Human Resource Development Werner Ch. 1-15 (Professor: Dr. Shabaya)

Career Planning

activities performed by an individual, often with the assistance of counselors and others, to assess their skills and abilities in order to establish a realistic career plan

personal outcomes

those that have value to the individual, such as pay, recognition and emotions

Job involvement, expectations for training, and trainee confidence are all related to success in...

training pg. 81

What is the best supported theory of work motivation?

Goal setting theory

Groupthink and social loafing are aspects of______

Group dynamics pg. 46

Instructional psychology

- active field of research concerning HOW the learning environment may be structured to MAXIMIZE learning. - Robert Glaser defines it as "focusing on the acquisition of human competence" with 4 components: 1. describe the learning to be obtained 2. analyze the initial state of the learner 3. identify the conditions that allow the learner to gain competence 4. assess and monitor the learning process to determine progress and whether alternative technique should be used pg. 76-77

Goal Setting Theory

-Performance goals play a key role in motivation -goals can mobilize employee effort, direct attention, increase persistence, and affect the strategies employees use to accomplish tasks -Goals influence an individuals intentions

Expectancy Theory

-Victor Vroom -motivation is a conscious choice -people will perform behaviors that they perceive will bring valued outcomes. -If employees fulfill certain obligations to an organization but do not receive promised outcomes (pay raise), they may reduce their expectations about the link between performance and the desired outcomes and thus choose to behave differently. -If outcomes are not as rewarding as anticipated, the employees may revise their judgments about the value of such outcomes and perform different behaviors, or leave the company -argues that decisions about which activities to engage in are based on expectancy, instrumentality, and valence

expectancy

-beliefs reflect an individuals judgment of whether applying effort to a task will result in its successful accomplishment - People with high expectancy believe that increased effort will lead to better performance, but people with low expectancy do not believe that their efforts, no matter how great, will affect their performance. pg. 50

Motivation

-one of the most basic elements of human behavior -The psychological process that causes the energizing, direction, and persistence of voluntary actions that are goal directed

Equity Theory

-outcomes are evaluated by comparing them to the outcomes received by others. -If employees perceive an inequity, they may change their performance or cognitions, or both, to reduce the inequity. -motivation is strongly influenced by the desire to be treated fairly and by people's perceptions about whether they have been treated fairly

mental practice

-the cognitive rehearsal of a physical skill in the absence of overt physical movements - effective for BOTH cognitive and physical tasks -effect of mental practice on performance decreases as the time interval between practice and performance increases pg. 82

Three principles of learning associations:

1. Contiguity 2. Law of effect 3. Practice

behavior modification suggests four choices for controlling an employees behavior:

1. Positive reinforcement refers to increasing the frequency of a behavior by following the behavior with a pleasurable consequence 2. Negative reinforcement increases the frequency of a behavior by removing something unpleasurable after the behavior is performed 3. Extinction seeks to decrease the frequency of a behavior by removing the consequence that is reinforcing it 4. Punishment seeks to decrease the frequency of a behavior by introducing an adverse consequence immediately after the behavior. pg.55

Robert Gagné argued that training could be improved by using three principles:

1. Task Analysis- any task can be analyzed into a set of distinct component tasks 2. Component Task Achievement- each component task must be fully achieved before the entire task may be performed correctly 3. Task Sequencing-the learning situation should be arranged so that each of the component tasks is learned in the appropriate order before the total task is attempted pg. 76

What two processes are involved in career development

1. career planning 2. career management

There are at least 5 ways in which individuals reduce their feelings of inequity:

1. cognitively distorting views of contributions or rewards (she must be smarter than me) 2. Influencing the perceived rival to change their contributions or rewards (convincing the person to be less productive) 3. changing ones own contributions or rewards (either working harder or contributing less) 4. comparing oneself to a different person 5. leaving the situation (requesting a transfer or quitting) pg. 53

Two categories of the model of employee behavior

1. external forces-found in the external environment (outside the organization), as well as in the work environment (inside the org.) 2. internal forces- within the employee, including motivation, attitudes, and KSAs

3 issues that influence retention are?

