HRM 322 Weston Quiz 2

Team

A group of individuals who are working together toward a common goal

Organizational entry mentoring

A mentor is a teacher, an advisor, a sponsor, and a confidant

Elements of gain sharing

A philosophy of cooperation An involvement system A financial bonus

Management by Objectives (MBO)

A process of managing that relies on goal-setting to establish objectives for the organization as a whole, for each department, for each manager within each department, and for each employee

Gain sharing

A results-based program that generally links pay to performance at the facility level

Objective Career

A sequence of positions occupied by a person during the course of a lifetime

Relevance implies

Clear links between the performance standards for a particular job Clear links between the critical job elements identified through job analysis and the dimensions to be rated on an appraisal form

Filling the trust gap between corporate top and bottom

Forge closer link between CEO compensation and company performance Consider instituting profit sharing, gain sharing, or some other program Rethink perquisites Make sure the boards pay consultants don't work for management Make sure your door is really open If you don't survey employee attitudes now, start Explain things personally

Elements comprising the internal labor market

Formal and informal practices that determine how jobs are organized and described Methods for choosing among candidates Procedures and authorities through which potential candidates are generated by those responsible for filling open jobs

Organizational culture is showed through...

Formal statements of org philosophy and materials used for recruitment, selection, and socialization of new employees Promotion criteria Stories, legends, and myths about key people and events What leaders pay attention to, measure, and control Implicit and possibly unconscious criteria that leaders use to determine who fits key slots in the organization

Incentives for lower-level employees

Lump-sum bonus - employees receive an end-of- year bonus (based on employee or company performance) that does not build into base pay Spot bonus - if an employee's performance has been exceptional, the employer may reward the worker with a one-time bonus of $50, or $100, or $500 shortly after the noteworthy actions

Alternatives to pay systems based on job evaluation

Market-based pay Competency-based pay (skill or knowledge based)

Key people involved in establishing objectives in MBO should

Meet to agree on the major objectives for a given period of time Develop plans for how and when the objectives will be accomplished Agree on the "measurement tools" for determining whether the objectives have been met

Why companies should not ignore career issues

Rising concerns for quality of work life and for personal life planning Pressures to expand workforce diversity throughout all levels of an organization Growing needs of firms to retain workers at all levels Slow economic growth and reduced opportunities for advancement

Reasons why firms use profit sharing

To provide a group incentive for increased productivity To provide retirement income for their employees To institute a flexible reward structure that reflects a company's actual economic position To enhance employees' security and identification with the company To attract and retain workers more easily To educate individuals about the factors that underlie business success and the capitalistic system

Training

Training consists of planned programs designed to improve performance at the individual, group, and/or organizational levels

When are RJP's (Realistic Job Previews) appropriate

When few applicants are actually hired (that is, the selection ratio is low) When used with entry-level positions (since those coming from outside to inside the organization tend to have more inflated expectations than those who make changes internally) When unemployment is low (since job candidates are more likely to have alternative jobs to choose from)

Performance appraisal

an administrative exercise they typically do once a year to identify and discuss job-relevant strengths and weaknesses of individuals or work teams

Work-sample or situational tests

are standardized measures of behavior whose primary objective is to assess the ability to do rather than the ability to know.

Measures of Emotional Intelligence

measures personal competence and social competence, and its purpose is to measure the key competencies that contribute to outstanding performance in the workplace

Issues for men and women 35-55 years of age

An awareness of advancing age and an awareness of death An awareness of bodily changes related to aging Knowing how many career goals have been or will be attained A search for new life goals A marked change in family relationships A change in work relationships ("coach" vs. "rookie") A growing sense of obsolescence at work A feeling of decreased mobility and increased concern for job security

Key requirements of appraisal systems (ongoing operations)

Acceptability Practically

Aspects of practice

Activate practice Overlearning Length of the practice session

Interview Questions to Delete

Any question that might lead to an adverse impact on the employment of members of groups protected under civil rights law Any question that cannot be demonstrated to be job-related or that does not concern a bona-fide occupational qualification Any question that could possibly constitute an invasion of privacy

Employee stock ownership plans (ESOP's) are established for any of the following reasons

As a means of tax-favored, company-financed transfer of ownership from a departing owner to a firm's employees As a way of borrowing money relatively inexpensively To fulfill a philosophical belief in employee ownership As an additional employee benefit

