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23 Cards in this Set
- Front
- Back
general property orientation |
aquaint new employee with property tell employee mission statement, management philosophy, general policies, insurance, benefits, forms, relations |
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specific job orientation |
orientation directly related to job performance (responsibilities, work environment, location of equipment) |
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socialization |
ongoing process of learning the social culture of the organization and how to get along with others (values, norms, behaviors)
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avoid in orientation |
emphasis on paperwork, mickey mouse approach (start them easy), sketchy overviews, suffocation, unrealistic job previews |
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Training cycle |
1. develop and conduct needs assessment 2. identify training objectives 3. establish training criteria 4. select trainees 5. pretest trainees 6. choose training methods 7. implement training 8. evaluate training program |
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organizational analysis |
the process in which the entire organizations need for training is assessed; effect training will have on the whole civilization |
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task and behavior analysis |
a process that determines what tasks and behaviors are needed for each job |
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individual analysis |
a process that helps managers identify specific training needs for the person performing a particular job |
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3 core phases of job training |
needs assessment, implementation, evaluation |
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4 main goals of a training program |
1. reaction 2. learning 3. on the job behaviors 4. results |
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Ranking methods of appraising performance |
simple ranking: best to worst (doesnt distinguish btw job responsbilities)
alternative ranking: lists each employee on a separate paper
paired comparison |
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forced distribution |
assumes that the final rankings of all employees would conform statistically to a bell-shaped curve.
5% exceptional, 10% outstanding, 15% above average, 40% average, 15% below average, 10% poor, 5% very poor
more difficult and less fair |
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graphic rating scale |
used for hourly employees (1-5 scale)
simple, leniency, severity, halo effects, variability in importance |
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Behaviorally anchored rating scales |
scaled continuum, based on critical incidents, relies less on opinion, time consuming and costly |
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Narrative essays |
raters write essays describing employee, fills in gaps, suggestions on how to improve, too time consuming |
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Critical incidents |
logs, readily useful info, symbolic goals, probz wont capture enough incidents |
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Management by objectives |
involves meetings establishing goals, "yes men", difficult to evaluate the accomplishments, some set more difficult goals than others |
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Behavioral observation scales |
scales of always or never of critical incidents, immediate supervisor |
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peer evaluations |
constructive, beneficial |
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self-appraisal |
good when combined with others, less critical, biased, extra credit, extra blame on others, blind spots |
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guest appraisals |
not always accurate extremely pleased or dissatisfied only get said stress extremes not averages |
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multiple rater evals |
more than one rater
increase accuracy and fairness |
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360 degree appraisals |
ratings by multiple people accurate/true performance everything time consuming |