aPHR: Human Resource Development and Retention

Ranking Methods

Simple Ranking Method Paired Comparison Method Forced Distribution Method

Simulation training

provides employees with the opportunity to confront new challenges or develop new skills in a setting that is safe and does not present the same risks that would be present in the actual workplace. Other examples of simulation training include case studies and roleplaying scenarios.

job rotation

in which a high-potential employee is moved through a wide range of job assignments in different departments of the company, is designed to groom candidates for senior management by providing them a broad overview of the organization's operations.

In which career phase does performance typically increase?

establishment

experimental group

exposed to the independent variable

Case studies

a type of simulation training. often presented as experiential group exercises. Experiential group exercises give participants are given a problem to solve.

patent

a license granted by the government to an inventor, which gives the inventor the exclusive right to use or sell an invention for a set time. Anyone else who uses or sells the invention without the permission of the patent-holder can be sued for damages.

Fair Use Doctrine

a limited amount of a copyrighted work can be used without permission under certain circumstances, usually when it is used for purposes of commentary, criticism, news reporting, or educational activities. In general, fair use applies most often to relatively brief quotations or passages from a work used in a journalistic or academic context.

Central Tendency:

This is also known as the average bias. This bias occurs when an evaluator has a difficult time comparing employees to one another and ends up giving most employees an average rating. Evaluators may also be inclined to give employees middling ratings to avoid having to justify or explain more positive or negative evaluations.

What is a HiPO?

An employee who could be groomed for a corporate leadership position.

Which of the following are also known as "patents for invention?"

utility patents

Job rotation

(also called cross-training) moves the employee around the organization to perform different duties. It is intended as job enrichment and is often used for managerial or professional employees. Moving employees through a range of jobs can increase interest and motivation, as well as encourage employees to work collaboratively with one another. As an example of job rotation, at a small airline, a ticket agent might take on the duties of a baggage handler for some time. Job rotation can be a benefit for an organization as well. When employees develop a wider range of skills, managers have more options and flexibility in scheduling work and filling open jobs. However, this option will be a relatively rare outcome of job rotation, since typically employees will not gain the level of expertise necessary for fulfilling a job through cross-training alone.

MBO System

(also known as goal-based system) Based largely on the extent to which individuals meet their personal performance objectives.

six phases of career development:

- Assessment. The person assesses her own strengths and weaknesses. This may involve working with a career counselor or coach. - Investigation. The person researches different career options. This may involve informational interviews with people working in different careers. - Preparation. The person gets ready to enter the world of work by setting goals and learning relevant skills. - Commitment. The person conducts a job search, accepts a job offer, and commits to a career. - Retention. The person advances in his or her career, updating job skills and building a professional network. - Transition. The person, sensing dissatisfaction with his or her career, contemplates and then makes a career change.

Managers can assist employees' career development in a variety of ways:

- Coaching: Helping the employee to perform new tasks, gain new skills, or tackle problems outside of his or her current position. - Counseling: Providing the employee with advice or emotional support involving job-related or personal issues. - Mentoring: Helping the employee navigate the internal politics of the company— assisting her in applying for promotions, talking her up to senior management, and advising her on how to climb the corporate ladder. - Assessing: Evaluating the employee's strengths and weaknesses, and offering advice on how to improve job performance.

three common methods of comparison appraisal:

- Ranking, in which employees are listed in order, from the best performers to the worst. This method is most easily applicable to small groups of employees. - Paired Comparison, in which all employees are compared to one employee at a time: e.g., Employee A is compared to Employee B and then Employee C; Employee B is compared to Employee A and then Employee C; and Employee C is compared to Employee A and then Employee B. - Forced Distribution, also called Forced Ranking, in which all employees are graded on a bell curve, with very few at the high-performance end, most employees in the middle, and a few at the-low performance end. This method is designed to reduce or eliminate biases stemming from a manager who is too harsh or too lenient in her performance appraisals. - Factor Comparisons are a way of rating employee performance based on individual factors of performance rather than on the whole.

