Mod 3-Human Resource Development

Front 1

Organizational culture

Back 1

Shared attitudes and perceptions in an organization

Front 2

Outplacement programs

Back 2

Programs developed to assist displaced employees in finding jobs and adjusting to change

Front 3

Performance management

Back 3

Process of maintaining or improving employee job performance through the use of performance assessment tools, coaching, and counseling as well as providing continuous feedback.

Front 4

Plateaued career

Back 4

Career state of employees who are no longer considered promotable.

Front 5

Recency error

Back 5

Error that occurs when an appraiser gives more weight to recent occurrences and discounts an employees earlier performance during the appraisal period

Front 6

Scatter diagram

Back 6

Illustration that depicts possible relationships between two variables.

Front 7

Subject matter expert (SME)

Back 7

Person who is well versed in the content of a human resource development program.

Front 8

Theory of constraints (TOC)

Back 8

Systems management philosophy that states that every organization is hindered by constraints that come from its internal policies.

Front 9

Training

Back 9

Process of providing knowledge, skills and abilities (KSAs) specific to a task or job.

Front 10

Visual learners

Back 10

People who learn best by relying on their sense of sight.

Front 11

On the job training (OJT)

Back 11

Training provided to employees at the work site utilizing demonstration and performance of job tasks.

Front 12

Orientation

Back 12

Initial phase of employee training that covers organizational goals and strategies, job responsibilities, and organizational policies.

Front 13

Performance Appraisal

Back 13

Process that measures the degree to which an employee accomplishes work requirements.

Front 14

Plateau curve

Back 14

Type of learning curve in which learning is fast at first but then flattens out with no apparent progress.

Front 15

Public Domain

Back 15

Status of work when copyright protection ends; in general, copyright protection covers the life of the author plus 70 years.

Front 16

Reusable learning objects (RLOs)

Back 16

Learning elements that may be reused in a variety of contexts; examples include animated graphics job aids, and print modules.

Front 17

Strictness

Back 17

Error that occurs when an appraiser believes standards are too low and inflates the standards in an effort to make them meaningful.

Front 18

Talent managment

Back 18

Development and integration of HR processes that attract, develop, engage and retain the knowledge, skill, and attributes of employee that will meet current and future business needs.

Front 19

Trainability

Back 19

Readiness to learn, combining students level of ability and motivation with their perceptions of the work environment.

Front 20

Transformational leadership

Back 20

Leadership style that motivates employees by inspiring them to join in a mutually satisfying achievement.

Front 21

Onboarding

Back 21

Process of new employee assimilation into the organization, which often lasts up to six months or a year.

Front 22

Organizational learning

Back 22

Certain types of learning activities or processes that may occur at any one of several levels in an organization.

Front 23

Pedagogy

Back 23

Study of the education of children

Front 24

Pilot programs

Back 24

Human resource development programs offered initially in a controlled environment with a segment of the target audience.

Front 25

Process-flow analysis

Back 25

Diagram of the steps involved in a process.

Front 26

Replacement planning

Back 26

"Snapshot" assessment of the availability of qualified backup for key positions.

Front 27

S-shaped curve

Back 27

Type of learning curve in which learning occurs in a series of increasing and decreasing returns; usually seen when an employee is attempting to learn a difficult task that also requires specific insight.

Front 28

Synthesis

Back 28

Level of learning at which the learner is able to respond to new situations and determine trouble-shooting techniques and solutions.

Front 29

Total quality management (TQM)

Back 29

Strategic, integrated management system for achieving customer satisfaction that involves all managers and EEs and uses quantitative methods to continuously improve an organizations processes.

Front 30

Transfer of training

Back 30

Effective and continuing on the job application of the knowledge and skills gained during a learning experience.

Front 31

Objectives

Back 31

Results that participants will be able to perform at the end of a human resource development program.

Front 32

Organizational development (OD)

Back 32

Process of enhancing the effectiveness of an organizations and the well-being of its members through planned interventions.

Front 33

Pareto chart

Back 33

Vertical bar graph on which bar height reflects frequency or impact of causes.

