Shrm Learning System Module 3

Front 1

Process of systematically identifying, assessing, and developing leadership talent. The activity determines which employees might benefit from different organizational experiences and pinpoints the training they will need to advance.

Back 1

Succession planning

Front 2

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

Back 2

Learning management system (LMS)

Front 3

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

Back 3

Organizational learning

Front 4

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

Back 4

Goal

Front 5

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

Back 5

Subject matter expert (SME)

Front 6

"Snapshot" assessment of the availability of qualified back-up for key management positions.

Back 6

Replacement planning

Front 7

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

Back 7

E-learning

Front 8

Act that defines the right or privilege of an author or proprietor to exclude others from printing or otherwise duplicating, distributing, or vending copies of his or her literary, artistic, and other creative expressions.

Back 8

Copyright Act

Front 9

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

Back 9

S-shaped curve

Front 10

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

Back 10

Diversity training

Front 11

Level of learning characterized by ability to translate or interpret information.
Example: printing press operator could explain how the machine works.

Back 11

Comprehension

Front 12

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

Back 12

Plateau curve

Front 13

Strong but invisible career barrier that sometimes exists for minorities and women.

Back 13

Glass ceiling

Front 14

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

Back 14

Dual-ladder programs

Front 15

Directing day-to-day organizational operations.

Back 15

Management

Front 16

Preparing, implementing, and monitoring employees' career paths, with a primary focus on the goals of the organization. Emphasis is on the organization to provide programs and opportunities.

Back 16

Career management

Front 17

Combination of on-and off-the-job training. Offline, instructor-led training designed to bring a learner up to production standards before assuming online responsibilities. Provide trainee with equipment used on the job while freeing the trainee from actual work environment.

Back 17

Vestibule training

Front 18

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

Back 18

Apprenticeship

Front 19

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

Back 19

Distance learning

Front 20

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

Back 20

Human resource development (HRD)

Front 21

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

Back 21

Synchronous learning

Front 22

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

Back 22

Fair use

Front 23

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

Back 23

Diversity

Front 24

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

Back 24

Kinesthetic learners

Front 25

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

Back 25

Core competencies

Front 26

Developmentally oriented relationship between two individuals.

Back 26

Mentoring

Front 27

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

Back 27

Theory of constraints (TOC)

Front 28

Ability to learn information or acquire a skill.

Back 28

Aptitude

Front 29

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

Back 29

Developmental activities

Front 30

Diagram that maps out a list of factors that are thought to affect a problem or a desired outcome.
aka as the Ishikawa or fishbone diagram.
Use for employee turnover or to understand a process failure.

Back 30

Cause-and-effect diagram

Front 31

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.

Back 31

Emotional intelligence (EI)

Front 32

Shared attitudes and perceptions in an organization.

Back 32

Organizational culture

Front 33

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

Back 33

Leadership

Front 34

Ways individuals learn and process ideas.

Back 34

Learning styles

Front 35

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

Back 35

Pilot programs

Front 36

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

Back 36

Public domain

Front 37

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

Back 37

Organizational development (OD)

Front 38

Implementation of integrated systems designed to increase workplace productivity by developing processes for attracting, developing, retaining, and utilizing people with the required skills and aptitude to meet current and future business needs.

Back 38

Talent management

Front 39

Gives its owner the right to exclude others from making, using, or selling anything that embodies or uses an invention.

Back 39

Patent

Front 40

Act that established the U.S. Patent and Trademark Office.

Back 40

U.S. Patent Act

Front 41

Strategic, integrated management system for achieving customer satisfaction that involves all managers and employees and uses quantitative methods to continuously improve an organization's processes. (eliminate waste, encourage team work, environment conducive to creativity)

Back 41

Total quality management (TQM)

Front 42

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

Back 42

Synthesis

Front 43

Study of the education of children.

Back 43

Pedagogy

Front 44

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

Back 44

Extrinsic rewards

Front 45

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.

Back 45

High-context culture

Front 46

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

Back 46

Auditory learners

Front 47

Error that occurs when an appraiser gives more weight to recent occurrences and discounts an employee's earlier performance during the appraisal period.
Example: last two months of the year the employee does an excellent job, despite performing poorly earlier in the year. As the review cycle draws near, many employees improve their performance in anticipation of a higher evaluation.

Back 47

Recency error

Front 48

Error that occurs when an appraiser rates all employees within a narrow range, regardless of differences in actual performance.
Example: The appraiser sees all employees as average.

Back 48

Central tendency error

Front 49

Training provided by managers and supervisors to employees at the work site utilizing demonstration and performance of job tasks to be accomplished.

Back 49

On-the-job training (OJT)

Front 50

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

Back 50

Intrinsic rewards

Front 51

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

Back 51

Performance management

Front 52

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

Back 52

Visual learners

Front 53

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

Back 53

Decreasing returns

Front 54

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

Back 54

Learning organization

Front 55

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

Back 55

Asynchronous learning

Front 56

Graphic representation of the distribution of a single type of measurement; data is represented by a series of rectangles of varying heights in a bell shape. aka Bar graph

Back 56

Histogram

Front 57

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.

Back 57

Low-context culture

Front 58

Actions and activities that individuals perform in order to give direction to their work life. Management or HR assist individuals.

Back 58

Career planning

Front 59

Simple visual tools used to collect and analyze data.employees make a check or tally mark to indicate the number of calls, problems etc.

Back 59

Check sheets

Front 60

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

Back 60

Repatriation

Front 61

Career state of employees who are no longer considered promotable.

Back 61

Plateaued career

Front 62

Act that provides federal protection for trademarks and service marks.

