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137 Cards in this Set
- Front
- Back
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Fast-track programs speed development of potential leaders.
Long-term; 12-36 months |
Succession planning
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System that holds course content information and has the capability of tracking and managing employee course registrations, career development, and other employee development activities.
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Learning management system (LMS)
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Certain types of learning activities or processes that may occur at any one of several levels in an organization.
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Organizational learning
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Clear statement, usually in one sentence, of the purpose and intent of a human resource development program.
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Goal
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Person who is well versed in the content of a human resource development program.
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Subject matter expert (SME)
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"Snapshot" assessment of the availability of qualified back-up for key management positions.
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Replacement planning
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Delivery of formal and informal training and educational materials, processes, and programs via the use of electronic media.
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E-learning
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- protects literary, artistic or other creative expression
- protects author's right to reproduce, distribute, or perform copyrighted work - public domain and fair use - usually person who creates work owns copyright (except for works create by ees or special ordered/commissioned) |
Copyright Act
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Type of learning curve in which learning occurs in a series of increasing or decreasing returns; usually seen when an employee is attempting to learn a difficult task that also requires specific insight.
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S-shaped curve
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Training designed to inform and educate senior management and staff about diversity and to develop concrete skills among staff that will facilitate enhanced productivity and communications among all employees.
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Diversity training
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Level of learning characterized by ability to translate or interpret information.
Example: printing press operator could explain how the machine works. |
Comprehension
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Type of learning curve in which learning is fast at first but then flattens out with no apparent progress.
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Plateau curve
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Strong but invisible career barrier that sometimes exists for minorities and women.
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Glass ceiling
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Identify meaningful career paths for people who are not interested in traditional management roles.
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Dual-ladder programs
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Directing day-to-day organizational operations.
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Management
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Preparing, implementing, and monitoring employees' career paths, with a primary focus on the goals of the organization. Emphasis is on the organization to provide programs and opportunities.
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Career management
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Combination of on-and off-the-job training. Offline, instructor-led training designed to bring a learner up to production standards before assuming online responsibilities. Provide trainee with equipment used on the job while freeing the trainee from actual work environment.
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Vestibule training
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Relates to technical skills training; often a partnership between employers and unions.
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Apprenticeship
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Process of delivering educational or instructional programs to locations away from a classroom or site.
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Distance learning
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Aligns HRD activities with organization's goals by providing ees with skills to meet current and future job demands.
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Human Resource Development (HRD)
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Type of e-learning in which participants interact together in real time.
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Synchronous learning
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Provision of the Copyright Act that allows the use of copyrighted work in certain circumstances.
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Fair use
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Differences in characteristics of people; can involve personality, work style, race, age, ethnicity, gender, religion, education, functional level at work, etc.
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Diversity
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People who learn best through a hands-on approach; also called tactile learners.
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Kinesthetic learners
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Skills, knowledge, and abilities that employees must possess in order to successfully perform job functions that are essential to business operations.
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Core competencies
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Developmentally oriented relationship between two individuals.
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Mentoring
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Systems management philosophy that states that every organization is hindered by constraints that come from its internal policies.
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Theory of constraints (TOC)
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Ability to learn information or acquire a skill.
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Aptitude
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Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs.
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Developmental activities
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Diagram that maps out a list of factors that are thought to affect a problem or a desired outcome.
aka as the Ishikawa or fishbone diagram. Use for employee turnover or to understand a process failure. |
Cause-and-effect diagram
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Ability of an individual to be sensitive to and understanding of the emotions of others and to manage own emotions.
4 branches: perceiving, using to facilitate thought, understanding and regulating More EI=More Leadership Effectiveness |
Emotional intelligence (EI)
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Shared attitudes and perceptions in an organization.
- gives members an organizational identity - facilitate commitment - promote system stability - shape behavior - impact an organization's success or failure |
Organizational culture
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Ability of an individual to influence a group or another individual toward the achievement of goals and results.
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Leadership
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Ways individuals learn and process ideas.
- visual - auditory - kinesthetic |
Learning styles
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Human resource development programs offered initially in a controlled environment with a segment of the target audience.
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Pilot programs
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Status of a work when copyright protection ends; in general, copyright protection covers the life of the author plus 70 years.
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Public domain
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Process of enhancing the effectiveness of an organization and the well-being of its members through planned interventions.