Front 34

Performance standards

Back 34

Expectations of management translated into behaviors and results that employees can deliver.

Front 35

Primacy error

Back 35

Occurs when an appraiser gives more weight to an employees earlier performance and discounts recent occurrences.

Front 36

Repatriation

Back 36

Reintegrating employees into their home-country operations following an international assignment.

Front 37

Six Sigma

Back 37

Disciplined, data driven approach and methodology for eliminating defects.

Front 38

Synchronous learning

Back 38

Type of e-learning in which participants interact together in real time.

Front 39

Title VII, Civil Rights Act of 1964

Back 39

Prohibits discrimination or segregation based on race, color, national origin, religion and sex in all terms and conditions of employment.

Front 40

Transactional leadership

Back 40

Leadership style that offers the promise of reward or the threat of discipline to motivate employees.

Front 41

Halo Effect

Back 41

Occurs when and EE is extremely competent in one area and is therefore rated high in all categories.

Front 42

Human resource development (HRD)

Back 42

Set of systematic and planned activities designed by an organization to provide its members with the necessary skills and/or competencies to meet current and future job demands.

Front 43

Job enlargement

Back 43

Broadening the scope of a job by expanding the number of different tasks to be performed.

Front 44

Knowledge

Back 44

Level of learning characterized by ability to recall specific facts.

Front 45

Learning objects (LOs)

Back 45

Learning elements that may be reused in a variety of contexts; examples include animated graphics, job aids, and print modules.

Front 46

Low-context culture

Back 46

Society where people tend to have many connections but of shorter duration and where behavior and beliefs may need to be spelled out explicitly so that those coming into the cultural environment know how to behave.

Front 47

Needs assessment

Back 47

Process by which an organizations needs are identified in order to help the organization accomplish its objectives; also called needs analysis

Front 48

Goal

Back 48

Clear statement, usually in one sentence, of the purpose and intent of a human resource development program.

Front 49

Horn effect

Back 49

Occurs when an employee receives an overall low rating because of one weakness.

Front 50

Intrinsic rewards

Back 50

Meaningful work, good feedback on performance, autonomy, and other factors that lead to high levels of satisfaction in the job.

Front 51

Kinesthetic learners

Back 51

People who learn best through a hands on approach; also called tactile learners.

Front 52

Learning management system (LMS)

Back 52

System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities.

Front 53

Leniency errors

Back 53

Errors that are the result of appraisers who don't want to give low scores.

Front 54

Motivation

Back 54

Factors that initiate, direct, and sustain human behavior over time.

Front 55

Fast-track programs

Back 55

Career development programs that involve identifying a pool of potential leaders and rapidly increasing their leadership skill development.

Front 56

Histogram

Back 56

Graphic representation of the distribution of a single type of measurement; data is represented by a series of rectangles of varying heights.

Front 57

Internal coaching

Back 57

Consist of ongoing meetings between supervisors and employees to discuss the employees career goals.

Front 58

Job rotation

Back 58

Movement between different jobs

Front 59

Leadership

Back 59

Ability of an individual to influence a group or another individual toward the achievement of goals and results.

Front 60

Learning styles

Back 60

Ways individuals learn and process ideas.

Front 61

Mentoring

Back 61

Developmentally oriented relationship between two individuals.

Front 62

Fair use

Back 62

Provision of the Copyright Act that allows the use of copyrighted work in certain circumstances.

Front 63

High-context culture

Back 63

Society or group where people have close connections over a long period of time and where many aspects of behavior are not made explicit, because most members know what to do and think from years of interaction.

Front 64

Increasing returns

Back 64

Type of learning curve in which progress is initially slow because basics are being learned but then performance takes off after the initial learning phase.

Front 65

Job enrichment

Back 65

Increases the depth of a job by adding responsibility for planning, organization, controlling, and evaluation.

Front 66

Knowledge Management (KM)

Back 66

Process of creating, acquiring, sharing, and managing knowledge to augment individual and organizational performance.

Front 67

Learning organization

Back 67

Organization characterized b a capability to adapt to changes in environment.

Front 68

Management

Back 68

Directing day to day organizational operations.