The "annuity" problem

As past "merit payments" are incorporated into an individual's base salary, the payments form an annuity (a sum of money received at regular intervals) and allow formerly productive individuals to slack off for several years and still earn high pay

Assessment Methods in selection

As the complexity of work increases, organizations use more selection methods and they use selection methods that capture the applicant's capability to do the work Tests are standardized measures of behavior

Placement

Assignment of individuals to jobs

Employment interview recommendations

Base interview questions on a job analysis Ask the same general questions of each candidate Use detailed rating scales Take detailed notes Use multiple interviewers Provide extensive training on interviewing Do not discuss candidates or answers between interviews Use statistical weights for each dimension

Initial screening

Basically a rapid, rough "selection" process

Drug Screening

Becoming commonplace The Supreme Court has upheld (1) the constitutionality of requiring railroad crews involved in accidents to submit to prompt urinalysis and blood tests, (2) urine tests for U.S. Customs Service employees seeking drug-enforcement posts An employer has a legal right to ensure that employees perform their jobs competently and that no employee endangers the safety of other workers

Behavior Modeling

Behavior modeling tends to increase when the model is rewarded for behavior and when the rewards are things the imitator would like to have Research continues to demonstrate the effectiveness of behavior modeling over other approaches to training. It is particularly appropriate for teaching interpersonal and computer skills

Personal History Data

Biographical information has been used widely and successfully as one basis for staffing decisions Google developed a biographical inventory to use in selecting job applicants by first asking its employees 300 questions and then correlating their responses to ratings of their job performance.

Length of practice session two extremes

Distributed practice (implies rest intervals between sessions) Massed practice (where practice sessions are crowded together)

Effective performance-feedback interviews includes

Communicating frequently with subordinates about their performance Get training in performance appraisal interviewing Plan to use a problem-solving approach rather than "tell-and-sell" Encourage subordinates to prepare for performance-feedback interviews Encourage subordinates to participate Judge performance, not personality and mannerisms Be specific Be an active listener Set mutually agreeable goals for future improvements Avoid destructive criticism Periodically access progress toward goals

Steps in Team Training

Conduct a team-training needs analysis Develop training objectives that address both task-work and teamwork skills Design exercises and training events based on the objectives from Step 2 Design measures of team effectiveness based on the objectives set up at Step 2, evaluate the effectiveness of the team training, and use this information to guide future training

Subjective Career

Consists of a sense of where one is going in one's work life

Evaluation and control of recruitment operations - what info to collect

Cost of operations Cost per hire Number and quality of resumes, by source Acceptance/offer ratio Analysis of post-visit and rejection questionnaires Salary offered; acceptances versus rejections

Process of Performance Management

Define performance Facilitate performance Encourage performance

Some Key things not to do in finding another job

Don't panic (be prepared to wait it out) Don't be bitter (it turns off potential employers) Don't kid yourself (do a thorough self-appraisal) Don't drift (develop a plan, target companies, and go after them relentlessly) Don't be lazy (the heart of a good job hunt is research) Don't be shy or overeager (pull out all the stops) Don't ignore your family (bring the family into the process and deal with issues honestly) Don't lie (either on the résumé or in interviews) Don't jump the gun on salary (always let the potential employer bring this subject up first) If you post a résumé on the Internet, post a digital version on own home page and place word "résumé" in the Web site address

reasons why employer-supported child care will continue to grow

Dual-career couples now comprise a preponderance of the workforce There has been a significant rise in the number of single parents, over half of whom use child-care facilities More and more, career-oriented women are arranging their lives to include motherhood and professional goals

Recommendations, references, and background checks can provide four kinds of info about a job applicant....

Education and employment history Character and interpersonal competence Willingness of the past or current employer to rehire the applicant Ability to perform jobs

Relationship between development stage of an organization and the management selection

Embryonic (new orgs) - Entrepreneurs High-growth (concerned with fighting for market share and building excellent management teams) - Entrepreneurs for growth, but growth directors to build stable management systems Mature (maintenance of market share, cost reductions, more rigid management control, generation of cash to develop new product lines) - bureaucrats who are comfortable with repetition, and who can develop economies of scale Aging (struggles to hold market share in a declining market) - entrepreneurs who will cut, reorganize, survive

Negligent Hiring

Employers can be held liable for negligent hiring if they fail to check closely enough on a prospective employee who then commits a crime during performing his/her job duties

