Ch 5, Ch 6, Ch 7

Front 1

general property orientation

Back 1

aquaint new employee with property

tell employee mission statement, management philosophy, general policies, insurance, benefits, forms, relations

Front 2

specific job orientation

Back 2

orientation directly related to job performance (responsibilities, work environment, location of equipment)

Front 3

socialization

Back 3

ongoing process of learning the social culture of the organization and how to get along with others (values, norms, behaviors)

Front 4

avoid in orientation

Back 4

emphasis on paperwork, mickey mouse approach (start them easy), sketchy overviews, suffocation, unrealistic job previews

Front 5

Training cycle

Back 5

1. develop and conduct needs assessment

2. identify training objectives

3. establish training criteria

4. select trainees

5. pretest trainees

6. choose training methods

7. implement training

8. evaluate training program

Front 6

organizational analysis

Back 6

the process in which the entire organizations need for training is assessed; effect training will have on the whole civilization

Front 7

task and behavior analysis

Back 7

a process that determines what tasks and behaviors are needed for each job

Front 8

individual analysis

Back 8

a process that helps managers identify specific training needs for the person performing a particular job

Front 9

3 core phases of job training

Back 9

needs assessment, implementation, evaluation

Front 10

4 main goals of a training program

Back 10

1. reaction

2. learning

3. on the job behaviors

4. results

Front 11

Ranking methods of appraising performance

Back 11

simple ranking: best to worst (doesnt distinguish btw job responsbilities)

alternative ranking: lists each employee on a separate paper

paired comparison

Front 12

forced distribution

Back 12

assumes that the final rankings of all employees would conform statistically to a bell-shaped curve.

5% exceptional, 10% outstanding, 15% above average, 40% average, 15% below average, 10% poor, 5% very poor

more difficult and less fair

Front 13

graphic rating scale

Back 13

used for hourly employees (1-5 scale)

simple, leniency, severity, halo effects, variability in importance

Front 14

Behaviorally anchored rating scales

Back 14

scaled continuum, based on critical incidents, relies less on opinion, time consuming and costly

Front 15

Narrative essays

Back 15

raters write essays describing employee, fills in gaps, suggestions on how to improve, too time consuming

Front 16

Critical incidents

Back 16

logs, readily useful info, symbolic goals, probz wont capture enough incidents

Front 17

Management by objectives

Back 17

involves meetings establishing goals, "yes men", difficult to evaluate the accomplishments, some set more difficult goals than others

Front 18

Behavioral observation scales

Back 18

scales of always or never of critical incidents, immediate supervisor

Front 19

peer evaluations

Back 19

constructive, beneficial

Front 20

self-appraisal

Back 20

good when combined with others, less critical, biased, extra credit, extra blame on others, blind spots

Front 21

guest appraisals

Back 21

not always accurate

extremely pleased or dissatisfied only get said

stress extremes not averages

Front 22

multiple rater evals

Back 22

more than one rater

increase accuracy and fairness

Front 23

360 degree appraisals

Back 23

ratings by multiple people

accurate/true performance

everything

time consuming