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90 Cards in this Set

  • Front
  • Back
Training Definition
Systematic acquisition of skills, rules, concepts, or attitudes

Result in improved performance
Phases of Skill Acquisition (Anderson '85)
Declarative Knowledge
Knowledge Compilation
Procedural Knowledge
On-Site Training Methods
On-the-job training
job rotation
apprentice training
off site training methods
lectures
audiovisual materials
other training methods
computer based training
simulation
critical management personal skills - wheton & cameron 1991 - management development
Developing self awareness
managing stress
solving problems creatively
critical management interpersonal skills - wheton & cameron 1991 - management development
communicating supportively
gaining power and influence
motivating others
managing conflict
training phases - assessment phase
organization analysis
task analysis
person analysis
develop instructional objectives
develop criteria for program evaluation
training phases - training development phase
consider:
program content
basic learning principles
media selection
length of training
training phases - evaluation phase
ideally use experimental design
consider evaluation criteria (kirpatric's)
reaction criteria
learning criteria(training validity)
behavioral criteria(transfer validity)
results criteria(organizational validity)
Training
use evaluation information to modify needs assessment and training development phases.
consider that training needs change over time
purpose of performance appraisal (3)
administrative
developmental
research
sources of performance appraisal information
objective production data
personnel data
judgmental data
judgmental data
to make performance judgments must have:
ability to conduct fair appraisal
motivation to conduct fair appraisal
major types of rating scales
graphic rating scales
employee comparison methods
behavioral checklists
graphic rating scales
rate employees on degree to which they possess certain traits or factors (1-5_
prone to commit rating errors
rating errors
leniency/strictness
central tendency
halo (average score based on impression)
employe comparison methods advantage/disadvantage
advantage- forced to make distinctions among ratees
disadvantage - true differences in ratee performance may be small/nonexistant
employee comparison methods
straight ranking
paired comparison method
forced distribution
behavioral checklists - advantage/disadvantage
advantage behaviors are concrete (specific, not vague)
more effective for development
behavioral checklists
based on critical incidents
weighted checklist
behavioral observation scales
behaviorally anchored rating scales
forced choice scales
weighted checklist
evaluate performance by checking obvserved behaviors
helps people +10
hates people -10
behavioral observation scales
frequency based
1= never
10= shit bro, all the time
behaviorally anchored rating scales
each scales anchored by behavior. eg- cooperative behavior dimension
BARS anchored rating scales advantage disadvantage
adv - supervisors and subordinates understand how performance is defined/greater commitment due to extensive participation

dis - not that great of reduction in rating errors/costly and time consuming to develop
forced choice scale
rater selects one work behavior from each set
one is critical incident, other is distractor. point only if crucial selected.
forced choice scale adv/disadv
adv - eliminates motivations of rater, some bias
disadv/ useless for development
must keep key confidential
rater resistance
still possible to rate unfairly
rater error (4)
leniency/strictness
central tendency
halo
rater prejudice/stereotypes
rater error: prejudice and stereotypes heilman & stopeck '85 results
men not affected

attractive women good for clerical, ungly hoes good for managerial
environmental sources of error (5)
social standing
value on results
performance attributions
role conflict of raters
purpose of appraisal
Ways to improve performance appraisal (3)
rater training
multiple raters
base on job analysis
greater acceptance of negative feedback when: (4)
ratee participation
plans for future discussed
rated on job-relevant factors
opportunity to challenge the appraisal
self-assessments result in (2)
more leniency (anderson, warner, spencer '84)
Less halo - thornton '80
peer assessment
peer nominations
peer rakings
peer ratings
inter rater reliability = high (.8-.9)
impressive validity (.4 range)
merit pay defn.
pay based on good or bad performance
conditions for merit pay to motivate
pay must have positive valence/significance
performance appraisal must be perceived as accurate
types of merit pay systems (4)
time saved
amount produced
cost savings
profit
time saved merit pay
standard hour - individual
improshare - group
amount produced merit pay
piece rate - individual
group incentives - group level
time saved/productivity merit pay issues
deficient of quality problems
type of equipment contamination
cost savings merit pay
suggestion systems - individual
sanlon plan - group level

base rate is a problem
profit merit pay
profit sharing
pay innovations
all salaried
pay-for-knowledge
all salaried pay results
lessen we vs. they
cause employees to more readily work toward objectives
result in greater loyalty and commitment
pay for knowledge adv/disadv
adv - greater flexibility
increased job security
tendency to be more satisfied/motivated

