Mgt 352 Exam 2 Chapters 7 And 8

Front 1

Training

Back 1

planned efforts to help employees acquire job related KSA's and behaviors with the goal of applying these on the job

Front 2

Instructional design

Back 2

systematically developing training to meet specified needs

Front 3

Stages of instructional design

Back 3

1) needs assessment, 2)readiness for training, 3) Plan the training, 4) Implement the training, and 5) Evaluate Training

Front 4

Needs assessment

Back 4

evaluating the organization, employees, and tasks to determine what kinds of training are necessary.

Front 5

3 types of analysis for Needs assessment

Back 5

organization, person, and task

Front 6

Readiness for training

Back 6

employee characteristics and positive work environment that permit training.

Front 7

plan the training

Back 7

establish training objectives and training methods

Front 8

training objectives

Back 8

indicate whawt the employee is expected to do, the quality of performance that is acceptable, and the conditions under which they are expected to learn.

Front 9

types of training methods

Back 9

classroom instruction, computerbased training, on the job training, and simulations

Front 10

implement training

Back 10

link training to the job- physical and psychological fidelity

Front 11

physical fidelity

Back 11

extent to which physical characteristics of training task looks like the physical characteristics of the job

Front 12

pyschological fidelity

Back 12

extent to which ksao's look like ksao's of the job

Front 13

Evaluate training

Back 13

prepare for this during stage 3. Goal is the transfer of training.

Front 14

Internal training success

Back 14

reaction (impressions and feelings) and Learning (quizzes, tests, etc.)

Front 15

External training success

Back 15

on the job... behavior (performance on the job) and results (economic value, outcomes, benefits, return on investment)

Front 16

Designing training evaluation

Back 16

pretest-posttest, control group, and posttest only

Front 17

Performance management

Back 17

the process through which managers ensure that employees activities and outputs contribute to the organizations goals.

Front 18

performance management process

Back 18

1) specify relevant aspects of performance, 2) appraise performance, 3) provide feedback, 4) problem solving and rewards

Front 19

purposes of performance management

Back 19

strategic (goals, big picture), administrative (who getse raise, fired, etc), and developmental

Front 20

criteria for effective performance management

Back 20

specific feedback, fit with strategy, and acceptability

Front 21

2 types of reliability

Back 21

test-retest, and interrater

Front 22

Contamination

Back 22

measuring what is not your true performance

Front 23

deficiency

Back 23

not getting at everything we need to know, not getting the job performance measure

Front 24

Methods for measuring performance

Back 24

making comparisons (3 types), Rating attributes, and Rating behaviors

Front 25

Rating attributes

Back 25

graphic rating scale- graphically displays rating scale from high to low, on communication ability, leadership, knowledge, and attendance

Front 26

Rating behaviors

Back 26

based on critical incidents, specific examples or descriptions of behaviors

Front 27

BARS

Back 27

rates behavior on a scale showing specific statements of behavior. Rate errors from 1-7

Front 28

BOS

Back 28

uses all behaviors necessary for effective performance to rate performance at a task. How OFTEN they do things.

Front 29

measuring results

Back 29

focus on objective, measurable results of a job or group. --> MBO

Front 30

sources of performance information

Back 30

customers, self, managers, peers, subordinates

Front 31

Ways to minimize politics

Back 31

involve managerse and employees in developing the system, use consistent standards to rate every employee, require timely and complete feedback, allow employees to challenge evaluatioins, and communicate expectations.

Front 32

giving performance feedback

Back 32

scheduling feedback sessions, prepare for sessions, allow employees to be prepared, give balance between praise and criticism

Front 33

finding solutions to performance problems

Back 33

the final stage in performance management.

Front 34

misdirected effort

Back 34

high motivatioin, low ability- restructure job, goal setting, coaching

Front 35

solid performance

Back 35

high motivatioin and ability

Front 36

deadwood

Back 36

low motivation and ability

Front 37

underutilizers

Back 37

low motivation and high ability

Front 38

Thinking ethically- do financial goals get managers in trouble

Back 38

managers have too much focus on short term financial goals and are forced to meet daily sales targets, start thinking the only way to get it done is do unethical things

Front 39

forced ranking popular at big corporations

Back 39

many big corps use forced ranking system. they can generate lawsuits and negative publicity, but on the good side it can motivate people and open doors for new talent.