Judgmental Performance Measures

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Assignment 3: Performance Measurement (chapter 5) & Training and Development (Chapter 7)
1. Define objectives and judgmental performance measures. What are the conclusions the books’ authors make about the relationships among performance measures?
--Objective performance measures are quantitative counts of the results (examples are volume or output). Judgmental performance measures are evaluations of the effectiveness of a person 's work behavior done by a supervisor. The authors say that each performance measure allows insight into a different view on the individual 's performance. They also say that objective measures may seem better, but they that aren 't necessarily more reliable than other measures. This could be because objective measures
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What is training needs analysis? Describe how you would conduct the three-step needs analysis process (name each step and describe how you would conduct the assessment/where you would get information). Be descriptive, for example include who you would assess and what information you would collect.
--Training needs analysis is a 3 step process of organizational, task, and person analysis that is required to develop a systematic understanding of where, when, and who. It is an understanding of where the training is actually needed, what needs to be trained, and who actually needs to be trained. The task analysis step examines what employees need to do to perform the job properly. It could be development of tasks or identifying KSAOs as well as assessments of competency. To conduct a 3-step needs analysis process you need to start by examining the goals of the company to see where you want the company to be in the future to see where training is needed to better the company in a step called organizational analysis. This step would include the assessment of subordinates by managers or superiors in the company. The second step is the task analysis to see what the employees are doing to successfully help the company. This step includes identifying and assessing KSAOs as well as looking at certain tasks that are being performed by the employees so that the employer knows who is being helpful and who could improve. Finally, there is a person analysis to see how people are working
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This takes place when the individual is a trainee and you would have them rate how they feel that the training process is going and whether or not they are enjoying the environment and the people. The second step to the evaluation of effectiveness of a training program is the learning criteria. This step also takes place at the trainee level, but at the end because they use written evaluations to see how much information they got from the training session. The third step to the evaluation process is the behavioral criteria level. This step takes place when the individual finally gets to the job because it tests how the skills and knowledge learned in training transfer over to the actual work force. They may rate how they see the performance levels and behaviors in the on-the-job work versus what they were taught in the training. Finally, there is the results criterion which is done later on after the individuals have worked at the organization for some time. It measures how well the training session transferred to the actual job and how it altered the performance levels that were expected. It looks to see if the training sessions gave the organization an up for cost savings, productivity, or error

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