appraisal process

- Reinforce good behavior. Never underestimate the power of a pat on the back. - Provide constructive criticism. It's not enough to say, "You failed to work constructively with the marketing department." A manager needs to be able to say, "Here are some things you should do in the future when working with the marketing department." - Restate and/or reset expectations. Sometimes people don't perform as expected because they don't know—or have forgotten or misunderstand—what is expected. And, in a dynamic organization, expectations change over time. The appraisal interview is an opportunity to clarify expectations. (Hint: To make sure an employee understands what is expected, it's a good idea to have her restate the expectations in her own words.) - Satisfy the very human need everyone has to "know where I stand." In the workplace (as in relationships!) it's a question we all have but often fear to ask. Here's an opportunity to answer it without being asked.

what to avoid with employee appraisals:

- Surprises: If a manager has been doing his job all year, an employee will not hear anything greatly unexpected. - Venting: This may be emotionally satisfying for the manager, but is NOT constructive criticism. - Going through the motions: This is probably the most common mistake made by managers. Busy managers, more focused on their day-to-day tasks, see the "annual appraisal" as "more paperwork from HR" and do only the bare minimum necessary to get the paperwork filed with HR. These managers are missing an opportunity and not doing their jobs.

three main types of patents:

- Utility patents, also known as patents for invention, apply to the invention of what the U.S. Patent Office calls "a new and useful process, machine, manufacture, or composition of matter, or a new and useful improvement thereof." About 90 percent of recently issued patents have been utility patents. These patents last for 20 years. - Design patents apply to what the Patent Office describes as a "new, original, and ornamental design embodied in or applied to an article of manufacture." - Design patents issued after May 13, 2015, last for 15 years; those issued before that date last for 14 years. Plant patents are granted to those who develop, discover, or invent new varieties of asexually reproduced plants. Plant patents last for 20 years.

Functional Area 4 tests knowledge of:

1. Applicable laws and regulations related to training and development activities (for example: Title VII, ADA, Title 17 [Copyright law]) 2. Training delivery format (for example: virtual, classroom, on-the-job) 3. Techniques to evaluate training programs (for example: participant surveys, pre- and post-testing, after action review) 4. Career development practices (for example: succession planning, dual career ladders) 5. Performance appraisal methods (for example: ranking, rating scales) 6. Performance management practices (for example: setting goals, benchmarking, feedback)

the four traditional career stages:

1. exploration- identifying interests and opportunities 2. establishment- creating a meaningful and relevant role within the organization 3. maintenance- person's talents are optimized. performance may plateau at this stage 4. disengagement- person gradually begins to pull away from the organization. priorities may change.

two main exceptions to copyright

1. involves full-time employees who were paid to produce original work; in such a case, the copyright belongs to the employer who paid for the work to be done. 2. involves freelancers who were commissioned to produce original work; in such a case, the copyright belongs to the person who commissioned and paid for the work. These two exceptions are known as work-for-hire exceptions; in these cases, the copyright lasts for 95 years from the first date of publication or 120 years from the date of creation, whichever is shorter.

The development of training programs involves three phases:

1. planning 2. implementation 3. evaluation

Kirkpatrick's Method of Evaluating Training Programs (Four Levels)

1. reaction- measurements should track how employees initially react to training materials. The most valuable information to be gained at this point is how well the material presented in being received, which is important feedback for trainers and presenters. 2. learning- measurements should aim to determine how well participants are learning the material presented during the training program. One popular way to measure how much participants are learning is to issue pre-tests and post-tests and to compare employee performance on those exams. 3. behavior- measurements assess job performance after training takes place. These evaluations focus on performance six weeks to six months after training and aim to determine whether the skills imparted during training are being used on the job. These measurements are based on observations, interviews, tests, and surveys. 4. results- feedback from results evaluations are the most meaningful. Training programs require investment, so employers need training programs to deliver results. A results evaluation aims to measure whether there are tangible benefits to the organization's objectives that have come from the training program.

What year did the Copyright Act of 1976 go into effect?

1978

Whose responsibility is it for individual career development within an organizational setting?