Diversity-oriented recruiting

Employers should use women and members of underrepresented groups In their HR offices as interviewers On recruiting trips In employment advertisements 44% of African-American candidates said they eliminated a company from consideration because of a lack of gender or ethnicity

Purpose of performance-appraisal systems

Employment decisions Employee feedback Criteria in test validation Objectives for training programs Diagnosis of organizational problems

Merit-pay systems that work

Establish high standards of performance Develop accurate performance appraisal systems Teach supervisors how to do appraisals and how to give feedback Link rewards closely to performance Use a wide range of increases

The Pygmalion Effect

Expectations have a way of becoming self-fulfilling prophecies, so that the higher the expectations (of trainers), the better the trainees perform. Conversely, the lower the expectations, the worse the trainees perform. This phenomenon of the self-fulfilling prophecy is known as the Pygmalion effect

Why performance-management training

For managers and employees Building trust Learning strategies for communication Ongoing expectations and feedback Developing through experience For managers Communicating the big picture Diagnosing and addressing performance issues Deep-diving on feedback and coaching skills For employees Ensuring clear expectations Seeking feedback Reacting well to feedback

Performance Standards

translate job requirements into levels of acceptable or unacceptable employee behavior. They play a critical role in the job analysis-performance appraisal linkage.

Gain sharing vs profit sharing

Gain sharing Based on a measure of productivity Frequent events distributed monthly or quarterly Current distribution plans Profit sharing Based on a global profitability measure Annual measures and rewards Deferred payments

Mental-Ability Tests

General intelligence Verbal, nonverbal, and numerical skills Spatial relations ability Motor functions Mechanical information, reasoning, and comprehension Clerical aptitudes Inductive reasoning

Factors important for defining the limits of a labor market

Geography Education and/or technical background required to perform a job Industry Licensing or certification requirements Union membership

Skill learning essential ingredients

Goal setting Behavior modeling Practice Feedback

Learning facts essential ingredients

Goal setting Meaningful of material Practice Feedback

Performance key elements

Goals Measures Assessment

Types of Appraisal Errors

Halo error - raters assign their ratings on the basis of global (good or bad) impressions of ratees Contrast error - rater compares several employees to one another rather than to an objective standard of performance Recency error - rater assigns his/her ratings on the basis of the employee's most recent performance

The person providing meaningful recommendations or references...

Has had an adequate opportunity to observe the applicant in job-relevant situations Is competent to evaluate the applicant's job performance Can express such an evaluation in a way that is meaningful to the prospective employer Is completely candid

Assessing the value of training - questions to ask

Have trainees achieved a specific level of skill, knowledge, or performance? Did change occur? Is the change due to training? Is the change positively related to the achievement of organizational goals? Will similar changes occur with new participants in the same training program?

Organizational entry socialization

Helps a newcomer to transition from an outsider to an effective and integrated insider

Special inducements - relocation aid, help for trailing spouse, and sign-on bonuses

Household-goods assistance An allowance to cover incidental expenses Help with the sale of the relocating employee's home Covering the employee's loss, if any, on the sale of the home Transportation costs for the final move to the new location, including hotels and meals during transit Firms are finding that many managers and professionals, men and women alike, are reluctant to relocate unless the spouse will be able to find suitable employment in a new location

Training Trends

Hyper-competition Growth of the labor market Collaboration across organizational and geographic boundaries The need to maintain high levels of talent Changes in the workforce Changes in technology Teams

As labor become scarce, employers may change their policies by

Improving characteristics of vacant positions (raising salaries, increase trainings) Reducing hiring standards Using more recruiting methods Extending searches over a wider geographical area

Types of Resignations

Impulsive quitters - resign "on the spot" (as a result of sharp negative emotions) without any advance planning. Comparison quitters - rationally evaluate alternative jobs and are relatively free of strong negative emotions toward their former employers. Preplanned quitters - plan in advance to quit at a specific time in the future (e.g., upon reaching age 60). Conditional quitters - hold the view: "I will quit as soon as I get another job offer that meets certain conditions."

