Hrm Chapter 8

Front 1

needs assessment

Back 1

A systematic evaluation of the organization, the jobs,and the employees to determine where training is most needed and whattype of training is needed

Front 2

self-efficacy

Back 2

a person’s belief that they can accomplish a task, isone of the most important predictors of training effectiveness. If aperson does not believe that they can master the material in atraining course, they will not do so well in training. This is becausepeople who don’t feel they can master a particular skill will put lesseffort into learning it. One of the most effective approaches to addresslow self-efficacy among learners is to teach the training material insmall “bites” that allow people to feel a sense of accomplishment.

Front 3

trainee motivation

Back 3

predicts training success. In other words,learners have to be motived to learn for the training to be effective.Part of this means that trainees have to believe that the training isrelevant to them and to their work. In addition, perhaps the mostpractical motivation theory for the training context is goal-settingtheory. According to this theory, it is important to make the traininggoals specific but achievable and to clearly communicate traininggoals to the learner. The theory also emphasizes the importance ofproviding feedback to learners.

Front 4

metacognitive skill

Back 4

the person’s ability to step back and assesstheir own performance—are they doing well in training? Are theresome topics that they find harder than others and that they need tobrush up on? Some people are better at assessing their ownperformance than others, and this ability can affect whether theylearn. As a solution, training programs can give learners frequentfeedback about their actual performance levels and even remindthem to step back and think about how well they are learning.

Front 5

training transfer

Back 5

whether the training results in changes in performance on the job. Atraining program may create increased knowledge among employees, butif performance is not affected, the training is not helping the organization.

Front 6

eLearning

Back 6

training that is delivered through an online platform viacomputers or mobile devices, is quickly increasing in popularity. Althoughonline and computer-based training has been around for years,investment in learning technology has grown substantially over the pastfew years. T

Front 7

role-plays

Back 7

trainees act in managerial situations such ascounseling a difficult subordinate.

Front 8

case studies

Back 8

participants analyze a difficult business case.In games and simulations , teams challenge each other as if theywere businesses in competition.

Front 9

Assessment centers

Back 9

discusses in terms of their usefor selecting managers, can do double duty as training anddevelopment exercises, providing feedback to managers

Front 10

executive coaching

Back 10

has grown in popularity as a way to provideindividual advice and counseling to managers regarding their workand careers.

Front 11

specific job assignments

Back 11

sometimes provided to managers as adevelopmental experience. For example, a member of the sales teammight be given a series of supervisory and managerial assignmentsin different geographical locations as preparation for a middlemanagement role.

Front 12

mindfulness training

Back 12

is a statein which a person allows themselves to be in the present moment andalso learns to notice things around them in a nonjudgmental way. Initialresearch shows that this can lead to important outcomeslike reduced employee stress and better sleep. According to someestimates, 22% of large employers offer this to theiremployees, including Target, General Mills, and Google.

Front 13

gamification

Back 13

Training that is made into a game or competition amongemployees in terms of scores on their training performance

Front 14

Onboarding (organizational socialization)

Back 14

s the process of helping newemployees adjust to their new organizations by imparting to them theknowledge, skills, behaviors, culture, and attitudes required tosuccessfully function within the organization. Good onboarding can lead topositive outcomes for both organizations and individuals such as betternew employee role clarity, feelings of connectedness with coworkers,confidence in their new role, higher performance, better job attitudes, andhigher retention.

Front 15

orientation program

Back 15

a specific type of training designed to helpwelcome, inform, and guide new employees, is a great way to give newemployees the information they need in a short amount of time. However,a key problem with orientation programs can be that they impart too muchinformation all at once.

Front 16

reactions criteria

Back 16

have to do with assessing how trainees react to thetraining, namely, whether they liked it. For example, an organization maysend a survey to trainees after they have completed the training program,asking them whether they enjoyed the training, thought the training wasinteresting, or liked the trainer.

Front 17

learning criteria

Back 17

whether the traineeactually gained some sort of knowledge or skill while in training. Forexample, a company may train its employees on the use of a newsoftware system to track the delivery of its product to customers. Toevaluate the training, the company might give the employees a test at theend of the training in which the employees show that they can use thesoftware effectively. Note that this is a major step up from simply askingwhether the trainees liked the training or thought it was effective.

Front 18

Behavior/behavior criteria

Back 18

This is where the nextlevel in Kirkpatrick’s model, behavior, comes in. Behavior/behavior criteriarefers to actual behavior on the job, perhaps as measured by thesupervisor.

Front 19

results criteria

Back 19

One of the most challenging aspects of training evaluation isdemonstrating that the training outcomes are actually tied back tobusiness objectives— The use of analytics inorganizations can be particularly helpful in this regard, allowing decisionmakers and managers to see whether training is affecting trainingoutcomes, such as learning, and how these are impacting businessoutcomes, such as performance. The key is to be able to measure thesetraining outcomes accurately—not just quickly and cheaply. For example,an organization may implement a two-part training program, finding thatthe training increases employee skill levels and sales but does notincrease quality. Armed with this information, decision makers candetermine how to tweak the program to provide better results

Front 20

career management

Back 20

is the continual process of setting career-related goals andplanning a route to achieve those goals. Understanding careermanagement in the context of training and development is importantbecause the needs of employees change over time.

Three categories activities include workperformed, personal relationships, and education.