>it is the individual employee who is responsible for their career development. While it varies from company to company, over the last ten years, individuals have assumed more of the responsibility, requesting training and career guidance. But the manager still has an important role—to identify the need for training to guide and coach employees. The organization must identify "high potentials" and fast-trackers and help plan their careers.

Which of the following phrases best describes performance management?

A structured assessment of whether employees are performing and behaving as expected

HR managers will often consider the following factors in their TNA process:

A review of current training An analysis of tasks (of new or modified system or process) Identification of any training gaps A statement of training requirement An assessment of training options (for example, face-to-face, video, online, etc.) Cost-benefit analysis of options

self-assessment within performance management systems

Asking employees to complete self-assessments is one way to engage the employee in the appraisal process. It is important to keep in mind, however, that because employees will want to be perceived positively, self-assessments are likely to be biased in an employee's favor.

BARS Appraisal Systems

BARS represents a combination of the graphic rating scale and the critical incident method.

What is the major disadvantage of the Critical Incident Method of performance rating?

By measuring only exceptional behaviors, it makes it hard to compare one employee to another.

Contrast Error:

Contrast biases occur when an evaluator compares all candidates or employees to a single individual. For example, the evaluator may knowingly or unknowingly compare everyone to a single outstanding employee, making all other employees look worse than they are. The order in which evaluations are completed may also impact how candidates are rated. The sequencing effect, a kind of contrast error, can lead to more positive reviews if applicants are considered after poor performers or more critical reviews when considered after strong performers.

BOS Scale

Developed from critical incidents but uses substantially more incidents than a BARS to define specifically all the measures necessary for effective performance.

Leniency error:

Evaluators may be reticent to evaluate employees or applicants harshly, so they may rationalize giving better evaluations than an individual deserves.

Rating Methods

Graphic Rating Scale Critical Incident Method BARS Appraisal System BOS Scale MBO System

Numbers fetish:

In an attempt to be as objective as possible, reviewers may sometimes develop a numbers fetish, obsessing over attempts to quantify performance and measure even very small differences in the numbers that result. To avoid this pitfall, it is important to remember that some aspects of a job may be difficult or unhelpful to quantify and that some differences in the measurements that result may not be meaningful enough to act on.

structure within performance management systems

In its simplest form, each employee is annually given a short written evaluation of his or her work in comparison to expectations. More effective systems use one or more additional methods of evaluation, such as: - A rating scale (1-3, 1-4, and 1-5 are common) - A requirement that the manager comment on an employee's performance in several specific areas (i.e., meeting sales targets, teamwork, creativity) - An opportunity for each employee to first complete a self-assessment - An MBO (management by objectives) system in which employees are given specific, quantifiable targets with compensation tied to success in hitting the targets - A 360-degree evaluation in which superiors, subordinates, and peers all offer input (a well-thought-through process is used by the US Coast Guard)

Paired Comparison Method

In this method, each employee is compared with every other individual employee.

Recency effect:

It is hard for evaluators to weigh events that happened some time ago equally with events that happened recently, as recent events take on a larger role in our minds. If an employee had an average or above-average year but missed an important deadline just before the performance review, there's a good chance the recency of the mistake will result in a review that suggests the employee is underperforming overall.

What is a major difference between management development and leadership development?

Leadership development aims to provide a comprehensive understanding of the entire organization, while management development is more narrowly focused on managerial skills and knowledge.

is low retention always a bad thing?

No. retention happens voluntarily and involuntarily. its more the years of service as well as overall number for turnover retention

Evaluating Training Programs

Once a training program has been developed, it is critical to measure its effectiveness to determine whether it is successfully meeting the identified objectives. methods of evaluating: - observation - employee feedback - formal research methods (like the Experimental Method)

Critical Incident Method

Relies on instances of especially good or especially poor performance on the part of the employee.

three basic types of objectives:

Routine objectives include on-going tasks innovative and improvement objectives refer to the new and different challenges that an individual must meet. While innovative and improvement objectives tend to get the most focus, it is important to keep in mind that it is in fulfilling routine objectives that a level of quality is established.

management development

The process of training and grooming employees to become good managers and then monitoring the progress of their managerial skills over time. more narrowly focused on ensuring that managers can manage their respective units effectively.