Changing philosophies regarding pay systems

Increased willingness to reduce the size of the workforce; to outsource jobs overseas; and to restrict pay to control the costs of wages, salaries, and benefits Less concern with pay position relative to that of competitors and more concern with what the company can afford Implementation of programs to encourage and reward performance—thereby making pay more variable

The training paradox

Increasing an individual's employability outside the company simultaneously increases his/her job security and desire to stay with the current employer

Findings regarding recruitment sources

Informal contacts are used widely and effectively at all occupational levels Use of public employment services declines as required skills levels increase The internal market is a major recruitment source except for entry-level, unskilled, and semiskilled workers Larger firms are the most frequent users of walk-ins, write-ins, and the internal market There is no consistent relationship between recruitment sources and person-job fit.

Training Methods

Information Presentation Techniques Lectures, conferences, CDs, organizational development Simulation Methods Case method, role playing, the in-basket technique On-the-Job Training Methods Orientation training, apprenticeships, job rotation

Dimensions of Equity in Pay Systems

Internal equity In terms of the relative worth of individual jobs to an organization, are pay rates fair? External equity Are the wages paid by an organization "fair" in terms of competitive market rates outside the organization? Individual equity Is each individual's pay "fair" relative to that of other individuals doing the same or similar jobs?

Feedback

Is essential both for learning and for trainee motivation Doesn't always have to be positive

Orientation program

Job candidates' introduction to company policies, practices, and benefits ("on-boarding")

Determinants of Pay Structure and Level

Labor market conditions Legislation Collective bargaining Management attitudes An organization's ability to pay

Popular Situational Tests

Leaderless-Group Discussion (LGD) In-Basket Test Situational-Judgment Test (SJT)

Collective bargaining affects two key factors

Level of wages Behavior of workers in relevant labor markets

Impact of training on individuals, teams, organizations, and society

Meta-analyses have demonstrated repeatedly that training has an overall positive effect on job-related behaviors or performance Training may lead to greater innovation and tacit skills Training can improve technical skills Training can improve strategic knowledge Training, and especially practice, helps to maintain consistency in performance Performance consistency also results from enhancing the self-efficacy or self-management of trainees Management development programs show positive effects Cross-cultural training improves expatriate adjustment and performance Leadership training enhances attitudes and performance of followers Training in team communication and team effectiveness has positive effects on team performance There are studies documenting the effects of training at the level of the organization, but available data show positive effects on employee and customer satisfaction, owner/shareholder satisfaction, and productivity At the level of the organization, training is a key enabler of e-commerce At the level of society, macro-economic studies have concluded that training improves the quality of the labor force

Recruitment Policies

Passive nondiscrimination: is a commitment to treat all races and both sexes equally in all decisions about hiring, promotion, and pay Pure diversity-based recruitment: is a concerted effort by the organization to actively expand the pool of applicants so that no one is excluded because of past or present discrimination Diversity-based recruitment with preferential hiring: systematically favors women and minorities in hiring and promotion systems. This is a "soft quota" system Hard quotas: represent a mandate to hire or promote specific numbers or proportions of women or minority-group members

Personality Characteristics - "The Big Five"

Neuroticism Extraversion Openness to experience Agreeableness Conscientiousness

Reverse mentoring

Older managers meet with younger subordinates to learn about new technology and electronic commerce

Executive Coaching

One-on-one Relationship-based Methodology-based Provided by a professional coach Goal oriented Customized Intended to enhance the person's =ability to learn and develop independently

Training needs four levels of analysis

Organizational analysis Demographic analysis Operations analysis Individual analysis

New Employee Orientation

Orientation is familiarization with and adaption to a situation or an environment

A measurement is reliable if it is consistent or stable...

Over time Across different samples of items Across different raters or judges working independently

Paul Principle

Over time, people become uneducated, and therefore incompetent, to perform at a level they once performed at adequately

Policy issues in pay planning and administration

Pay secrecy The effect of inflation Pay compression Pay raises

Characteristics of boundaryless careers

Portable knowledge, skills, and abilities across multiple firms Personal identification with meaningful work Massive downsizing eroded employees loyalty Distinct differences in the work patterns of men and women Development of multiple networks of associates and peer-learning relationships, and Responsibility for managing one's own career

PET

Pre-employment training programs

Typical Problems facing new employees

Problems in entering a group Be acceptable to other group members? Be liked? Be safe? Naïve expectations First-job environment

Encouraging Performance

Provide a sufficient amount of rewards that employees really value, in a timely, fair manner

Performance management process

Provides feedback to employees regarding their past and present job performance proficiency, as well as a basis for improving performance in the future

Why merit-pay systems fail

Rewards are too small Merit-based pay fails to match union pay scales Supervisors resist performance appraisal Links between performance and rewards are weak Annuity feature creates problems

Realistic Job Preview requires that

in addition to telling applicants about the nice things a job has to offer, recruiters must also tell applicants about the unpleasant aspects of the job. E.g., "It's hot, dirty, and sometimes you'll have to work on weekends."