Front 69

Application

Back 69

Level of learning characterized by ability to use learned information in a new situation.

Front 70

Auditory learners

Back 70

People who learn best by relying on their sense of hearing

Front 71

Career management

Back 71

preparing, implementing, and monitoring employees career paths, with a primary focus on the goals of the organization.

Front 72

Check sheets

Back 72

Simple visual tools used to collect and analyze data.

Front 73

Control chart

Back 73

Chart that illustrates variations from normal in a situation over time.

Front 74

Decreasing returns

Back 74

Type of learning curve in which the amount of learning or skill level increases rapidly at first and then the rate of improvement slows.

Front 75

Diversity training

Back 75

Training designed to inform senior management and staff about diversity and to develop concrete skills that will facilitate enhanced productivity and communications among all employees.

Front 76

Evaluation

Back 76

Level of learning characterized by ability to make judgments.

Front 77

Extrinsic rewards

Back 77

Rewards such as pay, benefits, bonuses, promotions, achievement awards, time off, more freedom and autonomy, special assignments, etc.

Front 78

Andragogy

Back 78

Study of how adults learn

Front 79

Asynchronous learning

Back 79

Type of e-learning in which participants access information at different times and in different places.

Front 80

Career development

Back 80

Process by which individuals progress through a series of stages in their careers, each of which is characterized by relatively unique issues, themes, and tasks.

Front 81

Central tendency error

Back 81

Error that occurs when an appraiser rates all employees within a narrow range, regardless of differences in actual performances.

Front 82

Contrast error

Back 82

Error that occurs when an employees rating is based on how his or her performance compares to that of another EE rather than objective standards.

Front 83

Core competencies

Back 83

Skills, knowledge, and abilities that employees must possess in order to successfully perform job functions that are essential to business operations.

Front 84

Diversity

Back 84

Differences in characteristics of people; can involve personality, work style, race, age, ethnicity, gender, religion, education, functional level at work, etc.

Front 85

Emotional intelligence (EI)

Back 85

Ability of an individual to be sensitive to and understanding of the emotions of others and to manage his or her own emotions and impulses.

Front 86

External coaching

Back 86

Coaching typically available to professional, exempt, and/or high-potential employees that is done in a private and confidential relationship with a training or certified consultant/coach.

Front 87

Analysis

Back 87

Level of learning characterized by understanding information to the level of being able to break it down and explain how it fits together.

Front 88

Aptitude

Back 88

Ability to learn information or acquire a skill

Front 89

Blended learning

Back 89

Planned approach to learning that includes a combination of methods such as classroom, e-learning, self-paced study, and performance support such as job aids or coaching.

Front 90

Cause and effect diagram

Back 90

Diagram that maps out a list of factors that are thought to affect a problem or a desired outcome.

Front 91

Comprehension

Back 91

Level of learning characterized by ability to translate or interpret information.

Front 92

Copyright Act

Back 92

Act that defines the protection provided to authors or "original works" to exclude others from printing or otherwise duplicating, distributing or vending copies of their literary, artistic, and other creative expressions, including through the various means of technology.

Front 93

Distance learning

Back 93

Process of delivering educational or instructional programs to locations away from a classroom or site.

Front 94

E-learning

Back 94

Delivery of formal and informal training and educational materials, processes, and programs via the use of electronic media.

Front 95

Expatriation

Back 95

Process of sending employees abroad and supporting their ability to adapt to cultural changes and complete their international assignment.

Front 96

ADDIE Model

Back 96

Five step instructional design process that governs the development of human resource development programs.

Front 97

Apprenticeship

Back 97

Relates to technical skills training; often a partnership between employers and unions.

Front 98

Bias

Back 98

Occurs when an appraisers values, beliefs, or prejudices distort performance ratings.

Front 99

Career planning

Back 99

Actions and activities that individuals perform in order to give direction to their work life.

Front 100

Competencies

Back 100

Set of behaviors encompassing skills, knowledge, abilities, and personal attributes that are critical to successful work accomplishment.

