SHORT ANSWERS - CHAPTER 6 (TRAINING AND DEVELOPMENT)

What is the most frequently used technique for determining training needs and objectives, and how common is it for a company to do a needs assessment?

The most frequently used method is job analysis (gives a detailed list of the characteristics needed for a job to be performed successfully). Most companies do not do needs assessments; only 6% report doing so.

Under what conditions does diversity training appear to lead to a decline in the number of minority employees in management positions? How do you explain these findings?

Studies found that mandatory attendance at diversity training programs often resulted in less workplace diversity. Forced attendance led to a decrease of up to 7.5% of women in management positions, a 10% drop in jobs for black women, and a 12% drop in jobs for black men, with similar declines for Hispanic and Asian managers. Overall backlash against the idea of artificially increasing diversity was also reported. Diversity training yielded more positive results when attendance was voluntary.

How is a needs assessment conducted?

3 steps: 1. a general organizational analysis (using job analysis) to suggest broad training needs that can be translated into specific needs and goals 2. a task analysis to determine knowledge, skills, and abilities needed for the job 3. a person analysis to determine which workers need training/retraining These analyses can be accomplished by job analysis, performance appraisal, and self-assessments.

How would you establish a training program to drive bulldozers?

A needs, task, and person analysis should be conducted to help design the programs. Should be designed with as much active practice as possible. Practice should be distributed with sufficient repetition to allow for each phase of training. Part learning would be beneficial during the training phases but final exam should allow for testing of the whole process. Results of this final test should be used in a further redesign of the program.

Describe the effect on learning of active practice, massed vs. distributive practice, and whole vs. part learning.

Active practice: enhances learning Distributed practice (a large number of relatively short sessions) is superior to massed practice (one or few very long sessions) Smaller units of material (part learning) are easier to master than large units (whole learning)

Distinguish between behavior modification and behavior modeling.

Behavior modification: training program of positive reinforcement to reward employees for desirable job behaviors Behavior modeling: an active demonstration of a desired and exceptional behavior that trainees attempt to imitate or model

How are case studies, business games, and role playing used in management training?

Case studies: trainees analyze a business problem and offer solutions - often used in executive training; limitation is that solutions may not be relevant to the job at hand (lack of positive transfer) Business games: used to develop problem-solving and decision-making skills; trainees often compete in teams where they deal with corporate problems and instructors evaluate their effectiveness Role-playing: trainees pretend to perform a role and display the behaviors they believe are appropriate to the situation; provides an opportunity to practice job-related behaviors

What are the reasons for pursuing career self-management activities?

Employees are increasingly likely to change jobs and organizations in their career, so organizations are actively asking employees to take more responsibility for actively planning and managing their careers. Prior participation was a good predictor of present and future intentions of undertaking similar learning activities.

What factors can influence employee attitudes toward and participation in career development and planning activities?

Employees are influence by previous participation in career development activities. Those with high self-efficacy led to more positive attitudes and participation. Support from the organization made a difference, but older workers tended to receive less support and to feel less capable of undertaking such activities.

How does executive coaching differ from other management training techniques? In the study of senior managers who received executive coaching, how did their behavior change a year later?

Executive coaching: one-on-one training sessions between a coach and manager to improve the manager's performance; designed to fit individual needs as they arise. One year after coaching, trainees were more likely to set specific rather than general goals and to solicit ideas for improvement. Overall performance ratings were higher for those who were coached.

What factors in the pretraining environment influence employee beliefs about the value of the training program?

Important factors in the pretraining program include those decisions and cues, communicated directly or indirectly to employees by supervisors or peers, that indicate the value management places on training programs. These factors may include organizational policies, supervisor attitudes towards training, resources available for training, and employee participation in needs assessment.

How is trainee motivation to perform well in a program influenced by locus of control and self-efficacy?

Locus of control: those with an internal locus of control believe they are capable of mastering their job skills during training; they score higher on job performance, satisfaction, commitment, and motivation Self-efficacy: those who believe in their ability to correctly perform a task tend to succeed in training; self-efficacy can also be trained, and a successful training program of any kind has the potential to increase self-efficacy

What is Hamburger University? What does it tell us about the nature and extent of training in the workplace?

McDonald's corporate training facility near Chicago. Extensive training is offered to employees and franchise owners, and classes are offered both online and in other countries. Training is a huge business, with nearly $55 billion spent annually on formal training and $180 billion on informal on-the-job instruction.

What are the purposes of a needs assessment?

Needs assessments are conducted to determine corporate and individual goals, and how a training program would help achieve them - these assessments determine specific job components and the skills required to perform them.

Describe the relative merits of vestibule training and on-the-job training.

On-the-job training takes place directly on the job for which the person has been hired. Major advantage is the low cost, and transfer of training is usually positive. May be expensive if it takes other workers away from production, and has the potential to disrupt production (if the trainee breaks equipment or hurts someone). Vestibule training is training in a simulated workplace. Main disadvantage is the high cost of building a separate training facility, and the practice of using outdated equipment from the actual workplace to outfit the facility with. Could also produce negative transfer of training if using older equipment or if the training doesn't properly correspond to the actual work. If properly executed, can be very effective.

Describe how performance appraisals and job analyses can be used to provide information about a company's training needs.

PAs provide info about individual strengths and weaknesses that can be addressed with training, and help determine the efficacy of training employees have already undertaken. From job analysis, a company can determine how new training procedures can improve job performance.

Discuss the influence of employees' pretraining expectations and motivation on the training itself. In what ways can a company increase trainee motivation?

Pretraining expectations influence program effectiveness. If expectations are not met, employees are less likely to be dissatisfied on the job, have less commitment, and high turnover. The opposite is true if expectations are met or exceeded. Learning won't occur unless trainees want to learn, regardless of ability. Highly motivated workers are likely to complete the program and apply it on the job. Trainee motivation can be increased by involving trainees in decisions about the program, allowing participation in needs-assessment, and giving them a choice of a training program.

What factors can affect positive transfer from a training program to on-the-job experience?

The training environment should be as similar as possible to the actual work environment. Relevance of the training to the trainee's work is important. Supervisory and coworker support, immediate reinforcement, the opportunity to apply new skills, and a follow-up discussion or assessment all facilitate positive transfer.

What are the advantages and disadvantages of computer-assisted instruction versus more traditional instructor-led training?

Trainees learn material at their own pace and receive immediate feedback. Decreases training time required and improves transfer. More effective than classroom instruction in teaching declarative knowledge (facts, methods) but no recorded difference between the two for teaching procedural knowledge (how to actually perform those methods on the job). Training can be centralized or widespread; after initial startup expense, training costs are reduced by around 1/3. Disadvantages include not working well with poorly motivated workers or workers with low self-efficacy because of it being self-paced.

What reinforcers are used in the workplace? What order of importance are these reinforcers in improving performance?

Typical reinforcers include money (raises and bonuses), social recognition, and positive feedback about job performance. In order of importance: money, then social recognition, then feedback.