Which of the following is the most common method used for training nonmanagerial employees?

CHAPTER 7—TRAINING AND DEVELOPMENT

TRUE/FALSE

1.If employees consistently achieve their productivity objectives, it might be a signal that training is

needed.

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2.Training is oriented towards broadening employees' individual skills for future responsibility.

ANS:FPTS:1REF:p. 292OBJ:7-1 TYPE: K

3.By far the greatest proportion of training is spent on rank and file employees and their supervisors.

ANS:TPTS:1REF:p. 292OBJ:7-1 TYPE: K

4. The systems approach to training involves (1) needs assessment, (2) program design, (3)

implementation, and (4) evaluation.

ANS:TPTS:1REF:p. 293OBJ:7-1 TYPE: K

5.The goal of training is to contribute to the organization's overall goals.

ANS:TPTS:1REF:p. 293OBJ:7-1 TYPE: K

6.Competency assessments have been adopted extensively in the health care industry.

ANS:TPTS:1REF:p. 297OBJ:7-2 TYPE: K

7.The three different types of training needs assessment are organizational analysis, job knowledge

analysis, and person analysis.

ANS:FPTS:1REF:p. 295OBJ:7-2 TYPE: K

8.Performance appraisals are generally a good mechanism in determining why employees are not

meeting the firm’s expectations when conducting person analysis.

ANS:FPTS:1REF:p. 299OBJ:7-2 TYPE: K

9.Organization analysis includes broad forces than impact the effectiveness of employees, such as

mergers and acquisitions, technological change, and reengineering.

ANS:TPTS:1REF:p. 295OBJ:7-2 TYPE: U

10.Data such as direct and indirect labor costs, turnover, and unemployment rate provide clues to

organizations about training needs.

ANS:FPTS:1REF:p. 296OBJ:7-2 TYPE: K

11.The task analysis portion of organization analysis is shifting from emphasis on a fixed schedule of

tasks to a flexible set of competencies needed for performance.

34 Exact answers 146 Text answers 0 Multiple-choice answers

5 core dimensions in context of diversity in CH - disability (diversity mgmt)

social model: structure that makes people able to live normally

medical model: body --> what's healthy/unhealthy

socioeconomic model: what do we have to do as a society/economy to integrate disabled people into working environment 

diversity mgmt implementation process (diversity mgmt)

1. recognition of need for change (internal & external pressure for diversity)

2. diagnosis: present state - future goals (analysis, information gathering & interpretation, setting goals aligned with vision)

3. plan & prepare for implementation (responsibilities, resources, communicating necessity of diversity mgmt, motivating for change, shaping implementation strategies)

4. implement diversity mgmt (concrete measures)

5. review

economic, poltical & cultural factors in different countries that HR managers need to consider

unique training need for international asignees to their local employees

characteristics of a good international compensation plan 

difficulties of home - & host country performance appraisals 

labour relations differ around the world 

economic, poltical & cultural factors in different countries that HR managers need to consider (international HRM)

economic factors:

- free trade (flow of goods, capital & HR across national borders)

- service-based business (harder to replace than manufacturing jobs - technology)

- integrated technology platforms (increased rate at which services can be traded across countries)

political factors:

- country's labour law

- property rights (government/poltical power can seize other's property)

- patents (little protection due to governmental power sometimes)

cultural factors:

- cultural environment (communications, religion, values & ideologies, education & social structure of country) 

unique training need for international assignees & their local employees (international HRM)

lack of training --> main cause of failed assignments abroad 

employees working aborad need to know: 

- country where they're going

- country's culture

- history, values & dinamics of their own organization (better understanding of assignment)

training & development programs prepare employees working internationally:

- language training

- cultural training

- assessing & trackign career development (increased responsibility, gain experiences, enahnce understanding of global marketplace, creative problem-solving skills)

- managing personal & family life (culture shock = perpetual stress experience by people who settle overseas)