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Organizational development (OD)
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Development and integration of HR processes that attract, develop, engage and retain the KSAs that will meet current and future needs. ONGOING PROCESS
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Talent management
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Gives its owner the right to exclude others from making, using, or selling anything tShat embodies or uses an invention.
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Patent
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Act that established the U.S. Patent and Trademark Office.
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U.S. Patent Act
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A comprehensive set of management processes, principals and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement.
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Total quality management (TQM)
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Level of learning at which the learner is able to respond to new situations and determine trouble-shooting techniques and solutions.
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Synthesis
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Study of the education of children.
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Pedagogy
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Rewards such as pay, benefits, bonuses, promotions, achievement awards, time off, more freedom and autonomy, special assignments, etc.
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Extrinsic rewards
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Society or group where people have close connections over a long period of time and where many aspects of behavior are not made explicit, because most members know what to do and think from years of interaction.
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High-context culture
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People who learn best by relying on their sense of hearing.
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Auditory learners
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Error that occurs when an appraiser gives more weight to recent occurrences and discounts an employee's earlier performance during the appraisal period.
Example: last two months of the year the employee does an excellent job, despite performing poorly earlier in the year. As the review cycle draws near, many employees improve their performance in anticipation of a higher evaluation. |
Recency error
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Error that occurs when an appraiser rates all employees within a narrow range, regardless of differences in actual performance.
Example: The appraiser sees all employees as average. |
Central tendency error
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Training provided by managers and supervisors to employees at the work site utilizing demonstration and performance of job tasks to be accomplished.
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On-the-job training (OJT)
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Meaningful work, good feedback on performance, autonomy, and other factors that lead to high levels of satisfaction in the job.
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Intrinsic rewards
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Process of maintaining or improving employee job performance through the use of performance assessment tools, coaching, and counseling as well as providing continuous feedback.
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Performance management
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People who learn best by relying on their sense of sight.
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Visual learners
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Type of learning curve in which the amount of learning or skill level increases rapidly at first and then the rate of improvement slows.
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Decreasing returns
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- learning is accomplished by the organizational system as a whole
- systems thinking is practices - ees network internally and externally - change is embraced - failures become opportunities to learn |
Learning organization
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Type of e-learning in which participants access information at different times and in different places.
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Asynchronous learning
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Graphic representation of the distribution of a single type of measurement; data is represented by a series of rectangles of varying heights in a bell shape. aka Bar graph
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Histogram
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Society where people tend to have many connections but of shorter duration and where behavior and beliefs may need to be spelled out explicitly so that those coming into the cultural environment know how to behave.
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Low-context culture
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Actions and activities that individuals perform in order to give direction to their work life. Management or HR assist individuals.
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Career planning
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Simple visual tools used to collect and analyze data.employees make a check or tally mark to indicate the number of calls, problems etc.
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Check sheets
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Reintegrating employees into their home-country operations following an international assignment.
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Repatriation
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Career state of employees who are no longer considered promotable.
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Plateaued career
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Act that provides federal protection for trademarks and service marks.
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Trademark Act
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Expectations of management translated into behaviors and results that employees can deliver.
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Performance standards
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Initial exposure to:
- organizational information - policies, procedures and benefits - work context |
Orientation
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Learning elements that may be reused in a variety of contexts; examples include animated graphics, job aids, and print modules.
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Learning objects (LOs)
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Leadership style that offers the promise of reward or the threat of discipline to motivate employees.
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Transactional leadership
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Process that measures the degree to which an employee accomplishes work requirements.
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Performance appraisal
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Readiness to learn, combining students' level of ability and motivation with their perceptions of the work environment.
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Trainability
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Error that occurs when an employee's rating is based on how his or her performance compares to that of another employee rather than objective standards.
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Contrast error
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Level of learning characterized by ability to recall specific facts.
Example: printing press operator would be able to name the parts of the press. |
Knowledge
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Level of learning characterized by ability to make judgments.
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Evaluation
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Process by which individuals progress through a series of stages in their careers, each of which is characterized by relatively unique issues, themes, and tasks.
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Career development
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Factors that initiate, direct, and sustain human behavior over time.
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Motivation
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Organizational: KSAs needed as organizations and jobs change
Task: job requirements compared to ee knowledge and skills Individual: focuses on individual ee's performance |
Needs Assessment Levels
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Breaks down steps
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Process-Flow Chart
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Set of behaviors encompassing skills, knowledge, abilities, and personal attributes that are critical to successful work accomplishment.