1. meaningfulness of material 2. degree of original learning 3. interference pg. 84

The three assumptions of Equity theory

1. people develop beliefs about what is fair for them to receive in exchange for the contributions that they make to an organization 2. People determine fairness by comparing their relevant returns and contributions to those of others 3. People who believe they have been treated unfairly will experience tension, and will be motivated to find ways to reduce it pg.53

outcome expectation

A person's belief that performing a given behavior will lead to a given outcome.

apprenticeship training

A type of training whereby an owner or shopkeeper educates and trains his or her own workers without any vocational or technical schools. In the eighteenth century, the shopkeepers were the trainers. This is one of the origins of the HRD field.

high performance work system

A workplace or work system where the various parts or subsystems where the various parts or subsystems are aligned or fit together in a way that leads to increased productivity, quality, flexibility, and shorter cycle times, as well as increased customer and employee satisfaction and quality work life.

social learning theory

Alberta Bandura outcome and self-efficacy expectations affect individual performance. It highlights the judgements that a person makes concerning what they can do with skills they possess. It also emphasizes that most behavior is learned through modeling, which is observing others. pg. 625/52

organization change agent

An individual who advises management in the design and implementation of change strategies used to transform organizations. The outputs or end results for such an individual could include more efficient work teams, quality management, and change reports.

organization design consultant

An individual who advises management on work systems design and the efficient use of human resources

HR systems designer and developer

An individual who assists HR management in the design and development of HR systems that affect organization performance.

HR Strategic Advisor

An individual who consults strategic decision makers on HRD issues that directly affect the articulation of organization strategies and performance goals.

Which of the following is true of Organizational Citizenship Behaviors (OCB)? a. It is not a required behavior by most organizations b. It contributes to organizational effectiveness c. They are also called task performance d. They are not considered in job-related behavior

Answer: B pg. 40

Which of the following can occur if employees see rewards as a means of control behavior? a. It may unintentionally reinforce undesirable behavior in employees b. It reduces employee motivation and performance c. It increases employee motivation and performance d. It does not affect employee motivation and performance

Answer: B pg. 44

Which of the following is NOT a factor in an organization that can influence employee's behavior? a. reward structure b. outcomes c. job design d. culture

Answer: B pg. 44

Describing the learning goal, analyzing the initial state of the learner, finding out what conditions foster learning, and monitoring and assessing progress are part of what field of learning? A. social psych B. Instructional psych C. educational psych D. organizational psych

Answer: B pg.76

Which of the following is true of Alderfer's theory of motivation? a. Frustration can cause needs that have already been satisfied to reemerge and actively drive behavior b. It suggests that needs are arranged in a hierarchy c. It focuses on existence, relatedness, and growth d. None of the above are true

Answer: C

When something that you learned prior to training inhibits your recall of the newly-learned material, it is called: A. physical fidelity B. zero transfer C. interference D. meaningfulness

Answer: C pg. 84

According to Kluger and DeNisi which of the following is NOT a level of control that individuals go through when learning and performing tasks? A. Task motivation B. Self-regulatory action C. Self analysis D. Task learning

Answer: C pg.83 para. 4

Gestalt psychologists believe that learning occurs by: A. practice B. Association of the facts and ideas C. Insight or epiphany D. trial and error

Answer: C top of pg. 76

Which of the following has to do with the ability to directly apply, back on the job, what has been learned in training with little or no modification? A. positive transfer B. far transfer C. immediate transfer D. near transfer

Answer: D pg. 85

When learning a new language, pairing a new word with a picture of an object is an example of: a. Practice b. The law of effect c. Contiguity d. Reinforcement

Answer: b pg.75

The driver thinks she can improve her safety record to the level desired by the manager

Expectancy How likely is it that i will reach my performance goal? pg. 50

True or False: Rewards only include tangible things such as financial bonuses and plaques