- repatriation (process of transition for an employee home from an international assignment, if there is no repatriation program --> leave organization by knowledge not utilized, stressed if there's no assignment in company for them after return) 

characteristics of good international compensation play (international HRM)

global compensation system --> centralized pay system whereby host-country emplyees are offered full range of training programs, benefits & pay comparable with firm's domestic employees but adjusted for local differences 

decide btw centralized & decentralized --> centralized system = higher effectiveness & satisfaction 

compensation program must:

- provide an incentive 

- allow for maintaining a standard of living 

- provide security

- provide good helath care 

- reimburse foreign taxes

- education for children

- reentry home

- in writing 

types of compensation systems for long term assignments:

1. home based pay 

2. balance sheet approach (compensation system designed to match purchasing power in person's home country, following steps --> 1. calculate base pay, add figure cost-of-living adjustment/COLA, add incentive premiums, add assistance programs) 

3. split pay (expatroates are given portion of pay in local curreny to cover day-to-day expenses & poation in home currency to safeguard their earnings)

4. host based pay (comparable to that earned by employees in host country)

5. localization (adapt pay & other compensation benefity to match that of particular country, disadvantage of not localizing --> more favourbale treatment for expatriate vs local employee affects cooperation & success of assignment) 

reconcile difficulties of home & host country performance appraisals (international HRM)

appraisal problems --> contribute to failure rates among expatriates 

- multirater (360 degrees) appraisal is gaining favor

- host country evaluations problematic --> local cultures can influence a person's perception on individual's performance, local managers don't have enough overview on entire organization to evaluate individual's contribution

- multiple sources of appraisal information are valueable 

- firm's are using ROI to evaluate an individual's perofrmance & look if costs were minimized (1. define firm's objectives, 2. agree on quantifiable measure, 3. equation that converts qualitative behaviour into quantifiable measurements, 4. evlauate performance against measurement, 5. caculate ROI)

- performance feedback --> used ot address technical issues, general issues, reestablish new career paths, create training programs for future expats

how labour relations differ around world (international HRM)

European countries --> representation by law --> codetermination = representation of labour on board of directors of firm

organizations negociate agreements with unions at national level frequently with goveremnt intervention

other countries --> union activity is prohibited/limited to only large companies 

european union --> more poltical power than other unions, althougb power has declined 

the more devleoped the country --> the more government intervention 

wages, benefits, safety, child & other regulations vary as well as the different labour unions 

difference development & training

elements of training & development 

strategic approach

needs assessment 

program design

implementation

evaluation

additional training & development programs 

--> by tying training closely to key performance metrics & then measuring training's impact against them --> firm will be in better position to improve its programs over time 

difference development & training (training employees)

--> both improve performance & productivity of employees

development --> oriented towards broadening an individual's skils for future responsibilties, learn & grow, self-assessment act

training --> focused toward short-term performance, as per requirement of job

elements of training & development (training employees)

development of individuals --> workplace related training & career development 

team development

organizational development 

strategic approach (training employees)

goal of training --> contribute to overall goals of firm

ensure that training crreates meaningful & lasting behaviour change for participants, results in measureable business impact & return on investment for firm 

systematic approach model:

1. needs assessment based on firm's objectives (organization, task analysis, person analysis)

2. program design (instructional objectives, trainee, learning principles)

3. implementation (on-the-job methods, off-the-jobmethods, mgmt development)

4. evaluation (reactions, learning, behaviour, results)

needs assessment (training employees)

cheif learning officer --> concerned with responisbility for fostering employee learning & development within firm (whole teams responsible for such a task)

responsible people need to make sure that training they conduct is well alignes with objectives of firm

assessments must be conducted regularly  --> nedds change quickly 

analysis for need of training is conducted on 3 levels:

1. organization analysis --> determine where to emphasize training (environment, strategies, resources)

2. task analysis --> determine KSA's needed (activities to be performed)