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Competencies
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Systematic development process used to create ee learning that aligns with strategic goals
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ADDIE model
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Occurs when an appraiser's values, beliefs, or prejudices distort performance ratings.
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Bias
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Chart that illustrates variations from normal in a situation over time. The chart has upper and lower control limits drawn on either side of a process range, which allows users to see if the process is out of range.
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Control chart
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Occurs when an appraiser gives more weight to an employee's earlier performance and discounts recent occurrences. Example: boss rates employee on the first months of his performance when the employee was inconsistent and not on the most recent few months when he/she has done an excellent job.
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Primacy error
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Learning elements that may be reused in a variety of contexts; examples include animated graphics, job aids, and print modules.
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Reusable learning objects (RLOs)
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Error that occurs when an appraiser believes standards are too low and inflates the standards in an effort to make them meaningful.
Example: an appraiser believes that very few employees should be rated as excellent performers. Most of his high performers revive lower ratings than other employees in other departments. |
Strictness
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A quality approach that can produce significant benefits in may different industries and processes. Disciplined, data-driven approach and methodology for eliminating defects.
Process must not produce more than 3.4 defects per million opportunities. |
Six Sigma
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Planned approach to learning that includes a combination of methods such as classroom, e-learning, self-paced study, and performance support such as job aids or coaching. Caters to all different learning styles.
Examples: Web based pre test prior to classroom training. PHR learning materials |
Blended learning
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Results that participants will be able to perform at the end of a human resource development program.
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Objectives
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Leadership style that motivates employees by inspiring them to join in a mutually satisfying achievement.
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Transformational leadership
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Career development programs that involve identifying a pool of potential leaders and rapidly increasing their leadership skill development.
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Fast-track programs
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- expertise sharing and organizational learning
- knowledge retention and recovery of knowledge lost due to employee attrition |
Knowledge management (KM)
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Level of learning characterized by ability to use learned information in a new situation.
Example: The printing press operator would be able to run the printing press to produce a printed copy. |
Application
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Level of learning characterized by understanding information to the level of being able to break it down and explain how it fits together.
Example: operator would be able to do preventative maintenance or determine how to operate the machine more efficiently. |
Analysis
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Type of learning curve in which progress is initially slow because basics are being learned but then performance takes off after the initial learning phase.
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Increasing returns
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Process of providing knowledge, skills, and abilities (KSAs) specific to a task or job.
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Training
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Errors that are the result of appraisers who don't want to give low scores.
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Leniency errors
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Consists of ongoing meetings between supervisors and employees to discuss the employee's career goals.
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Coaching
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ADDIE Model (5 steps)
instructional design process for the development of HRD programs |
A- assessment
D- development D- design I- implement E- evaluation |
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3 categories of an OD intervention strategy, targeted at managing the change process.
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1) Interpersonal
2) Technological 3) Structural |
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Interpersonal strategies of an OD intervention.
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Work relationships between ees
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- process analysis
- job design - specialization - work-flow analysis |
Technological strategies of an OD intervention.
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- span of control
- reporting relationships |
Structural strategies of an OD intervention.
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- applied in organizational development interventions
- essential to quality movement and leads to process improvement - based on understanding the relationship between 3 key components Inputs>Process>Outputs |
System Theory
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Process-flow analysis, control chart, cause-and-effect diagram, scatter diagram, histogram, check sheets, Pareto chart.
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Quality Control Tools
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Vertical bar graph on which bar height reflects frequency or impact of causes. States 80% of effects come from 20% of causes.
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Pareto chart
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an illustration that depicts possible relationships between two variables.
Use: relationship between education and salaries. education placed on one axis and salary on another. |
Scatter diagram
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1. Knowledge
2. comprehension 3. application 4. analysis 5. synthesis 6. evaluation |
Levels of Learning
(Bloom's taxonomy) |
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1. Positive reinforcement
2. Negative reinforcement 3. Punishment 4. Extinction |
Behavior modification makes use of four intervention strategies to shape behavior
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Category rating methods, the least complex means of appraising performance, require the appraiser to mark an employee's level of performance on a designated form.
1. graphic scale 2. checklist 3. forced choice |
Category rating methods for employee appraisals
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The appraiser directly compares the performance of each employee with that of the others.
