6.7 - End of Topic Review
It minimizes distractions to other employees An employee's work station is the best location for teaching an employee how to perform a specific task, especially when the equipment and materials needed for training cannot be moved. On-site training tends to maximize the transfer of training, but it has the disadvantage of numerous distractions and ongoing job pressures. Another disadvantage is that employees can usually only be trained one person at a time.
All of the following are advantages to on-the-job training except... Facilitation of learning transfer It minimizes distractions to other employees Equipment does not need to be moved to a separate location Separate areas for training are unnecessary
Well-trained individuals can decide to move to better-paying jobs in other organizations Training and development can reduce turnover when people are enabled to acquire skills permitting them to move from one job to another. However, well-trained individuals can also decide to move to better-paying jobs in other organizations. For these reasons, training and development are related to career management and planning.
For the most part, training and development help an organization, but there is a drawback. Which of the following are a downside to training and development? Decreased employee commitment There is more turnover and absenteeism Well-trained individuals can decide to move to better-paying jobs in other organizations There is a downgrade in the organizational perceptions employees have of work
Formalizes the process of developing talent from within the organization to fill needed roles As a result of changing technology and increased global competition, organizations find it increasingly difficult to fill some of their HR needs with already-trained employees. Consequently, many organizations find it more and more necessary to do their own training and to develop talent from within the organization. HR planning helps formalize this necessity and articulates management's concern for effectively utilizing its human resources now and in the future.
HR planning does which of the following for training and development? Does an appraisal to reveal certain performance deficiencies Designs training programs to alleviate any deficiencies Helps identify training and development needs Formalizes the process of developing talent from within the organization to fill needed roles
Build transferrable skills When organizations help employees build skills that are transferrable from department to department, organizations are better prepared for rapid development and expansion.
How can training help organizations be better prepared for rapid development and expansion? Train employees for their specific jobs Build transferrable skills Build skills for a particular task Build skills for a distinct purpose
Employee knowledge Employee training and development are learning-based activities that attempt to improve an employee's current or future performance by increasing his or her ability to perform through the improvement of KSAs (knowledge, skills, and abilities). Training is sought when a performance deficiency can be attributed to the employee's KSAs. While it must be remembered that performance may also be affected by situational factors (e.g. technology, quality of supervisors, workplace environment, etc.), these simple questions can aid an organization in determining performance deficiencies: Knowledge - Does the employee KNOW how to do the job? Skills - Is the employee ABLE to do the job? Abilities - Does the employee have the ABILITY to do the job?
Performance deficiencies can be attributed to individual deficiencies as well as situation factors that affect performance. All of the following are situational factors that affect performance except... Technology Employee knowledge Quality of supervisor Workplace environment
Selecting the cheapest training option During the implementation phase, the trainer will follow through on critical factors of the design/development phases, such as: Size of the group: how many handouts or computer stations are needed? What size room will allow attendees to be comfortable? How many chairs and tables are needed? Organization of seating: Is group discussion expected and important (suggesting round tables)? Do participants need to be able to see certain areas of the room? Are adequate walkways provided? Materials: What audio-visual equipment is needed? Will water or coffee be made available? What other supplies will facilitate learning: markers, crayons, stickers, pens/pencils, notepads? Accessibility of information: What languages will be primary for the attendees? Secondary? What is the minimum educational level present in the group and what presentation methods will be most effective for that group? Do any of the attendees need accommodations for a disability, suggesting materials may need to be in Braille, recorded, or available online? Lack of distractions: Has management allowed proper time for attendees to be present? Are cell phones and computers/laptops/iPads tur
Successful implementation of training and development programs depends upon all of the following except... Selecting the cheapest training option Selecting the right conditions Selecting the appropriate media Selecting the right workers
How much the training will cost The goal of a needs assessment is to determine whether a training need exists, where in the organization this need exists, and the precise nature of the required training. As such, it is appropriate to include a wide array of organizational actors in the conduct of the needs assessment.
The assessment phase provides all of the following information about the training except: What the content of the training should be How much the training will cost Where the training is needed Who needs the training
True Training and development can be integrated with the selection process so that an employee's learning time on a new job is reduced. This can result in increased efficiency.
True or False: An organization can increase efficiency in employees when training and development are integrated with the selection process.
False The formula shown in the question is missing the key part of the situation. Although much of an employee's performance can depend on individual KSAs, it is also affected by situational factors such as technology and workplace environment. The correct formula is as follows: P (performance) = f (knowledge, skills, abilities, and situation) where performance (P) is a function (f) of KSAs and the situation.
True or False: In the introduction to this topic there was a formula given for performance. It states that an employee's performance could be illustrated by the following formula: P (performance) = f (knowledge, skills, and abilities), where performance (P) is a function (f) of KSAs.
True Often, it may be in the best interests of the organization to attach some form of reward to the training and development process, as it may motivate employees to become engaged. For example, to encourage managers to train their employees, organizations may reward managers for performing the training. The use of incentives is important, not only for getting employees into training and development programs, but also for maintaining the effects of these programs.
True or False: Organizations often attach some form of reward to training and development programs to motivate employees to become engaged.
False Often, training and development are treated as two separate concepts. In this case, training usually refers to improving skills needed to perform better in the current job, and development refers to improving knowledge for the future.Employee training and development are learning-based activities that attempt to improve an employee's current or future performance by increasing his or her ability to perform through the improvement of KSAs (knowledge, skills and abilities).
True or false? Training and development are learning-based activities that are only concerned with current performance.