3. person analysis --> determine who needs training (performance, knowledge, skills)

less than 50% conduct needs assessment --> cost, time, expertise 

ORGANIZATION ANALYSIS (needs assessment)

analysis on this level includes examination of technological, human  financil resources available to meet training objectives

effectiveness through --> IT, outsourcing, off-the-shelf material, partner with other firms to jointly train

important factors of org. analysis --> availability of potential replacements & time required to train them

TASK ANALYSIS (needs assessment)

review job descriptions & specifications to identify activities performed & KSA needed to do so

check job descriptions &/or interview & observe employees

1. list all tasks/duties included in job

2. list steps performed by employee to complete task

3. type of performance for each task & KSAs can now be identified

focus on competency assessment --> analysis of sets of skills & knowledge, especially needed for decision-oriented & knowledge-intesive jobs

HOW should traits be used to compelte task?

- motivational level, personality, interpersonal skills, etc. 

PERSON ANALYSIS (needs assessment)

which employees require training? --> avoid mistake of sending everybody to training

person analysis helps determine what prospective trainees are able to do once they enter training so training can be designed to emphasize areas in which training is really needed 

performance report/appraisals can be used to analyze employees (does not analyze why employee might not meet expectations!)

training is not always answer to deficits --> poor motivation = factors outside employee's control --> if due to ability problems = training might work 

program design (training employees)

design should focus on at least 4 related issues:

1. instructional objectives 

2. readiness of trainees & their motivation

3. principles of learning 

4. characteristics of instructors 

INSTRUCTIONAL OBJECTIVES (program design)

desired outomes of training program 

after phase 1, managers can now state skills or knowledge to be acquired or attitudes to be changed

performance-centered objectives --> lends itself to an unbiased evaluation of results 

trainee readiness & motivation --> have direct influence of succes of training 

readiness --> determines whether or not experience up to today of trainees has made them receptive to training they will receive (check background & knowledge of prospective trainees - through test scores/assessment info - & group them according to capacity to learn)

recognize individual differences!

motivation --> show employees link btw their effort they put in & payoff, create environment which is conducive to learning, motivate them, align training with individual's need to succeed & areas they want to pursue 

increased by --> completing questionnaires about way they're attending & what they want to accomplish as a result of it 

principles of learning (program design)

training ultimately has to build a bridge btw organization & employee, make trainings efficient --> give full consideration to psychological principles of learning 

principles of learning:

1. goal setting --> form of e.g. roadmap, goals enhance motivation & clarity 

2. meaningfulness in presentation --> material should be in meaningful manner, use colourful examples, arrange material that each experience build on previous one, understandable terminology

3. modeling --> picture says more than 1000 words, use models, learn by watching, various forms, e.g. visual aids 

4. individual differences --> people learn at different paces in different ways, avoid delivering content in one way only (encourage participation, vidual aids, etc)

5. active repetition --> give frequent opportunities to practice & meanwhile supervision, practice job tasks in way they will ultimately be expected to perform them, behaviour becomes 2nd nature 

6. whole vs part learning --> determine most effective manner for completing each part then provide basis for giving specific instructions, break task down into few discrete steps to facilitate learning (consider nature of task & only use if it makes sense)

7. massed vs distributed learning --> amount of time devoted to practice in one session. spacing it out is more successful, faster learning & longer retention

8. feedback & reinforcement --> feedback helps individual to see what they are doing right/wrong & play motivational role (feedback from employees themselves & other trainees & trainers) 

can also apply behaviour modification --> technique that operates on principle that behaviour is rewarded or positively reinforced, will be exhibited more frequently in future(often with prizes, awards, ceremonies, etc)

encouragement is most effective when given directly after accomplishing task --> spot reward program = programs that award employees on the spot when they do something particularly well during training or on job 

learning curve --> person's training process, plateau - no progress occurs 

characteristics of instructor --> teaching skills & characteristics, reward good trainers! 