disadv - costly training/compens.
organizational theory - classical theory
focuses on structure of organization
-functional principle/division of labor
scalar principle (authoritative influence)
line/staff principle
span of control
organizational theory - neoclassical theory
challenges classical theory
division of labor = alienation
scalar principle - not just authoritative influence
line/staff - hard to classify jobs
span of control - difficult to determine how much is appropriate
modern organizational theory
dynamic view
systems approach
-interrelationship within organization
interrelationship with environment
5 parts of modern organizational theory
individuals
formal organization
small groups
status and roles
physical setting
social system components
roles
norms
- sanctions
-work restriction
-reduces variability
why study social culture
understand origins of corporate policies and decisions
select new employees who would be successful
explain why some mergers fail, some don't
social system - organizational climate
subset of culture
insider's perceptions
person-environment congruence - poor fit
work overload
type a vs. type b
role ambiguity
role conflict
prolonged stress/burnout
person-environment congruence - good fit (3)
job involvement
organizational commitment
self esteem
organizational change (2)
process of bringing about change
issues regarding growth/fit with external environment
Organizational development - changes in the 80s (4)
computers
cultural diversity
communication technology
globalization
organizational development - current changes (4)
stronger pressures for change
speed of change
responsiveness to environment as continuous process
almost all organizations affected by changing environmental conditions
four dimensions of empowerment (spitzer '97)
meaning
competence
self-determination
impact
planned organizational change - work setting (4)
organizing arrangements
social factors
physical setting
technology
planned organization change influences: (2)
individual development
organizational performance
organizational change interventions (2)
organizational culture change
total quality management - tqm
changing culture depends on stages of growth (schein '99.) stages: (3)
founding and early growth
midlife
mature companies
young organization changes
gradual and incremental change
promote hybrid insiders
midlife organization changes
unlearning of beliefs values attitudes
difficult process
create sense of psychological safety
mature company culture change
difficult
get a hybrid CEO
four critical features of culture change process ( kotter & heskett '92 applebaum & batt '93)
strong leader
clear vision
new work procedures
open to learning
TQM total quality management
psychology - employee involvement in decision making
stats (w. edwards deming) stat quality control
-decrease variation
-increase mean
marking - customer satisfaction
business - align parts of business
porras & robertson '92
change intervention studies 4 categories
organizing arrangements
social factors
technology
physical setting
porras & robertson results
no change half the time
very low negative change
muchinsky change research
move toward multi faceted change
must include system wide design change
include system wide transformation
team defn
bounded social units that work within a larger social system
types of teams
creative
tactical
ad hoc
mcityre & salas '95
teams are:
provision and acceptance of feedback
prepared to back fellow membersview selves as group, success depends on group interaction
team structure variables
number of members
demographic composition
member experience
team structure diversities (2)
information diversity (good for performance)
value diversity bad for commitment
belbin '81 4 functions
leadership
liaison
team maintenance
worker producer
belbin's leadership roles (2)
leader
shaper
belbin's liason function role (1)
resource investigator
belbin's maintenance roles (2
team facilitator
monitor-evaluator
belbin's worker producer roles (3)
worker
completer-finisher
creator
team processes (3)
socialization
interpersonal processes
shared mental models
moreland & levine '01 - 3 concepts
evaluation
commitment
role transition
moreland & levine '01 - 5 phases of team membership
investigation
socialization
maintenance
re-socialization
remembrance
interpersonal team processes yeatts & hyten '98
identified interpersonal characteristics important to high performance in teams
yeatts and hyten '98 interpersonal team processes
communication
conflict (beneficial/competitive)
cohesion
trush
high performing teams manifest (4)
high communication
good at expressing conflict
cohesiveness
trust
shared mental models - cannon-bowers & salas '01 (4)
task specific information
task related information
knowledge of teammates
shared attitudes and beliefs
groupthink defn
members think too alike
don't consider outside info
view external environment as threat
quick agreement with eachother
symptoms of groupthink
illusion of invulnerability
false assumptions of team's morality
illusion of group unanimity
some keep opposing viewpoints from team's consideration
virtual teams
electronic communication
dispersed geographically
interact synchronously or asynchronously
more complicated - absence of social verbal cues