Hmgt4150 - Chapter 5

Front 1

1. List some of the characteristics of an effective orientation program.

Back 1

*Familiarizing new employees with the organization,their iob, and their work unit.
*Embedding organizational values, beliefs, and accepted behaviours. *Active involvement and participation from the supervisor.

Front 2

2. Discuss the systems approach to training and development.

Back 2

*Training and development need to be linked to thi organization's goals and objectives. *A systems approach to training and development creates this link. A systems approach consists of five phases: needs analysis, training program design, implementation, evaluation, and transf er to work environment.

Front 3

5. Identify the types of training methods used for managers and nonmanagers

Back 3

*On-the-job.
*Apprenticeship.
*Cooperative and internship programs. *Computer-based.
*Seminars and conferences.
*Role playing and management games.

Front 4

6. Describe the special training programs that are currently popular.

Back 4

*Basic skills training (eg.literacy).
*Team work.
*Diversity.

Front 5

7. Explain how a career development program integrates individual and organizational needs.

Back 5

*It blends employee effectiveness and satisfaction with the achievement of the organization's strategic objectives.
*HRM practices must fit so that both individual and organization needs can be achieved.

Front 6

7. Explain how a career development program integrates individual and organizational needs.

Back 6

*It blends employee effectiveness and satisfaction with the achievement of the organization's strategic objectives.
*HRM practices must lit so that both individual and organization needs can be achieved.

Front 7

8. Describe the methods used for developing supervisors and managers.

Back 7

*Mentoring programs.
*Specialized career programs for diverse workforce.

Front 8

9. training

144

Back 8

The acquisition of skills, behaviours, and abilities to perform current work

Front 9

10. development

144

Back 9

The acquisition of skills, behaviours, and abilities to perform future work or to solve an organizational problem

Front 10

11. orientation

144

Back 10

Formal process of familiarizing new employees with the organization, their jobs, and their work unit and embedding organizational values, beliefs, and accepted behaviours

Front 11

12. task analysis

150

Back 11

Process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job

Front 12

13. competency assessment

152

Back 12

Analysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs

Front 13

14. person analysis

152

Back 13

Determination of the specific individuals who need training

Front 14

15. instructional objectives

152

Back 14

Desired outcomes of a training program

Front 15

16. trainee readiness

153

Back 15

The consideration of a trainee's maturity and experience when assessing him or her

Front 16

17. on-the-job training (OJt]

155

Back 16

Method by which employees are given hands-on experience with instructions from their supervisor or other trainer

Front 17

18. apprenticeship training

157

Back 17

System of training in which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job,in the practical and theoretical aspects of the work

Front 18

19. cooperative training

157

Back 18

Training program that combines practical on-the-job experience with formal educational classes

Front 19

20. internship programs

157

Back 19

Programs jointly sponsored by colleges, universities, and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work organizations

Front 20

21. computer-assisted instruction (CAI)

158

Back 20

A system that delivers training material directly through a computer terminal in an interactive format

Front 21

22. transfer of training

162

Back 21

Effective application of principles learned to what is required on the job

Front 22

23. benchmarking

163

Back 22

Process of measuring one's own services and practices against the recognized leaders in order to identify areas for improvement

Front 23

24. transfer

171

Back 23

Placement of an individual in another job for which duties, responsibilities, status, and remuneration are approximately equal to those of the previous job

Front 24

25. promotion

172

Back 24

Change of assignment to a job at a higher level in the organization

Front 25

26. mentors

173

Back 25

Executives who coach, advise, and encourage individuals of lesser rank

Front 26

3. Describe the components of a training plan

Back 26

*Contributes to the organization's overall goals.
* Involves five phases: needs assessment, program design, implementation, evaluation, and transfer of training.

Front 27

4. Identify the principles of learning.

Back 27

*Goal setting.
*Meaningfulness of presentation.
*Modeling.
*Individual differences.
*Active practice and repetition. *Feedback.
*Rewards and reinforcement.