Halo effect:

This bias occurs when an evaluator bases the entire evaluation of an employee on a single characteristic. This characteristic may be good or bad—the bias is a result of the characteristic's disproportionate effect on the evaluator's impression of the employee.

Forced Distribution Method

This method involves grouping employees into predefined frequencies of performance ratings.

Simple Ranking Method

This method involves having the manager rank each member of a work team or department, from best to worst.

Graphic Rating Scale

This system rates employees according to a statement or question about a particular aspect of an individual's job performance.

Patents and Copyright

Trainers who want to use training materials produced by others need to make sure that use of those materials is not restricted by federal law. The most relevant federal statutes are the Copyright Act of 1976 and the U.S. Patent Act.

five-step process in providing training and development:

Training needs analysis (TNA)- Is training or development needed?What gaps in employee skills or competencies need to be addressed? objectives- What are the training or development goals? These should include impact objectives, which specify how the training is expected to impact the performance of the organization. selection- Who should receive the training or development?What methods should be employed? implementation- How should training or development be executed? evaluation- How effective has the training or development been?

Laws and Regulations

Training opportunities should be available to all employees, regardless of their race, national origin, age, religion, or sex. Accommodations should be made to training opportunities that would otherwise exclude employees with disabilities. Keep in mind the following laws: - title vii - age discrimination in employment act - americans with disabilities act

goals within performance management systems

Use of a performance management system forces people to think more specifically about what needs to be done to achieve those goals. For instance, if you want profits to grow 7% in the next year, how much do sales have to increase? By how much can costs increase? And who is going to have to do what for all of that to happen?

what is the importance of assessing an organizations retention rate? is low retention rate always a bad thing?

Very important to assess retention rate. Also depends on type of business (be aware of that in relation to retention rate) can tell a lot about organizational culture (why- if you're not in a low-skilled organization)

Cooperative education

When internships are unpaid, students are often receiving credit through a partnership with a college or university. integrates internships into the educational training for people interested in entering certain jobs. Faculty members also oversee the work being done by students during their internships, and students sometimes submit writing assignments related to the work their doing.

Vestibule training

a kind of simulation training. done in a separate area from the actual work area so that the worker is sheltered from the pressure of the regular work. For example, airline pilots use simulators to practice flying planes before piloting an actual jet.

Role reversal

a kind of roleplay in which individuals are asked to assume the role of someone other than who they would normally be in a situation. For example, a person training in customer service may be asked to engage in role reversal by roleplaying as a customer. The hope is that by assuming this other position, people can learn more about the attitudes, experiences, and needs of people they'll be interacting with.

Management by Objectives (MBO)

a program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress The MBO process has four steps where employees and their managers agree to a specific set of goals. At the end of a specified period, the employees are reviewed according to whether they achieved their goals or not.

360-degree feedback

a type of performance review that includes multiple raters who interact with the person being reviewed. It provides more detailed performance information and ensures that managers do not mistreat their peers or subordinates while acting respectfully to their superiors.

Roleplaying

a type of simulation training. allows people to try out new techniques and skills in a low-risk setting. It involves the person assuming a certain role — usually the one their training to fill — and being asked to imagine they are in a situation where they need to apply new information or skills. They then act out or explain what they would do in that situation. Some people find roleplaying intimidating or find it hard to imagine they are in the scenario that's described to them.

after-action review (AAR)

a versatile procedure, so it is not surprising that it can also be essential for training program evaluation and documentation. AARs answer three questions: what happened, why it happened, and how it happened/can be improved. An AAR will summarize the findings of a training program evaluation and will be easier to digest for later comparison and analysis. AARs also provide recommendations for future improvement that can be helpful for future management. These reviews can be used in tandem with Kirkpatrick's methods and should be the final report after conducting other types of analyses.