implementing training program (training employees)

decide which training method best fits for KSAs that need to be achieved

factual learning --> class room teaching 

large behavioural component --> on the job training, simulation, computer based 

2 main groups:

1. nonmanagerial employees

2. managers 

most of described methods can be used for both

training methods for nonmanagerial employees 1 (implement training)

1. on the job training --> method by which employees are given a hands-on experience with instructions from their supervisor or other trainer, by far the most common method used, but often poorly implemented 

- lack of well-structured tarining environment 

- poor training skills

- absence of well defines job performance criteria

--> overcome these failures by:

- develop realistic goals & measures

- plan specific training schedule, set periods of evaluation & feedback 

- establish nonthreatening atmosphere conducive to learning 

- conduct evaluations after training is completed, ensure learned content is remembered

2. apprenticeship training --> system of training in which a worker enterning skilled trade is given through instruction & experience, both on & off job, in practical & theoretical aspects of work 

3. cooperative training --> combine spractical on the job experience with formal educational classes, term is typically used with high school & college programs that incorporate part time or full time experiences 

4. internship programs --> programs jointly sponsored by colleges, universities & other organizations that offer students opportunity to gain real life experience while allowing them to find out how tehy will perform in work organization, can also help employers ind employees

5. classroom instructions --> advantage = attendance & motivation, forced to engage, number one training method

combine with 

6. blended learning --> use of mutliple training methods to achieve optimal learning on part of trainees, leactures comined with DVD; computer & online instruction, etc. 

training methods for nonmanagerial employees 2 (implement training)

7. programmed instruction --> breaks down content into sequences for employees to learn at their own pace

8. audovisual methods --> on the spot recording & get immediate feeback 

9. simulation method --> emphasizes realism in equipment & its operation at min costs & max safety 

10. e-learning --> learning takes place via electronic media, cost effective. 1 in every 3 training is online, webinars, podcasts, webconferencing, teleconferencing 

11. just in time training --> training delivered when & where they need it to do their job, usually via computer or internet, help alleviate boredom, more likely to retain information 

12. learning mgmt system --> online system that provides a variety of assessments, communication, teaching & learning opportunities, costly, still need to do needs assessment! 

training methods for managers (implement training)

importance of mgmt development has grown --> experienced baby boomer managers have begun retiring & frims are having a hard time replacing expertise they provided

1. on the job experiences --> core of mgmt training & development, skills that cannot be acquired by listening & reading only, on the job experiences are very powerful & commonly used, some methods: coaching & mentoring, understudy assignment (give trainees experience in handling important functions of job to groom them to take over a managerial job), job rotation & lateral transfer, special projects & junior boards, acrion learning, managerial staff meeting, planned career progressions)

2. other methods --> seminars & conferences, case studies, mgmt games & simutlations 

bahviour modeling --> approach that demonstrates desired behaviour & gives trainees chance to practice & role-play those behaviours & receive feedback (4 basic components: learning points, modeling, feedback & reinforcement, practice & role-play)

tuition assistance programs --> firms offer their employees tuition assistance for taken courses related ti firm's business, offer employees possibility to further integrate their educational credentials with their career plans, such programs pay out well for companies, often require employees to stay with firm for certain period of time

corporate universities --> large firm's often have their own univeristies where they train their employees & future managers 

evaluating training program (training employees)

assess extent to which firm's training programs improve learning, etc. 

HR departments under pressure to measure return on firm's training invested dollars

4 basic criteria can give total picture of training's success:

1. reactions

2. learning

3. behaviour

4. result

reactions (evaluating training program)

assess particpants' reactions --> give insight in what they found useful & make suggestions 

questions that can be asked:

- what were your learning goals?

- did you achieve them?

- did you like this program?

- would you recommend it to others?

- suggestions for improvement?