Rating Methods/Formats

Relative Rating Systems -comparing the performance of employees to that of other employees Absolute Rating Systems -Evaluating each employee in terms of performance standards - without reference to others Results-Oriented Systems - Emphasis is on what employee produces

Key requirements of appraisal systems (legally and scientifically

Relevance Sensitivity Reliability

Career paths

Represent logical and possible sequences of positions that could be held, based on an analysis of what people actually do in an organization

Key to career management

Self-assessment Career planning Supervisory training Succession planning

Integrity tests

Shrinkage - industry term for losses due to employee theft, shoplifting, vendor fraud, and administrative errors Integrity tests are of two types: Overt integrity tests (clear-purpose tests) personality-based measures (disguised-purpose tests)

Requirements of effective incentive systems

Simple Measurable Attainable Specific

Assessment centers

The assessment-center method is a process that evaluates a candidate's potential for management based on three sources: Multiple assessment techniques Standardized methods of making inferences from such techniques Pooled judgments from multiple assessor

Organizational reward system

includes anything an employee values and desires that an employer is able and willing to offer in exchange for employee contributions

Individual development plans (IDP's) include

Statement of aims Definitions Ideas about priorities

Top executive compensation types

Stock options Restricted stock (common stock vests after a specified period) Restricted stock units (shares awarded overtime to defer taxes)

Internal Recruitment Channels

Succession plans Job posting Employee referrals Temporary worker pools

Help wanted: online job search

The Internet has revolutionized recruitment practice The Internet is where the action is in recruiting Nearly 60 percent of all Internet hires come from a company's own Web site 45% of fortune 500 firms include links to social media on their career-page sections The belief that 80% of job openings are never advertised is a myth

Evaluation of recruitment facts

The characteristics of recruiters affect the perceptions of candidates, but not their intentions to accept job offers Neither the job function nor the gender of the recruiter seems to make much difference Job attributes as well as recruitment activities are important to applicants' reactions The most important effects on interview outcomes are candidates' perceived qualifications Timing issues in recruitment, particularly delays, are important factors in the job choice decisions of applicants In a competitive marketplace, top talent disappears quickly. If you want to compete for it, you must move fast

Organizational culture

The environment within which employment decisions are made and the environment within which employees work on a day-to-day basis

Impact of a first job

The first supervisor must be personally secure; unthreatened by the new subordinate's training, ambition, and energy; and able to communicate company norms and values One other variable affects the likelihood of obtaining a high-level job later in one's career: initial aspirations

Who should evaluate performance

The immediate supervisor Peers Subordinates Self-appraisal Customers served

Considerations in Determining Predictors to be used in the staffing process

The nature of the job An estimate of the validity of the predictor The selection ratio (% of applicants hired) The cost of the predictor

Validity Generalization

The results of one situation can be generalized to others as long as it can be shown that jobs in the two situations are similar Thousands of studies have been done on the prediction of job performance. Validity generalization allows us to use this database to establish definite values for the average validity of most predictors

Purpose of job descriptions

They identify important characteristics of each job so that the relative worth of jobs can be determined From them we can identify, define, and weight compensable factors (common job characteristics that an organization is willing to pay for, such as skill, effort, responsibility, and working conditions)

Viewing compensation from a strategic perspective (firm's actions)

They recognize compensation as a pivotal control and incentive mechanism that can be used flexibly by management to attain business objectives They make the pay system an integral part of strategy formulation They integrate pay considerations into strategic decision-making processes, such as those that involve planning and control They view the firm's performance as the ultimate criterion of the success of strategic pay decisions and operational compensation programs

Key challenges in planning and administering a pay system

Understand economic and legal factors that determine pay levels Tie compensation strategy to general business strategy Develop systematic pay structures Address key policy issues

Two types of job searchers

Unemployed Employed but searching

External Recruitment Channels (The most popular recruitment sources)

University relations Virtual job fairs Executive search firms Employment agencies Recruitment advertising

Multi-rater or 360-degree-feedback

Using input from managers, subordinates, peers, and customers to provide a perspective on performance from all angles