Which of the following is most characteristic of the maintenance stage of the career life-cycle? a) during this stage employees typically reach the point in an organization where the use of their talents is optimized, and performance may stagnate at this time b) during this stage, employees typically identify interests and opportunities, although performance may be low c) during this stage of employment an employee begins pulling away from work, and performance typically declines d) during this stage employees find a meaningful role in an organization, and performance typically increases

a) during this stage employees typically reach the point in an organization where the use of their talents is optimized, and performance may stagnate at this time

Rating Scale

categories of employee performance and assign a value to each category that is reviewed. Ratings can be quantitative or qualitative. For example, a manager might assign a value of 8 from a range of 1 to 10 to measure an employee's ability to complete work on-time or use the statement "most of the time" to measure an employee's ability to work with a team effectively.

competency gap analysis

aims to identify gaps between the abilities an employee needs and the skills that employee has. Trainings should be tailored to meet those needs, and employees who don't need training should not be required to participate.

networking

allows them to establish personal relationships with co-workers and superiors that are often critical to career advancement.

pilot test

also known as a pilot program. In a pilot test, a small group of workers, along with members of management, take the training program themselves to see how it works and how effectively it teaches needed skills. The pilot test is, essentially, a focus group that evaluates the training program and recommends any needed changes before the program is fully implemented.

additional education

ambitious employees who lack specialized knowledge or academic credentials can pursue this on their own time from local colleges or professional societies.

Phillip is having some difficulty interacting with a coworker. When can Phillip's manager use coaching to improve the situation?

at any point in time

Which of the following statements about rating scales is false? a. Rating scales define categories of employee performance.. b. Rating scales use only quantitative values.. c. Managers can use rating scales to measure the performance of employees.. d. Each performance category typically receives a value.

b. Rating scales use only quantitative values.

On-the-job training (OJT)

based on the idea that while an employee is actively working, they can simultaneously learn the job. For example, line workers at an auto manufacturing plant might learn their job while performing it

four different methods for performance appraisal:

behavioral- judge the employee based on his behavior, as it relates to the job. comparison- methods compare the performance of individual employees to each other. rating- narrative-

Due to rapid changes in the business environment, in the future every individual in an organization will need _________.

both training and development

benchmarking within performance management systems

can be a useful method for analyzing performance and helping establish standards and baseline expectations for performance. External benchmarking can provide insight into how employees are performing compared to similarly ranking employees at other organizations. Internal benchmarking can look at how the organization's employees used to perform compared to how they are performing now.

ADDIE

the process typically used to designed or develop educational or training programs. the acronym stands for the five phases of the process: 1. analysis 2. design 3. development 4. implementation 5. evaluation see diagram

Quasi-experimental designs

cheaper than full on experimental designs. they take place in a natural setting with less control than experimental settings. Experimental changes are still introduced, and data is collected. However, it is not possible to eliminate the possibility that some uncontrolled or undocumented variable may influence the patterns observed.

Development

covers activities aimed at improving the skills of an individual so that he or she will be able to perform better in the future. For example, leadership development programs prepare middle managers to take on higher management positions in the future. This future focus makes the evaluation of development activities more challenging. i.e. techniques such as mentoring, discussion, role-playing, coaching, and supervised practice are employed.

All of the following are phases of training evaluation EXCEPT: a) reaction b) learning c) behavior d) implementation

d) implementation

performance management system cycle

define performance expectations measure and evaluate performance provide feedback adjust or continue behavior

In what phase of the instructional design process is the target audience identified and the content developed?

design

control group

does not have any experience with the independent variable.

key performance characteristics (4):

fairness- a good performance evaluation system with objective targets helps but, even with such targets, you need to beware of subtle biases. honesty- it's easier to present good news than bad news, but what employees need to hear in the appraisal is an honest assessment of their performance—good, bad, or indifferent. sensitivity- it's often not what you say, but how you say it. Especially if delivering a disappointing performance review, a manager should practice what she is going to say ahead of time, think hard about how the employee is likely to feel and react, and adjust the delivery to prevent unnecessary hard feelings and prompt improved behavior. vision- while much of an appraisal is focused on the past, what's important is how the employee performs in the future. At the end of the discussion, both manager and employee should have a clear, shared plan for what should happen in future months: What's going to improve, what's going to be done differently, what development activities are going to occur, at what point they will reconvene to discuss the changes.