The plan written up near the end of the training by the participants that shows the parts of the training they feel were most beneficial and that they agree to apply after the training There are three ways to make a positive transfer of the training to the job. One is to have conditions in the training program identical to those in the job situation. The second is to teach principles for applying the behaviors learned in the training program to the job situation. Third is the contract plan. The contract plan works as follows: Near the end of a training program, each participant drafts a statement indicating which aspects of the program he or she feels will have the most beneficial effect back on the job and then agrees to apply those aspects. Each participant is also asked to give another participant from the program a copy of the contract; that individual then checks-up on the participant's progress every few weeks.
What is a contract plan when it comes to the evaluation phase of a training or development program? The plan written by the participants at the beginning of the training and given to the trainer to see what skills or knowledge the participants expect to learn in the training The plan written up by the trainer and given to participants at the end of the training to sign and verify they will implement the new training The plan written up by the trainer and given to participants at the beginning of the training to sign and verify they will implement the new training The plan written up near the end of the training by the participants that shows the parts of the training they feel were most beneficial and that they agree to apply after the training
Can convey large amounts of information to large groups of people Many training programs prefer to use the lecture/formal-course method of instruction as it is possible to convey large amounts of information to large groups of people. However, such an approach often perpetuates the authority structure that many firms are moving away from. Furthermore, because the learning environment is not self-controlled, it may limit the transfer of useful material from the lecture to the actual skills and abilities on the job.
What is an advantage to using the lecture/formal-course method of instruction as an off-site form of training? Conveys the authority structure that organizations lean towards The learning environment is self-controlled Increases the amount of useful material participants transfer from the lecture to the actual job Can convey large amounts of information to large groups of people
Determine if the training program will meet a real need in the organization Assessment is the first step in that model. Frequently referred to as "needs assessment" or "needs analysis," this step in the model is designed to ensure that any training program meets a real need in the organization.
What is the purpose of the Analysis stage of the ADDIE model? Determine if the training program will meet a real need in the organization Evaluating what the training program has accomplished Putting the training program into practice Creating a blueprint for the training program
Implement it as a "pilot program" in a controlled environment to a select audience It is highly recommended that the first attempt of any training program be treated as a "pilot program". At this stage, the program should be offered in a controlled environment with a select audience that represents the most receptive possible segment of the overall target audience. In a pilot program, facilitators and training managers can evaluate the sequencing of content, assess the effectiveness of chosen learning activities, assess the time allotted, determine if the physical space and layout are appropriate, and test the various assumptions about program design, development, and implementation. Should any of these program characteristics need adjustment or revision, the pilot program provides the venue for such changes.
What is usually the best way to implement a new program? Introduce it to all employees so that everyone is on the same page Teach the new program to the executives and let it trickle down to everyone else Implement it as a "pilot program" in a controlled environment to a select audience Train employees one at a time to ensure that the material is adequately learned
Training and learning may take place, but may not be in the best interests of the organization Too often, unplanned, uncoordinated and haphazard training efforts significantly reduce learning within organizations. Training and learning all take place, especially through informal work groups, whether an organization has a coordinated training effort or not. Without a well-designed, systematic approach to training, what employees and others learn may not be in the best interests of the organization.
When unplanned and haphazard training occurs, what is most likely to happen? No learning will take place Training and learning will take place and will be exactly what the organization needs Training and learning may take place, but may not be in the best interests of the organization No training will take place
Additional costs from recruiting skilled talent; The promotional opportunities are reduced because employee enter at a higher pay-grade and higher position Needed skills can be acquired from outside the organization through recruitment, or cultivated from inside through training. When organizations recruit from the outside, they not only incur extra costs, but they also reduce promotional options that could serve as incentives for current employees. As a result, many organizations have instituted training and development programs to enhance skills for both current and future jobs.
Which of the following are disadvantages that arise from recruiting skills from outside the organization instead of training and developing employees internally? (Select all that apply) Additional costs from recruiting skilled talent Skilled employees can begin contributing to the company immediately without waiting for training or development Outside training rarely is of high quality The promotional opportunities are reduced because employee enter at a higher pay-grade and higher position
Employees aren't in a job a long time and don't get motivated to work seriously Job rotation programs are used to train and expose employees to a variety of jobs and decision-making situations. Although job rotation provides exposure, the extent of training and long-term benefits it provides may be overstated. This is because employees are not in a single job long enough to learn very much and may not be motivated to work seriously. However, in today's global and competitive work environment, many firms feel that job rotations increase creativity and innovation and help employees gain a better understanding of the firm's strategic objectives.
Which of the following is a disadvantage of job rotation? Decreases the employees understanding of the firm's strategic objectives Decreases creativity and innovation Employees aren't in a job a long time and don't get motivated to work seriously Doesn't expose the employees to a variety of jobs and situations
To remove performance deficiencies; To help incorporate new technologies; To reduce turnover Training for performance improvements is particularly important to organizations with stagnant or declining rates of productivity. Training is also important in organizations that are rapidly incorporating new technologies, because employees may feel overwhelmed or unfamiliar with the technology. Training and development can increase employee commitment and improve organizational perceptions of work, resulting in less turnover and absenteeism.
Why do companies engage in training and development? (Select all that apply) To help employees be attractive to other employers To recruit already-trained employees To remove performance deficiencies To reduce turnover To help incorporate new technologies
Simulations are less hectic and safer than the actual environment In recent years, simulations have become increasingly popular in off-site trainings. Simulations present participants with situations that are comparable to actual job conditions. Typically, the simulation environment is less hectic and safer than the actual environment. As a result, some organizations prefer the simulation approach.
Why do some organizations prefer to use simulations instead of training in the actual job environment? The actual job environment provides a popular off-site type of training Training is becoming increasingly popular Simulations are less hectic and safer than the actual environment The actual job environments helps employees learn to manage real-life safety concerns