Front 101

Copyright

Back 101

Form of protection provided by the US government to authors of "original works" to exclude others from printing or otherwise duplicating, distributing, or vending copies of their literary, artistic, and other creative expressions.

Front 102

Development activites

Back 102

Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current job.

Front 103

Dual career ladders

Back 103

Career development programs that identify meaningful career paths for professional and technical people whose preferences may be outside traditional management roles.

Front 104

Executive coaching

Back 104

Coaching typically conducted by a third party vendor to support managers in mastering the fundamental principles and practices for achieving extraordinary results and empowering staff success

Front 105

BARS

Back 105

behaviorally anchored rating scales. a form of graphic rating scales where each point along the scale is accompanied by a specific behavioral description

Front 106

assessment centers

Back 106

a series of problem-solving and decision-maing activities in which groups of employees interact. assessment centers are typically used to assess the management potential of employees; however, they can also be used for training purposes

Front 107

assessment phase

Back 107

the phase of the systems model of training in which the need for training and development is examined, as well as the resources available to provide the training both within the organization and in the external environment

Front 108

alternate ranking

Back 108

an evaluation procedure in which employers are ranked by identifying the best and worst employees on a list. these names are then removed from the list, and the best and worst of the remaining names are identified. this procedure continues until everyone on the list has been ranked.

Front 109

ALN

Back 109

Asynchronous Learning Networks

Networks of people involved in anytime-anywhere learning. Combines self-study with substantial, rapid, asynchronous interactivity with others who are involved in the learning process

Front 110

adult learning theory

Back 110

a theory concerning the adult learning process, which advocates an experience-based, problem-centered, participative, and collaborative training method also called androgogy.

Front 111

action research model

Back 111

a strategy of OD that typically involves the processes of:

• problem identification
• data gathering
• feedback of the data to the client group
• data discussion and diagnosis
• action planning
• action and reevaluation

these process are recycled as needed to increase organization effectiveness

Front 112

computer-assisted instruction

Back 112

a form of programmed instruction in which the trainee interacts with a computer to learn new information and answers questions asked by the computer

Front 113

continuing education units

Back 113

to maintain their professional certification, many professionals are required to obtain credit for educational experiences. Oftern referred to as CEUs.eet

Front 114

control group

Back 114

the group in a study or experiment that does not receive the training

Front 115

cooperative education

Back 115

a learning experience that combines both work and education. students work as employees in an organization under the direction of their supervisors and academic instructors

Front 116

cost per trainee

Back 116

total cost of training + number of trainees

Front 117

critical incidents

Back 117

essay descriptions of especially good or bad responses by employees to their jobs. these descriptions are useful in identifying the important dimensions of successful performance

Front 118

difference between training and education

Back 118

while training refers to the acquisition of specific skills or knowledge, education is much more general and attempts to provide students with general knowledge that can be applied in many different settings

Front 119

double-loop learning

Back 119

training that focuses on changing managers' assumptions about the value of openness and feedback and making their behavior congruent with how they think they behave

Front 120

education

Back 120

the process of acquiring general knowledge and information that usually results in the broadening of responses students are likely to make

Front 121

evaluation phase

Back 121

the phase of the systems model of training in which the evaluation occurs. the trainees are evaluated to determine whetherthe training was successful based on the criteria established in the assessment phase.

Front 122

experiential group exercises

Back 122

activities that involve a group of individuals in making decisions and solving problems. the group members learn from participation in the group activity as well as from the group discussion about the activity

Front 123

experimental group

Back 123

the group in a study or experiment that receives the training

Front 124

five principles of andragogy

Back 124

1. learning is experience-based
2. learning is problem-centered
3. learning is enhanced by active participation
4. learning is collaborative
5. learning requires involvement

Front 125

forced distribution

Back 125

an evaluation procedure that requires the evaluator to classify employees according to a predetermined percentage in each category

Front 126

forced-choice technique

Back 126

an evaluation procedure that contains pairs of items, both sounding equally desirable, but only one item in each pair is actually descriptive of an outstanding performer

Front 127

four criteria for evaluating training programs

Back 127

1. reactions
2. learning
3. behavior
4. results

Front 128

graphic rating scales

Back 128

an evaluation procedure consisting of specified dimensions of performance and a rating scale for each dimension to evaluate the employer's behavior

Front 129

hierarchy of habits

Back 129

an explanation for learning plateaus that suggests that different habits must be acquired. Improvements in performance are not observed until new habits are learned.