individual analysis

focuses on the performance of particular employees. The goal should be to identify employees who need additional skills or abilities to perform their jobs well.

elements common to most performance management systems (5):

goals structure course corrections self assessments benchmarking

Training Needs Analysis (TNA)

identifies specific training goals for employees by examining areas in the company that could be improved. Human resource managers might conduct a survey to determine which employees would like more training or speak with managers to identify performance issues. These assessments would then inform the needs analysis and help identify which type of training is appropriate. should be conducted at both broader and narrower levels of the organization.

public domain

in terms of "copyright" - may be used by anyone, without permission. Works produced by employees of the federal government, as a normal part of their jobs, are also in the public domain.

Solomon four-group design

involves dividing participants into four randomly assigned groups. Two of the groups are given a pre-test. One of the groups given a pre-test, One of the groups that is not, are given the training program. All four groups are then observed and/or post-tested. This allows for more justified conclusions about the effects of the training on performance. If the group that is pre-tested that receives the training does significantly better afterward than the group that was pre-tested that did not, then it can be concluded that the training is beneficial.

course correction within performance management systems

involves helping an individual employee improve his performance. Evaluating performance also helps an organization to identify and make plans for further development of top performers. And a performance management system allows managers to see where changes are needed in the organization itself and its expectations of employees.

Job-instruction training

involves the trainee watching the instructor perform a job's tasks repeatedly before practicing and then taking on those tasks for themselves. While the instructor performs the job, he or she explains what is being done and why. In such cases, the trainee is largely learning vicariously. Once the work is turned over to be done by the trainee, there may be a period of close supervision.

Performance management

is a formal process through which an organization: 1. Articulates the specific actions and behaviors that are necessary for achievement of its goals 2. Periodically performs a structured assessment of whether the people responsible for those actions and behaviors are functioning as desired 3. Takes the necessary steps to alter or sustain current actions and behaviors

BARS

is an acronym for Behaviorally Anchored Rating Scales. Under this method, each employee's job description is analyzed to identify the specific tasks related to that job. For each task, there are a series of statements that describe how the employee's behavior matches the task; each statement corresponds to a numerical rating for the task.

Experimental Method

is considered to be the main method for exploring and identifying cause-effect relationships. Therefore, the goal of experimental research methods is to test hypotheses between two or more variables. All experiments have two types of variables: independent and dependent variables. The majority of experiments have at least two groups of participants

Performance Management

is what every good manager does every day: Makes sure employees know what they need to do to achieve the organization's goals, checks to make sure the employees are doing those things, praises employees for doing the right things, and uses constructive criticism when that is not the case.

The process of grooming HiPOs is known as _____________________________________

leadership development

organizational analysis

looks at how broad systems within the organization are functioning, from workforce planning to the quality of products being produced and the overall culture of the company. Assessing how well these systems are operating involves trying to quantify positive and negative outcomes and identifying variables that influence those outcomes.

performance management system

makes sure all those management tasks get done consistently across an organization. An effective performance management system also ensures that all employees are treated equally. It provides a structured way for managers to help employees learn and grow and advance their careers. And it helps managers better understand the human factors that might explain why a company is or is not achieving its desired results.

training workshops

many companies provide to help employees gain the skills needed to advance into management, is another important career-development path.

Apprenticeship

matches new workers with experienced ones who teach them practical and theoretical skills, typically in a one-to-one fashion, usually in a highly skilled occupation. Apprenticeship training is common in skilled trades, such as carpentry, and is popular in Europe.

training delivery methods:

on the job classroom virtual

Types of Training

on the job training (OTJ) job instruction training simulation training apprenticeship training job rotation internship

high-potential employees (HiPOs)

one who is seen as likely to advance to high levels of corporate leadership. will then be groomed for leadership through a process of enhanced training and guidance. HiPOs are typically moved into a succession of increasingly demanding positions, to expose them to different challenges and to gauge whether they are up to different tasks.

performance appraisal

or performance review that spells out how well or poorly she did overall and provides clear documentation for future employment decisions. For instance, a strongly positive performance appraisal can be used as the basis for promotion; a strongly negative assessment can be the basis for disciplinary action or termination.

dependent variable

or variables are those that are affected by the independent treatment.

