't do problems Adequate training vs incentives
29
Establish Training Objectives
Specify what trainee should be able to accomplish after completing training
30
2. Instructional Design
employees needs determined and objectives set -> training programs are designed.
31
Types of training - Programmed Learning Adv Disadv
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
Types of training - Classroom training
primary method for corporate training in Canada quick method to provide knowledge to large groups of trainees
33
Types of training - Blended Learning
instructor-led training and online e-learning
34
Types of training - Informal Training
Learning not determined or designed by organization
35
Types of training - On-the-job training (4)
learn on job, inexpensive, no need for off-job facility learning, quick feedback
36
On-the-job training - Apprenticeship
learner/apprentice study under protection or supervision of higher authority
37
On-the-job training - Job Instruction Training
logical sequence of steps taught with details and in order
38
Technology - Enabled Training Techniques
computer, e-learning, web-based flexible, personalized, cost effective
39
Step 3: Validation (3)
Ensure objectives accomplished run through using representative audience feedback -> assess -> revise
40
Step 4: Implementation (3)
Schedule delivery by professional trainer train-the-trainer work shops required trainers equipped with content and presentation knowledge
41
Step 5: Evaluation of Training RLBR
Reaction, Learning, Behaviour, Results
42
Reaction Learning Behaviour Results
Where trainees satisfied Did trainee learn what was intended was training transferred to job Did training deliver intended results in organization
43
Time Series Design
take series of performance measures before and after training program (correlation relationship)
44
Controlled Experiment
Determine extent to which any change in performance in training group resulted from training itself (rather than organization wide change)
45
Guidelines to maximize training effectiveness (4)
- overall picture at beginning of training - similarity between training situation and work situation - motivate trainees: learn, feedback, engage - Pre - training preparation
46
Training for Global Business and Diverse Workforce
Develop leaders with multi-cultural experience and competencies -> success in global marketplace
47
Cross-cultural communication training
focus on workplace cultural etiquette and interpersonal skills
48
Cultural Sensitivity Training
sensitizing employees to views of different cultural groups. Diverse employees work together efficiently
49
Career
series of work related positions that help person grow in job skills, success, fulfillment
50
Career Planning
become aware of person skills, interests, motivations obtain info abut opportunities, choices, careers career action plan
51
Career development
activities that contribute to person's career exploration, establishment, success and fufillment
52
Vocational Preference interests for career planning (6)
realistic, investigation, conventional, enterprising, social, artistic
53
Vocational Preference test
people divided in 6 personality, environments described according to 1/6. Choices made as people seek environment agreement with personality type
54
Vocational Interests do not predict
success
55
New Approached for Career Development
Frequent Job transitions, linear career paths, dynamic approach to career development
56
Career Anchor
concern or value that person will not give up if choice has to be made
57
Edgar Schein's Career Anchors - Technical Function
remain and grow in technical or functional field, avoid general management
58
Edgar Schein's Career Anchors - Managerial Competence
Motivation to become managers
59
Edgar Schein's Career Anchors - Creativity
entrepreneurs build or create their own product
60
Edgar Schein's Career Anchors - Autonomy and Independence
driven to be own person and work in large organization
61
Edgar Schein's Career Anchors - Security
Long run career stability and job security for stable future
62
Edgar Schein's Career Anchors - Service/Dedication
meaningful job in large context
63
Edgar Schein's Career Anchors - Pure Challenge
overcome odds, solve complex problems, comp advantage
64
Edgar Schein's Career Anchors - Lifestyle
family career and personal career (not balancing work and life) more focus on integrate careers
65
Succession Planning
senior level and critical strategic job openings are planned and filled
66
Succession Planning Steps (3)
1. Strategic direction of organization 2. core skills and competencies for job 3. Identify employees
67
Management Development
Improve current or future management performance

HRM 2440 (9 decks)

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