FALSE -includes intangible things such as recognition and acceptance pg. 44

Norms

Informal rules for appropriate behavior established within workgroups can serve as guidelines for appropriate behavior if the employee chooses to comply. - They send a clear message about what behavior is expected and may lead employees to behave in ways that differ from typical patterns pg. 45

The driver believes the manager will give more vacation days if her safety record is improved to the desired level

Instrumentality Will I receive various outcomes if I reach my performance goal? pg. 50

Near Transfer vs. Far Transfer

NEAR TRANSFER-involves the ability to DIRECTLY apply on the job what has been learned in training, with LITTLE ADJUSTMENT or modification FAR TRANSFER- expanding upon or using what was learned in training in new or creative ways pg. 85

Behavioral Intentions model

States that it is the combination of attitudes with perceived social pressure to behave in a given way that influences an individuals intentions pg. 58 -these intentions, in turn, more directly influence behavior

transfer of training

The ability to apply what is learned in training back to the job pg. 85

meaningfulness of material

The extent to which material is rich in associations for the individual learner. - training should be designed to be more meaningful to employees to encourage learning retention. pg. 84

Organizational development

The process of enhancing the effectiveness of an organization and the well-being of its members through planned interventions including training

Reward Structure

The types of rewards an organization uses, how rewards are distributed, and the criteria for reward distribution.

Interference

Two types: 1. material learned BEFORE the training session can inhibit recall of newly learned material 2. information learned after a training session may also interfere with retention pg. 84

The driver values having more vacation days

Valence How desirable or undesirable are these outcomes? pg. 50

cognitive architecture

a fixed system of mechanisms that underlies and produces cognitive behavior - these structures will determine in part how humans process information and come to understand the world around them pg. 77

Instrumentality

a judgment about the connection the individual perceives between task performance and possible outcomes. -asking the question of "If I perform this task successfully, is it likely to get me something i want (or don't want)"

Human Resource Development

a process of shaping individuals' values and beliefs and instilling required knowledge, skills, competencies, and attitudes through learning interventions to support the performance and sustainability of the host system or organization.

Learning

a relatively permanent change in behavior, cognition, or affect that occurs as a result of one's interaction with the environment

job enrichment

an approach to job design that emphasizes that workers can be motivated by satisfying their survival needs, and then adding motivator factors to create job satisfaction. It typically adds tasks or responsibilities that provide more variety, responsibility, or autonomy to a given job.

HRD activities should begin when...

an employee joins an organization and continue throughout their career

Learning Program Specialist

an individual who identifies needs of the learner, develops and designs appropriate learning programs, and prepares materials and other learning aids

Career management

an ongoing process undertaken by organizations to prepare, implement, and monitor the career plans of individual employees.

American Society for Training and Development

an organization for HRD professionals, which also establishes standards within the training and development profession

law of effect

behavior that is followed by a pleasurable consequence will occur more frequently and behavior that is followed by adverse consequence will occur less frequently Example: when a superior compliments a police officer who values recognition for the way they handled a difficult arrest, the officer associates the compliment with the arrest method and will likely use that method again

Needs

deficiency states or imbalances, either physiological or psychological, that energize and direct behavior - a need becomes activated when a person lacks something necessary for maintaining psychological or physiological equilibrium pg.47

Timothy Baldwin & Kevin Ford

developed a model of the training transfer process pg. 85

Job Design

development and alteration of components of a job (such as the tasks one performs, and the scope of ones responsibility) to improve productivity and the quality of employee work life. pg.45

Human Resource Management

effective utilization of of employees to best achieve the goals and strategies of the organization, as well as the goals and needs of employees

trainability=

f(motivation x ability x perceptions of work environment) - this illustrates that a trainee must have both the motivation and ability to learn; if either is lacking, learning will not occur pg. 77

Training and Development

focuses on changing or improving the knowledge, skills, and attitudes of individuals

