Sphr Human Resource Development Module 3

Front 1

ADDIE model

Back 1

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

Front 2

ADDIE model

Back 2

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

Front 3

Analysis

Back 3

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

Front 4

Andragogy

Back 4

Study of how adults learn.

Front 5

Application

Back 5

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

Front 6

Apprenticeship

Back 6

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

Front 7

Aptitude

Back 7

Ability to learn information or acquire a skill.

Front 8

Asynchronous learning

Back 8

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

Front 9

Auditory learners

Back 9

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

Front 10

Bias

Back 10

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

Front 11

Blended learning

Back 11

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 12

Career development

Back 12

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 13

Career management

Back 13

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

Front 14

Career planning

Back 14

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

Front 15

Cause-and-effect diagram

Back 15

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

Front 16

Central tendency error

Back 16

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

Front 17

Check sheets

Back 17

Simple visual tools used to collect and analyze data.

Front 18

Competencies

Back 18

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

Front 19

Comprehension

Back 19

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

Front 20

Contrast error

Back 20

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.

Front 21

Control chart

Back 21

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

Front 22

Copyright

Back 22

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

Front 23

Copyright Act

Back 23

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

Front 24

Core competencies

Back 24

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

Front 25

Decreasing returns

Back 25

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 26

Developmental activities

Back 26

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

Front 27

Distance learning

Back 27

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

Front 28

Diversity

Back 28

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

Front 29

Diversity training

Back 29

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.

Front 30

Dual-ladder programs

Back 30

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

Front 31

E-learning

Back 31

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

Front 32

Emotional intelligence (EI)

Back 32

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 33

Evaluation

Back 33

Level of learning characterized by ability to make judgments.

Front 34

Executive coaching

Back 34

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 35

External coaching

Back 35

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

Front 36

Extrinsic rewards

Back 36

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

Front 37

Fair use

Back 37

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

Front 38

Fast-track programs

Back 38

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

Front 39

Glass ceiling

Back 39

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

Front 40

Goal

Back 40

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

Front 41

High-context culture

Back 41

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 42

Histogram

Back 42

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

Front 43

Human resource development (HRD)

Back 43

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.

Front 44

Increasing returns

Back 44

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 45

Internal coaching

Back 45

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

Front 46

Intrinsic rewards

Back 46

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

Front 47

Kinesthetic learners

Back 47

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

Front 48

Knowledge

Back 48

Level of learning characterized by ability to recall specific facts.

Front 49

Knowledge management (KM)

Back 49

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

Front 50

Leadership

Back 50

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

Front 51

Learning management system (LMS)

Back 51

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 52

Learning objects (LOs)

Back 52

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

Front 53

Learning organization

Back 53

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

Front 54

Learning styles

Back 54

Ways individuals learn and process ideas.

Front 55

Leniency errors

Back 55

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

Front 56

Low-context culture

Back 56

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 57

Management

Back 57

Directing day-to-day organizational operations.

Front 58

Mentoring

Back 58

Developmentally oriented relationship between two individuals.

Front 59

Motivation

Back 59

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

Front 60

Needs assessment

Back 60

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

Front 61

Objectives

Back 61

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

Front 62

On-boarding

Back 62

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

Front 63

On-the-job training (OJT)

Back 63

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

Front 64

Organizational culture

Back 64

Shared attitudes and perceptions in an organization.

Front 65

Organizational development (OD)

Back 65

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

Front 66

Organizational learning

Back 66

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

Front 67

Orientation

Back 67

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

Front 68

Pareto chart

Back 68

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

Front 69

Patent

Back 69

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

Front 70

Pedagogy

Back 70

Study of the education of children.

Front 71

Performance appraisal

Back 71

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

Front 72

Performance management

Back 72

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 73

Performance standards

Back 73

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

Front 74

Pilot programs

Back 74

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

Front 75

Plateau curve

Back 75

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

Front 76

Plateaued career

Back 76

Career state of employees who are no longer considered promotable.

Front 77

Primacy error

Back 77

Occurs when an appraiser gives more weight to an employee's earlier performance and discounts recent occurrences.

Front 78

Process-flow analysis

Back 78

Diagram of the steps involved in a process.

Front 79

Public domain

Back 79

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

Front 80

Recency error

Back 80

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

Front 81

Repatriation

Back 81

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

Front 82

Replacement planning

Back 82

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

Front 83

Reusable learning objects (RLOs)

Back 83

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

Front 84

Term: S-shaped curve

Back 84

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.

Front 85

Term: SWOT analysis

Back 85

Process for evaluating an organization's current strengths, weaknesses, opportunities, and threats.

Front 86

Term: Six Sigma

Back 86

Disciplined, data-driven approach and methodology for eliminating defects.

Front 87

Term: Strictness

Back 87

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

Front 88

Subject matter expert (SME)

Back 88

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

Front 89

Term: Succession planning

Back 89

Process of systematically identifying, assessing, and developing leadership talent.

Front 90

Term: Synchronous learning

Back 90

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

Front 91

Term: Synthesis

Back 91

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

Front 92

Term: Talent management

Back 92

Development and integration of HR processes that attract, develop, engage, and retain the knowledge, skills, and abilities of employees that will meet current and future business needs.

Front 93

Term: Theory of constraints (TOC)

Back 93

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

Front 94

Term: Total quality management (TQM)

Back 94

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.

Front 95

Term: Trademark Act

Back 95

Act that provides federal protection for trademarks and service marks.

Front 96

Term: Trainability

Back 96

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

Front 97

Term: Training

Back 97

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

Front 98

Term: Transactional leadership

Back 98

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

Front 99

Term: Transfer of training

Back 99

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

Front 100

Term: Transformational leadership

Back 100

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

Front 101

Term: U.S. Patent Act

Back 101

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

Front 102

Term: Vestibule training

Back 102

Offline, instructor-led training designed to bring a learner up to production standards before assuming online responsibilities.

Front 103

Term: Visual learners

Back 103

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