Front 130

history

Back 130

the historical events occurring between the pretest and posttest of a research design that provide competing explanations for any effects that are observed. This is one of the confounding influences that threaten the internal validity of a training evaluation design

Front 131

imitative learning

Back 131

the process of learning new behaviors by observing others and by modeling their behavior (also called vicarious learning)

Front 132

individual analysis

Back 132

part of the training-needs analysis that examines the abilities of individual employees to identify deficiencies in their performances

Front 133

induction

Back 133

the process of teaching and explaining what is right and why it is right

Front 134

internship

Back 134

a learning experience in which students are able to work for a period of time and apply the information they have learned

Front 135

inter-rater reliability

Back 135

the degree of consistency between two evaluators who have evaluated the same employee or job applicant

Front 136

job rotation

Back 136

a training technique that involves transferring trainees to different jobs to broaden their focus and increase their knowledge

Front 137

job specialization

Back 137

simplifying a job by reducing the number of elements or activities performed by a job holder. It normally involves more repetitive activities with short work cycles

Front 138

job-instruction training

Back 138

an extensively used training technique that consists of showing a trainee how to perform an activity and supervising the trainee's attempts to learn it

Front 139

job enlargment

Back 139

making a job larger by adding more of the same kind of elements

Front 140

junior boards

Back 140

a training technique that consists of assigning new trainees to an executive board responsible for making a decision

Front 141

laboratory training

Back 141

also known as sensitivity training or T-group training. this type of training consists of an unstructured group discussion in which the participants talk about their personal feelings and reactions toward each other

Front 142

learning curves

Back 142

graphs illustrating the number of correct responses or the percentage of correct responses during successive learning trials

Front 143

learning organization

Back 143

an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights

Front 144

leniency-strictness effect

Back 144

a form of evaluation bias whereby evaluators tend to rate everyone especially high or low

Front 145

level of learning: analysis

Back 145

at the analysis level, the learner is capable of understanding why the phenomena exists

Front 146

level of learning: application

Back 146

at the application level, the learner is able to apply the information to practical problems

Front 147

level of learning: comprehension

Back 147

at the comprehension level, the learner is able to grasp the significance of the facts and perceive their importance

Front 148

level of learning: evaluation

Back 148

at the evaluation level of learning, the learner is capable of making judgements of value and worth

Front 149

level of learning: knowledge

Back 149

at the knowledge level, the learner can recall specific facts

Front 150

level of learning: synthesis

Back 150

at the synthesis level, the learner is capable of drawing from related sources of information to gain a broad understanding and reach conclusions

Front 151

steps in the action research model

Back 151

• problem identification
• data gathering
• feedback of the data to the client group
• data discussion and diagnosis
• action planning
• action

reevaluation

Front 152

maturation

Back 152

internal changes within the trainees between the pretest and posttest evaluation that may provide alternative explanations for any effects that are observed. this is one of the confounding influences that challenge the internal validity of a training evaluation

Front 153

MBO

Back 153

Management by Objectives. A philosophy of management that reflects a positive, proactive way of managing. MBO requires all employers to establish written, measurable objectives that can later be used to evaluate performance.

Front 154

method of successive approximations

Back 154

a process of shaping behavior by selectively reinforcing closer and closer approximations of the correct behavior

Front 155

modeling

Back 155

a process for learning new behaviors in which the trainee initiates the behavior of a model

Front 156

motivated forgetting

Back 156

an explanation for forgetting information in which the individuals want to forget it either because it threatens their self-esteem or because it is no longer useful

Front 157

motor responses

Back 157

physical actions or skills that an individual acquires through practice

Front 158

negative transfer of training

Back 158

when the training activities inhibit performance in the new situation

Front 159

negatively accelerating learning curve

Back 159

a learning situation characterized by rapid learning in the beginning with successively smaller increments of learning in later trials

Front 160

numbers fetish

Back 160

the tendency to overemphasize numbers and to assume that they are more exact and precise than can be legitimately assumed from their subjective derivation.