Internships

provide people who are training to enter a field with the opportunity to gain hands-on experience. Internships are typically different from apprenticeships in that apprenticeships occur more in the context of training to enter a trade, while internships typically occur in the context where a higher level of education is required to enter the workforce. Internships may be paid or unpaid. It is important to structure internships appropriately if these workers are going to be unpaid. The Department of Labor has outlined several factors that should be considered when determining whether an intern should be compensated, including the degree to which the intern's work is educational, aligns with their studies, and accommodates other academic commitments.

Once a copyright expires, the protected IP passes into __________, and may be used by anyone without permission.

public domain

Training

refers to activities that seek to expand the knowledge or skills of an individual so that he or she can better accomplish a current job. i.e. lectures, workshops, seminars, tutorials, audio-video recordings, workbooks, and online learning.

Management by Objectives (MBO) Steps

set goals- (SMART) Employees work together with their managers to set specific objectives for themselves create action plans- After setting objectives, the manager will create an action plan that describes how each objective will be achieved. These action plans may be prepared at the individual level or the departmental and organizational levels. review performance- This step requires that the manager and employee meet periodically to review the employee's progress toward achieving objectives. assess performance and reward meeting objectives- After the MBO process, the manager makes an appraisal of the employee's performance in meeting the agreed-upon objectives. The manager will also reward successful employees through bonuses or other compensation.

To evaluate progress using pre- and post-tests...

subtract a participant's pre-test score from his or her post-test score. Then divide the remainder by the pre-test score. This will give indicate the percentage of the employee's improvement. For example, if an employee originally scored a 50 percent on a pre-test, and scores a 75 percent on a post-test, then the employee's knowledge has improved by 50 percent (75 minus 50 = 25, 25 divided by 50 = .5 or 50%).

360 degree feedback measures an employee's performance based on feedback from _____________.

superiors, peers, and subordinates

Who is ultimately responsible for an individual employee's career development?

the individual employee

Copyright

the legal right to publish, reproduce, or perform a literary, artistic, or musical work. The owner of the copyright can authorize others to use the copyrighted material and may charge a fee for the right to do so. copyright lasts for the life of the author, plus 70 years

career development

the lifelong process by which a person manages career choices and tries to fulfill his or her professional potential

independent variable

the possible cause of change in another dependent variable.

performance management system:

the process and procedures used for performance management, including setting performance standards and measures, and assessing results.

core competencies

those functions that the organization can do as well as or better than its competitors

Which law prevents employers from discriminating against an employee's sex, race, or religion in training programs?

title vii

several tools employers can use for the career development of their employees:

training- either on-site or off-site, and in skills employees need for movement into another role or promotion. formal/subsidized education- anything from helping a maintenance worker get a high school equivalency degree to subsidizing a middle manager' s MBA studies. job rotation- provides variety and experience for employees and is especially important for anyone aspiring to upper management. promotions- an obvious way to provide an employee with new challenges. overseas assignments- overseas assignments can be increasingly attractive and valuable in a global economy. mentoring- gives an employee a window into a more challenging role and a coach to help obtain the necessary skills to aspire to it. networking- encourage employees to talk with others in their same line of work outside the company or in different functions within the organization. volunteer work- good for society (and an organization's image) and can provide employees exposure to new ways of thinking and working. formal career planning- allow employees to use HR personnel as a resource to think through their career needs. succession planning- identifies promising employees who have the potential to occupy managerial or executive roles in an organization. dual career ladder- valuable for the promotion of promising employees who have no interest in taking on managerial or supervisory positions. The dual career ladder introduces a second promotion "track," other than the traditional managerial-promotion track.

Astronauts rehearse their spaceflights extensively in simulators and centrifuges, and on parabolic flights that mimic weightlessness. This is an example of ______________.

vestibular training