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40 Cards in this Set

  • Front
  • Back

training

planned effort by a company to facilitate the learning of JOB RELATED competencies

6 Steps of Training Design Process

1. Needs assessment


2. motivation for learning


3. creating a learning environment


4. transfer of training


5. training methods


6. evaluation of training

Needs assessment requirements

1. organizational analysis- does training have support of managers? fit company strategy? company have the resources?


2. person analysis


3. task analysis - importance, frequency, difficulty

motivation for learning

internal- self-efficacy- someone who knows able to learn and wants to learn


external- can motivate people with money, promotion, something tangible

7 basic principles of training (list 3)

1. employees need to know why they should learn


2. employees need meaningful training content


3. employees need to have opportunity for practice


4. employee needs feedback


5. adults prefer to learn by observing and imitating experiences


6. employees need a training program to be properly coordinated and arranged 7. employees should be asked to commit something to memory



training methods

presentational methods: classroom/distance learning


hands on methods: (develops specific skills and interpersonal relationships) on the job training/simulation/e-learning/group or team learning: action planning/adventure learning

3 reasons for appraisal

1. strategic


2. administrative


3. developmental

Appraisal criteria

1. strategic congruence


2. reliability- free from error


3. validity- all and only aspects of job


4. acceptability


5. specificity

Approaches to appraisals

1. comparative- simple ranking (order of quality)/ forced distribution (put everyone in categories)/ paired rankings (compare two people)


2. attribute and behavioral- must include self eval, comments, and signature


3. results approach- MBO management by objectives- objectives must be set, difficult but doable, and SMART (specific, measurable, attainable, relevant, timely)


4. quality approach

Rater (one specific thing)

based on first impressions

how to give proper feedback

Shouldbe given more than once a year

Askemployee to rate himself before session


Recognizeperformance through praise


Solveproblems


Minimizecriticism


Finishmeeting with review process

differences between development and training

Training:


Focus: Current


Use of work experience: low


Goal: Preparation for current job


Participation: required




Development:


Focus: Future


Use of work experience: high


Goal: Preparation for changes


Participation: voluntary

4 ways of development

1. formal educations


2. assessment


3. job experiences


4. interpersonal relations

assessment types

1. personality test


2. performance appraisal (best is 360 degree appraisal)


3. assessment center

mentor

senior person who still works who you look up to and serves as guru in work, socializing, and life




coach is more peer than mentor

involuntary turnover


voluntary turnover

initiated by org


initiated by employee

separation

doesn't apply to employment at will contracts

principles of justice

1. outcome fairness


2. procedural justice


3. interactional justice

progressive discipline

documentation- need to prove reasons of firing


progressive punitive measures- if firing for bad performance, need progressive discipline- if stealing or something you dont

ADR alternative dispute resolution

1. arbitration- private judge, listens to both sides and comes to conclusion


2. mediation- senior person, encourages dialogue, doesn't form conclusion

progression of withdrawal theory

1. behavior change


2. physical job withdrawal


3. psychological job withdrawal

5 sources of job dissatisfaction

1. safe working conditions


2. personal dispositions


3. tasks and roles


theres 4


4. supervision and coworkers


5. pay and benefits

tasks and roles dissatisfaction

1. complexity- job enlargement


2. physical strain- less the better


3. flexibility- both time and location- motivating but delicate


4. value- perception/rewards- motivated by value

Job satisfaction survey- when do we do?

1. historical trends- every fiscal year


2. after major change in company


3. to compare to other companies- must be STANDARDIZED - pay questionnaire


4. when leaving the company - job descriptive index



Equity Theory

I work more, I deserve more, then I will be happy




ratio of output to input has to be greater than or equal to others

Two pieces of equity theory

1. external equity pay comparison- market pay survey


2. internal equity pay comparison- job evaluation

compensable factors

used to decide the ranking of jobs in job evaluations

delayering

combine all engineers into one engineering category in job evaluations- all get same pay

broadbanding

allow engineers to earn a range in pay scale based on performance

skill based pay

get paid based on skills regardless if they are relevant to job

pay methods

1. merit pay


2. incentive pay


3. profit sharing


4. ownership


5. gain sharing

Merit pay

pay scale, move along based on appraisals and individual performance- increases fixed costs and can't move backwardsDemming says should be abolished because subjective, discourages performance, no teamwork

incentive pay

pay scale less than merit


need strong criteria for incentives


1. based on individual performance


2. output must be measurable


3. doesn't increase fixed costs- incentive is variable


look more at quantity and less at quality

profit sharing

company makes more and you make more


basic pay + share of profits


if company loses money you don't make extra



ownership

basic pay + company shares, options, or investment funds


option- option to purchase shares at future time at fixed price


ESOP- give ownership in trust- less risky than shares

gain sharing

scanlon- employees get to split what they don't spend

defined benefits plan

pension- age, yrs worked, contribution


fun owned by company

defined contributions plan

lump sum


cash balance plan- cash annually deposited at bank with annual yield guaranteed

3 diff between benefits and pay

1. legal compliance- some benefits required


2. institutionalized- benefits are standard


3. benefits are complex

reasons benefits have increased over the years

1. legislation caused increase


2. wage and price controls, labor market shortage


3. benefits have a better tax treatment


4. labor unions


5. group cost advantage


6. employers want to differentiate themselves