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40 Cards in this Set
- Front
- Back
training |
planned effort by a company to facilitate the learning of JOB RELATED competencies |
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6 Steps of Training Design Process |
1. Needs assessment 2. motivation for learning 3. creating a learning environment 4. transfer of training 5. training methods 6. evaluation of training |
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Needs assessment requirements |
1. organizational analysis- does training have support of managers? fit company strategy? company have the resources? 2. person analysis 3. task analysis - importance, frequency, difficulty |
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motivation for learning |
internal- self-efficacy- someone who knows able to learn and wants to learn external- can motivate people with money, promotion, something tangible |
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7 basic principles of training (list 3) |
1. employees need to know why they should learn 2. employees need meaningful training content 3. employees need to have opportunity for practice 4. employee needs feedback 5. adults prefer to learn by observing and imitating experiences 6. employees need a training program to be properly coordinated and arranged 7. employees should be asked to commit something to memory |
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training methods |
presentational methods: classroom/distance learning hands on methods: (develops specific skills and interpersonal relationships) on the job training/simulation/e-learning/group or team learning: action planning/adventure learning |
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3 reasons for appraisal |
1. strategic 2. administrative 3. developmental |
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Appraisal criteria |
1. strategic congruence 2. reliability- free from error 3. validity- all and only aspects of job 4. acceptability 5. specificity |
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Approaches to appraisals |
1. comparative- simple ranking (order of quality)/ forced distribution (put everyone in categories)/ paired rankings (compare two people) 2. attribute and behavioral- must include self eval, comments, and signature 3. results approach- MBO management by objectives- objectives must be set, difficult but doable, and SMART (specific, measurable, attainable, relevant, timely) 4. quality approach |
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Rater (one specific thing) |
based on first impressions
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how to give proper feedback |
Shouldbe given more than once a year
Askemployee to rate himself before session Recognizeperformance through praise Solveproblems Minimizecriticism Finishmeeting with review process |
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differences between development and training |
Training: Focus: Current Use of work experience: low Goal: Preparation for current job Participation: required Development: Focus: Future Use of work experience: high Goal: Preparation for changes Participation: voluntary |
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4 ways of development |
1. formal educations 2. assessment 3. job experiences 4. interpersonal relations |
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assessment types |
1. personality test 2. performance appraisal (best is 360 degree appraisal) 3. assessment center |
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mentor |
senior person who still works who you look up to and serves as guru in work, socializing, and life coach is more peer than mentor |
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involuntary turnover voluntary turnover |
initiated by org initiated by employee |
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separation |
doesn't apply to employment at will contracts |
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principles of justice |
1. outcome fairness 2. procedural justice 3. interactional justice |
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progressive discipline |
documentation- need to prove reasons of firing progressive punitive measures- if firing for bad performance, need progressive discipline- if stealing or something you dont |
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ADR alternative dispute resolution |
1. arbitration- private judge, listens to both sides and comes to conclusion 2. mediation- senior person, encourages dialogue, doesn't form conclusion |
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progression of withdrawal theory |
1. behavior change 2. physical job withdrawal 3. psychological job withdrawal |
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5 sources of job dissatisfaction |
1. safe working conditions 2. personal dispositions 3. tasks and roles theres 4 4. supervision and coworkers 5. pay and benefits |
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tasks and roles dissatisfaction |
1. complexity- job enlargement 2. physical strain- less the better 3. flexibility- both time and location- motivating but delicate 4. value- perception/rewards- motivated by value |
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Job satisfaction survey- when do we do? |
1. historical trends- every fiscal year 2. after major change in company 3. to compare to other companies- must be STANDARDIZED - pay questionnaire 4. when leaving the company - job descriptive index |
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Equity Theory |
I work more, I deserve more, then I will be happy ratio of output to input has to be greater than or equal to others |
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Two pieces of equity theory |
1. external equity pay comparison- market pay survey 2. internal equity pay comparison- job evaluation |
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compensable factors |
used to decide the ranking of jobs in job evaluations |
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delayering |
combine all engineers into one engineering category in job evaluations- all get same pay |
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broadbanding |
allow engineers to earn a range in pay scale based on performance |
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skill based pay |
get paid based on skills regardless if they are relevant to job |
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pay methods |
1. merit pay 2. incentive pay 3. profit sharing 4. ownership 5. gain sharing |
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Merit pay |
pay scale, move along based on appraisals and individual performance- increases fixed costs and can't move backwardsDemming says should be abolished because subjective, discourages performance, no teamwork |
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incentive pay |
pay scale less than merit need strong criteria for incentives 1. based on individual performance 2. output must be measurable 3. doesn't increase fixed costs- incentive is variable look more at quantity and less at quality |
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profit sharing |
company makes more and you make more basic pay + share of profits if company loses money you don't make extra |
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ownership |
basic pay + company shares, options, or investment funds option- option to purchase shares at future time at fixed price ESOP- give ownership in trust- less risky than shares |
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gain sharing |
scanlon- employees get to split what they don't spend |
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defined benefits plan |
pension- age, yrs worked, contribution fun owned by company |
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defined contributions plan |
lump sum cash balance plan- cash annually deposited at bank with annual yield guaranteed |
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3 diff between benefits and pay |
1. legal compliance- some benefits required 2. institutionalized- benefits are standard 3. benefits are complex |
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reasons benefits have increased over the years |
1. legislation caused increase 2. wage and price controls, labor market shortage 3. benefits have a better tax treatment 4. labor unions 5. group cost advantage 6. employers want to differentiate themselves |