Trainability

focuses on the trainee's readiness to learn and combines the trainee's level of ability and motivation with his or her perceptions of the work environment pg. 77

self-efficacy

people's judgments of their capabilities to organize and execute courses of action required to attain designated types of performances. pg. 52

group dynamics

influence the way an employee may behave when interacting in a group. That is, the performance of individuals within a group can differ from their behavior alone. (ie. when you have to work with a**holes in a group). - Groupthink and social loafing are aspects of group dynamics. pg.46

Training Design

involves adapting the learning environment to maximize learning Training design issues include: 1. the conditions of practice that influence learning 2. the factors that impact retention of what is learned pg. 81

HRD seeks to develop people's...

knowledge, expertise, productivity, and satisfaction, whether for personal or group/team gain, or for the benefit of an organization, community, nation ......

active practice

learners should be given an opportunity to repeatedly perform the task or use the knowledge being learned Example: if a paramedic is learning how to operate the "jaws of life", the training session should include multiple opportunities to operate the "jaws" -bottom of pg. 81

Recent research strongly suggests that individual performance is______

multidimensional

Reinforcement Theory

non-cognitive theory of motivation that argues that behavior is a function of its consequences. Rooted in behaviorism, it attempts to explain behavior w/o referring to unobservable internal forces such as needs and thoughts. pg. 54

Contiguity

objects that are experienced together tend to become associated with each other. Example: learning vocab in a foreign language usually involves pairing a new word with an object or picture of the object (German word katze and a picture of a cat) pg. 75

Groupthink

occurs when group members are primarily concerned with unanimity, and make poor decisions by failing to realistically assess alternatives pg. 46

positive transfer

occurs when job performance IMPROVES as a result of training pg. 85

negative transfer

occurs when job performance WORSENS as a result of training pg. 85

Zero transfer

occurs when there is NO CHANGE in job performance as a result of training pg. 85

career development

ongoing process by which individuals progress through a series of stages, each of which is characterized by a relatively unique set of issues, themes and tasks.

What are the two types of outcomes

personal and organizational

Overlearning

practice beyond the point at which the material or task is mastered - research indicates that overlearning DOES in fact increase retention of what is learned pg. 83

Association

process by which two cognitions become paired so that thinking about one evokes thoughts about the other example: dozen and 12 items pg. 75

employee orientation

programs designed to introduce new employees to their job, the people they will be working with, and the organization

practice

repeating the events in association will increase the strength of the association Example: The more you practice icing a cake, the better you will become. pg. 75

Attitudes

represents a persons general feeling of favorableness or unfavorableness toward some stimulus object. -tend to be stable over time and are difficult to change

Outcomes

results of performing a behavior in a particular way. They can be personal or organizational in nature.

If supervisors expect good performance, their behavior may aid and encourage their subordinates to raise their own self-expectations, increase their efforts, and ultimately perform well. This is an example of________ Think of how Captain Lee expects his crew to perform on charters

self-fulfilling prophecy

self-fulfilling prophecy

shows how the expectations a supervisor establishes can influence a subordinates behavior.

Ray Noe

suggested that an employees attitudes toward career exploration and job involvement impacts learning and its applications to the job pg. 81

social loafing

tendency for group members to reduce their effort as the size of the group increases pg. 46

Cohesiveness

the members' sense of togetherness and willingness to remain part of the group

degree of original learning

the more effectively information is initially learned, the more likely it will be retained pg. 84

organizational culture

the set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization

Personality

the stable set of personal characteristics that account for consistent patterns of behavior - Personality traits that are related to employee learning include locus of control, need for achievement, activity, independence, and sociability pg. 81

Valence

the value the person places on a particular outcome

Organizational outcomes

things valued by the organization, such as teamwork, productivity, and product quality

needs-based motivation

underlying needs, such as the needs for safety or power, drive motivation

Downsizing

voluntary actions on the part of organizations to reduce the overall size of their workforce, generally to reduce costs.

Massed vs spaced practice sessions

whether to conduct training in ONE session or DIVIDE it into segments separated by a period of time pg. 82