- should organization continue to offer training? 

positive reactions might not be usful to organization unless it translates into tangible, imporved on the job performance based on firm' strategic goals & not a guarantee that training was successful 

get specific feedback!

learning (evaluating training program)

test knowledge & skills of participants before & after training to measure what they have learned 

compare skills & knowledge to employee's who have not undergone training 

behaviour (evaluating training programs)

many things learning in training never get used back on the job for several reasons

transfer of learning --> effective application of principles learned to what is required on the job 

to maximize transfer of learning:

- feature identical elements intraining as in real life

- focus on egneral principles, if necessary 

- establish climate for transfer (support, reinforce & award employee on newly learned behaviour)

- give employees transfer strategies (eg.g relapse prevention, teaches trainee how to handle setbacks they will encounter, when they relapse into former behaviour)

results/return on investment (evaluating training programs)

training success can be measured with ROI

benefits include:

- higher revenues

- higher productivity

- improved quality

- lower cost

- more satisfied customers

- higher job satisfaction 

- lower turnover 

Formula ROI: Results/Training costs 

if ROI > 1, benefits exceed costs 

cost include expenses related to program & indirect cost such as lost productivity of employees

benchmarking --> process of measuring one's own services & practices against recognized leaders in order to identify areas for improvement, no strict model, but classic 4-step model by Deming:

1. plan (what should be benchmarked & choose comaprison firm)

2. do (collect data)

3. check (analyze data & communicate findings, suggest improvements)

4. act (establish goals, implement changes, redefine benchmarks)

these findings can then be fed back into phase 1

additional training & development programs (training employees)

orientation training --> formal process of familiarizing new employees with organization, their jobs & work units, generally offered every new employee to give good start, defines philosophy of firm & attitudes, information of employement, pay, benefits, etc., large firms offer checklists on intranet , superiors have most important role in orientation teaining, possible to combine orientation training with computer based training 

onboarding --> process of systematically socializing new employees to help them get on board with firm, makes employees feel to be part of firm, new employees can identify with firm & are more likely to stay 

basic skills training --> business struggle with basic skills (in US), organizations now offer remedial courses

tream training --> firm's rely on teams & those need to be emphasized & trained as wel

cross training --> training employees to do multiple jobs within firm , workers can be shifted when needed, keep workers interested & motivated & lay foundations for career-paths 

ethics training --> managers as role models play key roles, chief ethics officer=high-ranking manager directly responsible for fostering ethical cliamte within firm 

diversity trainign --> awareness building, training to prevent discrimination & harassment, skill building, see if training was successful by looking at firm's demographics after a certain time! 

career mgmt: developing talent over time 

managers play key role in expanding talent pools of firms by acquainting talent internally or externally

responsible that employees receive training & are informed about possible career paths within firm 

helping employees grow & develop skills within fim is more proactive & strategic than recruiting 

integrating career development with other HR programs creates synergies in which all aspects of HR reinforce one another 

development process:

1. identify development needs

2. define development goals 

3. agree on development measures

4. evaluate development

goal: matching individual & organizational needs (career mgmt)

roles:

-  employee's role (active role, identify KSA's to involve their own career path, use managers feedback or provided self-assessment tools)

- organization's role (give full support, HR & managers work together to design & implement career development system, reflect goals of firm, HR philosophy can provide emplyoees with clear set of expectations & directions)

blending goals of employees & orgnaizations:

- career development plan based on both partie's goals

- linked in a way that improves effectiveness of workers & their satisfaction & achieves firm's strategic obejctives 

- immediate goals of firm do not interfere with development planning 

identify career opportunities & requirements (career mgmt)

many related HR activities are concerned with talent mgmt but especially those who are directing process need to be aware of need & requirements of organization

analysis of:

- competencies required for jobs

- progression among related jobs

- supply of ready talent available to fill those jobs 

--> through surveys, interviews, discussions, etc, 

What is the most commonly used approach to training?

What is the most common training delivery method for formally training employees?

Which method should be used for training of the employees?

What is the most commonly used approach to training quizlet?