1. ranking 2. paired comparison 3. forced distribution |
Comparative Method
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- communication
- relationship management - ethical practice - HR expertise - business acumen - critical evaluation - diversity and inclusion - leadership and navigation - consultation |
SHRM Elements for HR Success
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1) diagnose the environment
2) develop action plan 3) evaluate results HR=change agent/evaluator |
OD Intervention Process
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Bar Graph
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Histogram
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Adults want training that:
- Focuses on “real world” issues. - Applies to their jobs. - Meets their goals and expectations. - Allows for debate and challenge of ideas. - Encourages an exchange of ideas and opinions. - Allows them to be resources to each other. - Meets a current need. |
Adult Learning Style
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Self-Acualization: growth development, creativity
Esteem: training, recognition, high status Belonging and Love: work groups, clients Safety and security: working conditions, job security Physiological Needs |
Maslow's Hierarchy of Needs
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Extrinsic Hygiene Factors (pay, working conditions, coworkers)+Intrinsic Motivation Factors (recognition, achievement)=Motivation
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Herzberg's Motivation-Hygiene Theory
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High Achievers:
- set moderately difficult, but achievable goals - prefer to work versus leave to chance - personal achievement versus rewards - seek concrete feedback |
McClelland's thoery
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Theory X (rigid control):
- people dislike work and avoid it - need to coerce and threaten with punishment to meet goals - like direction and avoid responsibility - authoritative manager Theory Y (autonomy): - people like work - don't like rigid control and threats - under right conditions, people don't avoid responsibility - participative manager |
McGregor's Theory X and Theory Y
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- Key Variable is level of effort
- Decision to exert the effort depends upon expectancy, instrumentality and valence |
Vroom's Expectancy Theory
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People want to be treated fairly.
Inputs=Outcomes |
Adam's Equity Theory
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Positive Reinforcement: repeat desired behavior to gain reward
Negative Reinforcement: work to avoid consequence Punishment: response causes something negative to occur Extinction: unlearning undesired behavior due to no response or reinforcement |
Skinner's Behavioral Reinforcement Theory
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- positive reinforcement
- design of work and work environment (intrinsic) - goal setting - formal extrinsic rewards - pay-for-performance systems |
Applications of Motivational Theories
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Identify needs
Find performance gaps Identify programs and target audience Form basis for evaluation |
Purpose of Assessment
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1) Gather data
2) Determine training needs 3) Propose solutions 4) Calculate cost 5) Implement |
Needs Assessment Process
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Specific
Measurable Attainable Realistic Timely |
SMART
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- goals
- target audience - instructional designer |
Design
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Program is delivered and primary tasks:
Utilizing pilot programs Revising content Scheduling the program Announcing and implementing program |
Implementation
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Reaction: measure reaction with checklist, interviews
Learning: measure learning of facts, concepts, ideas through pre- and/or post measures Behavior: measure change with feedback, simulations Results: measure organizational results with ROI, performance appraisals |
Levels of Evaluation
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Staffing Challenges
Economy/Job Market |
Forces Impacting Talent Management
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Assimilation into:
- organizational culture and norms - departments and functions - support systems |
Onboarding
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- ee self-assessment
- individual coaching/counseling - ee development programs (apprenticeship, job rotation) |
Career Development Programs
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Consideration (ee centered): behavior aimed at meeting social and emotional needs of groups and individuals
Initiating Structure (job-oriented): behavior aimed at careful supervision of work methods and performance levels |
Behavioral Dimensions of Leadership
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Participating: share ideas and help in decisions (low task, high relationship)
Selling: explains decisions (high task, high relationship) Delegating: turn over responsibility (low task, low relationship) Telling: specific instructions, close supervision (high task, low relationship) |
Hersey Blanchard's Theory
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Leaders should change factors rather than their style
- leader-member relations (trust in leader) - task structure (extent tasks are defined) - position power (influence) |
Fiedler's Contingency Theory
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- simple marking of performance level
- forced choice, graphic scale (on a scale of _ to _, rate _) |
Category Rating Methods
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- written appraisals
- essays, critical incidents |
Narrative Methods
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- designed to overcome appraisal difficulties
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Special Methods
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- valid and free of discrimination
- based on formal evaluation criteria - based on personal knowledge/interaction - designed to prevent one manager from overinfluencing an ee's career - based on equitable treatment of all ees |
Legal Performance Appraisals
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- describe behavior; don't judge
- assume helpful attitude - empathize and listen actively - give specific examples |
Appraisal Feedback Guidelines
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- document as situations happen
- keep notes on all ees, not a few - objective criteria - support job-related observations with facts, avoid conclusions - focus on deficiencies, not causes - remember others may read |
Documentation Guidelines
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