Back 62

Trademark Act

Front 63

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

Back 63

Performance standards

Front 64

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

Back 64

Orientation

Front 65

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

Back 65

Learning objects (LOs)

Front 66

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

Back 66

Transactional leadership

Front 67

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

Back 67

Performance appraisal

Front 68

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

Back 68

Trainability

Front 69

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

Back 69

Contrast error

Front 70

Level of learning characterized by ability to recall specific facts.
Example: printing press operator would be able to name the parts of the press.

Back 70

Knowledge

Front 71

Level of learning characterized by ability to make judgments.

Back 71

Evaluation

Front 72

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.

Back 72

Career development

Front 73

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

Back 73

Motivation

Front 74

Study of how adults learn.

Back 74

Andragogy

Front 75

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

Back 75

Needs assessment

Front 76

Diagram of the steps involved in a process. Also known as flow charts. Delphi technique is a classic example of a flow chart.

Back 76

Process-flow analysis

Front 77

Right or privilege of an author or proprietor to exclude others from printing or otherwise duplicating, distributing, or vending copies of his/her literary, artistic, and other creative expressions when secured as defined by the copyright statute.

Back 77

Copyright

Front 78

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

Back 78

Competencies

Front 79

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

Back 79

ADDIE model

Front 80

Occurs when an appraiser's values, beliefs, or prejudices distort performance ratings.

Back 80

Bias

Front 81

Chart that illustrates variations from normal in a situation over time. The chart has upper and lower control limits drawn on either side of a process range, which allows users to see if the process is out of range.

Back 81

Control chart

Front 82

Occurs when an appraiser gives more weight to an employee's earlier performance and discounts recent occurrences. Example: boss rates employee on the first months of his performance when the employee was inconsistent and not on the most recent few months when he/she has done an excellent job.

Back 82

Primacy error

Front 83

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

Back 83

Reusable learning objects (RLOs)

Front 84

Error that occurs when an appraiser believes standards are too low and inflates the standards in an effort to make them meaningful.
Example: an appraiser believes that very few employees should be rated as excellent performers. Most of his high performers revive lower ratings than other employees in other departments.

Back 84

Strictness

Front 85

A quality approach that can produce significant benefits in may different industries and processes. Disciplined, data-driven approach and methodology for eliminating defects.
Process must not produce more than 3.4 defects per million opportunities.

Back 85

Six Sigma

Front 86

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. Caters to all different learning styles.
Examples: Web based pre test prior to classroom training. PHR learning materials

Back 86

Blended learning

Front 87

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

Back 87

Objectives

Front 88

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

Back 88

Transformational leadership

Front 89

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

Back 89

Fast-track programs

Front 90

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

Back 90

Knowledge management (KM)

Front 91

Level of learning characterized by ability to use learned information in a new situation.
Example: The printing press operator would be able to run the printing press to produce a printed copy.

Back 91

Application

Front 92

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

Back 92

On-boarding

Front 93

Level of learning characterized by understanding information to the level of being able to break it down and explain how it fits together.
Example: operator would be able to do preventative maintenance or determine how to operate the machine more efficiently.

Back 93

Analysis

Front 94

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.

Back 94

Increasing returns

Front 95

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

Back 95

Training

Front 96

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

Back 96

Leniency errors

Front 97

Consists of ongoing meetings between supervisors and employees to discuss the employee's career goals.

Back 97

Coaching

Front 98

ADDIE Model (5 steps)
instructional design process for the development of HRD programs

Back 98

A- assessment
D- development
D- design
I- implement
E- evaluation

Front 99

3 categories of an OD intervention strategy, targeted at managing the change process.

Back 99

1) Interpersonal
2) Technological
3) Structural

Front 100

Interpersonal strategies of an OD intervention.

Back 100

Interpersonal strategies deal with work relationships between employees. Interpersonal, intergroup and intragroup relations.

Front 101

Technological strategies focus on processes. Job design, job simplification, grouping jobs into depts. to achieve communication.

Back 101

Technological strategies of an OD intervention.

Front 102

Structural strategies look at how the structure of the org is hindering or helping, Span of control, reporting relationships. restructure to eliminate waste and redundancy.

Back 102

Structural strategies of an OD intervention.

Front 103

Essential to the quality movement. Companies need to understand the relationship between inputs, process and output components and the environment in which they occur. By doing so, they can improve their processes, making them more efficient and cost effective.

Back 103

System Theory

Front 104

Quality control tools (7)

Back 104

Process-flow analysis, control chart, cause-and-effect diagram, scatter diagram, histogram, check sheets, Pareto chart.

Front 105

Vertical bar graph on which bar height reflects frequency or impact of causes. States 80% of effects come from 20% of causes.

Back 105

Pareto chart

Front 106

an illustration that depicts possible relationships between two variables.
Use: relationship between education and salaries. education placed on one axis and salary on another.

Back 106

Scatter diagram

Front 107

Levels of learning (6)

Bloom's taxonomy (principles of classification)

Back 107

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

Front 108

Behavior modification makes use of four intervention strategies to shape behavior.

Back 108

1. Positive reinforcement
2. Negative reinforcement
3. Punishment
4. Extinction

Front 109

Category rating methods for employee appraisals. (3)
Category rating methods, the least complex means of appraising performance, require the appraiser to mark an employee's level of performance on a designated form.

Back 109

1. graphic scale
2. checklist
3. forced choice

Front 110

Comparative rating methods for employee appraisals. (3)The appraiser directly compares the performance of each employee with that of the others.

Back 110

1. ranking
2. paired comparison
3. forced distribution

Front 111

Error in performance appraisal may occur when and employee is extremely competent in one area and is therefore rated high in all categories. Error occurs when a slight weekness is used as the overall rating.

Back 111

Halo/Horn effect