Front 161

obsolescence

Back 161

a reduction in ability or effectiveness caused by lack of knowledge or skill due either to forgetfulness or the creation of new knowledge and technology

Front 162

operant conditioning

Back 162

a theory of learning that involves the development of stimulus-response associations acquired through selective reinforcement of the correct response

Front 163

operational analysis

Back 163

an examination of the behaviors that an employee must exhibit to be able to perform a task properly. an operational analysis is part of a training-needs analysis

Front 164

organizational development

Back 164

human resource activities that focus on improving the organization as a whole. a process for improving organizational functioning through a series of structured interventions.

Front 165

organizational analysis

Back 165

an examination of the kinds of problems the organization is experiencing and where they are located in the organization. part of a training-needs analysis, which examines organizational effectiveness indices, personnel succession, and the organizational climate

Front 166

paired comparisons

Back 166

an evaluation procedure that ranks employees by comparing each employee with every other employee

Front 167

passive decay

Back 167

an explanation for forgetting in which information that is not used is gradually forgotten and lost from memory

Front 168

peer appraisal

Back 168

an evaluation of an employee's performance by a coworker

Front 169

personnel analysis

Back 169

part of the training needs analysis that examines the abilities of individual employees to identify deficiencies in their performances

Front 170

plateau

Back 170

a horizontal part of a learning curve where no apparent performance improvements appear to be occurring

Front 171

positive transfer of training

Back 171

when the training activities enhance performance in the new situation

Front 172

positively accelerating learning curve

Back 172

a learning situation characterized by slow improvements in performance in the early stages followed by significant improvement in later trials

Front 173

proactive inhibition

Back 173

an explanation for forgetting in which old learning interferes with the acquisition of new information

Front 174

programmed instruction

Back 174

a training technique that arranges the training material in small sequential steps. the ideas are presented one at a time, giving the trainee an opportunity to respond to the material and to demonstrate mastery of it

Front 175

quasi-experimental design

Back 175

studies that occur in a natural setting where researchers to not have complete control of the experimental setting. they are not as conclusive as other experimental designs

Front 176

recency effect

Back 176

a form of evaluation bias in which recent events are weighted more heavily in the mindof the evaluator than distant events

Front 177

reciprical determinism

Back 177

a basic philosophy of social cognitive theory that suggests that the environment influences individual behavior but that individuals also influence their environment and change it

Front 178

reinforcement theory

Back 178

a theory of motivation that says behavior is determined by the types of rewards or punishments associated with the behavior

Front 179

retroactive inhibition

Back 179

an explanation for forgetting in which new learning interferes with remembering old information

Front 180

role playing

Back 180

a training technique in which participants are assigned to act out the roles of other people

Front 181

role reversal

Back 181

form of role playing in which two or more participants exchange roles and act out a situtation

Front 182

rote learning

Back 182

a kind of learning that involves memorization and the association of words, symbols, objects, or events

Front 183

s-shaped learning curve

Back 183

a learning situation characterized by slow learning at the beginning and end, with rapid learning occurring in the middle

Front 184

sandwich interviews

Back 184

a format for performance evaluation interview in which negative comments are sandwiched between positive comments at the beginning and end of the interview

Front 185

self-actualization

Back 185

the tendency for people to become fulfilled and achieve all they have the potential to achieve according to their genetic blueprint

Front 186

self-directed work team

Back 186

a group of workers that is largely self-managed and only loosely directed by management. the group collectively decides who will perform which job and members typically rotate from job to job

Front 187

self-efficacy

Back 187

a belief in one's own capability to perform a specific task

Front 188

self-esteem

Back 188

how we see ourselves based on evaluative impressions of our skills, abilities, and behaviors

Front 189

sensitivity training

Back 189

a training technique in which the trainees participate in an unstructured group discussion. the trainees share their feelings and emotions without the aid of a trainer or a scheduled agenda of topics to discuss