Demotions

Usually involve a cut in pay, status, privilege, or opportunity

Important fairness practices

Voice Collect employee input through surveys or interviews Consistency Ensure that all employees are treated consistently Relevance Rewards that employees really care about Communication Clear rules and logic of the rewards process

Types of teams

Work or service teams - engaged in routine tasks Project teams - assembled for a purpose and expected to disband once task is complete Network teams - include membership not constrained by time or space and membership is not limited by organizational boundaries

What courts consider when they receive negligent hiring claims

Would the risk have been discovered through a thorough background check? Did the nature of the job cause greater risk? Did the employer have a greater responsibility to conduct a thorough background investigation because of the nature of the job? Was the action intentional?

Recruitment Planning Begins with

a clear specification of the number of people needed and when they are needed

Evaluation must provide

a continuous stream of feedback that can be used to reassess training needs, thereby creating input for the next stage of employee development

Labor Market

a geographical area within which the forces of supply (people looking for work) interact with the forces of demand (employers looking for people) and thereby determine the price of labor.

Performance management

a kind of compass—one that indicates actual direction as well as desired direction

The training and development phase and the evaluation phase depend on

inputs from assessment. The purpose of the assessment phase is to define what the employee should learn in relation to desired job behaviors

successful management of dual-career couples

company-supported child care flexible work schedules customized career paths

Goal Theory

is founded on the premise that an individual's conscious goals or intentions regulate his/her behavior

Work planning and review is similar to MBO; however,

it places greater emphasis on the periodic review of work plans by both supervisor and subordinate in order to identify goals attained, problems encountered, and the need for training

Contrast Effects

describe a tendency among interviewers to evaluate a current candidate's interview performance relative to those that immediately preceded it.

Myths vs. facts about older workers

o Myth: Older workers are less productive than younger workers o Fact: Age and job performance are generally unrelated o Myth: It costs more to prepare older workers for a job o Fact: Mental abilities remain stable into the seventies o Myth: Older workers are absent more often because of age-related infirmities and above-average rates of illness o Fact: Older workers tend to be absent less frequently, at least in non-illness situations, but the duration of the absences that do take place tends to be longer o Myth: Older workers have an unacceptably high rate of accidents on the job o Fact: Age is related positively to self-rated compliance with safety rules and procedures, and is related negatively to frequency of work injuries o Myth: Older workers do not get along well with other employees o Fact: Older adults display higher levels of emotional intelligence, and show less workplace aggression, on-the-job substance abuse, and tardiness o Myth: The cost of health care benefits outweighs any other possible benefits from hiring older workers o Fact: True, when older people get sick, the illness is often chronic and requires repeated doctor's visits and hospitalization o Myth: Older people are less creative than younger ones o Fact: Age is not related to employee creativity, either as rated by supervisors or by employees themselves o Myth: You can't train older workers o Fact: Older workers' training performance is slightly lower than that of younger workers o Myth: Older people do not function well if constantly interrupted o Fact: Neither do younger people

Action learning

participants learn through experience and application, is an excellent vehicle for facilitating positive transfer from learning to doing

Validity

refers to the job-relatedness of a measure - shown, for example, by assessing the strength of the relationship between scores from the measure and some indicator or rating of actual job performance

Simple ranking

requires only that a rater order all employees from highest to lowest, from "best" employee to "worst" employee.

Alternation ranking

requires that a rater initially list all employees on a sheet of paper. From this list he/she chooses the best employee (No. 1), then the worst employee (No. n), then the second best (no. 2), then the second worst (No. n -1), and so forth, alternating from the top to the bottom of the list until all employees have been ranked.

average time span for events in a recruitment pipeline

resume - invitation = 5 days invitation - interview = 6 days interview - offer = 4 days offer - acceptance = 7 days acceptance - report to work = 21 days total time = 43 days

Career management guidelines

selecting a field of employment and an employer knowing where you are planning your exit

The assessment phase (planning)

serves as a foundation for the entire training effort

Transfer of Training

the extent to which competencies learned in training can be applied on the job

Psychological success

the feeling of pride and personal accomplishment that comes from achieving one's most important goals in life, be they achievement, family happiness, inner peace, or something else

The major advantage of BARS (Behaviorally Anchored Rating Scales)

they define the dimensions to be rated in behavioral terms and use critical incidents to describe various levels of performance