Front 190

sequencing effect

Back 190

a form of evaluation bias that occurs when an employee's ratings are influenced by a relative comparison with the previous employee

Front 191

shaping

Back 191

a process of changing behavior that uses reinforment to selectively reward successively closer approximations of the specific response that is desired

Front 192

simulation

Back 192

a training technique in which the trainee learns to respond in a training environment that is a reproduction of real-life conditions

Front 193

six levels of learning

Back 193

1. knowledge
2. comprehension
3. application
4. analysis
5. synthesis
6. evaluation

Front 194

skill variety

Back 194

the degree to which a job allows workers to develop and use their skills and to avoid the monotony of performing the same task repeatedly. one of the core dimensions of a job.

Front 195

social cognitive theory

Back 195

a theory of learning based on observational and symbolic learning. learning is influenced by what is reinforced, either extrinsically or through self-administered reinforcement, especially the anticipation of future rewards. the environment influences individual behavior, but individuals in turn influence their environment

Front 196

Solomon four group design

Back 196

research design in which participants are randomly assigned to four groups. two groups are pretested and two groups participate in training

Front 197

symbolic learning

Back 197

a process of learning that uses symbols such as words, mental images, and other cognitive associations

Front 198

task significance

Back 198

the degree to which a task has a significant impact on the organization, the community, or the lives of other people

Front 199

task identity

Back 199

the degree to which a task consists of a whole or complete unit of work as opposed to a small, specialized, repetitive act. one of the core dimensions of a job.

Front 200

three phases of the systems model of training

Back 200

1. assessment phase
2. training and development phase
3. evaluation phase

Front 201

time-series design

Back 201

a research design in which consists of periodically measuring something and introducing an experimental change during the series of measurements

Front 202

TQM

Back 202

Total Quality Management

a program that focuses on providing customers with error-free products through a process of continuous improvement

Front 203

training

Back 203

a process of learning characterized by the acquisition of specific information or skills. training typically refers to the acquisition of specific skills or knowledge that reduce the variability of responding by trainees.

Front 204

training and development phase

Back 204

the phase of the systems model of training in which the training is designed and presented. the training should contain activities and learning experiences that satisfy the objectives established in the assessment phase.

Front 205

transfer of training

Back 205

the process of acquiring new knowledge or skills in a training environment and then transferring the same knowledge and skills to an actual job situation

Front 206

unobtrusive measures

Back 206

data that are collected in such a way that it does not influence how an employee behaves. data that are obtained from files or archives for example.

Front 207

value internatlization

Back 207

the process by which personal attitudes and beliefs are internalized into basic personal values.

Front 208

vestibule training

Back 208

a training technique in which trainees are placed in a special training room that is a replication of the actual job situation.

Front 209

vicarious learning

Back 209

the process of learning by observing the actions and behaviors of a model (also called imitative learning)

Front 210

zero-sum problem

Back 210

a form of evaluation bias whereby employee evaluations must fit a specified average or total. for someone to be rated high, someone else must be rated low.

Front 211

behavior objectives

Back 211

the objectives of a training program written in specific behavioral terms that describe the behavior the trainee is expected to learn, the standards of performance the trainee is expected to achieve, and the requirements and time limitation for how the behavior is to be performed.

Front 212

classification procedure

Back 212

an evaluation procedure in which employees are simply placed in different categories describing their overall performance

Front 213

classical conditioning

Back 213

a form of learning involving responses of the autonomic nervous system where a conditioned stimulus (CS) is paired with an unconditioned stimulus (UCS) to produce a conditioned response.

Front 214

chaining

Back 214

the process of combining several responses together to form a series of activities that are performed sequentially

Front 215

central-tendency effect

Back 215

a form of performance evaluation bias:

the tendency for an evaluator to give average ratings to all employees.

Front 216

case study

Back 216

a posttest-only design where data are collected only after a training program has been completed

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career pathing

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the development of a sequential series of career activities that an individual might pursue during his or her career.

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BOS

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Behavioral Observation Scales

a performance evaluation method that consists of reporting how frequently certain behaviors are observed.