C232 WGU Introduction to Human Resource Management - Chapter 6

C232 WGU Introduction to Human Resource Management

• Chapter 6

Leave the first rating Students also studied Terms in this set (34) Save Unit 0, Unit 1, Unit 2, Unit 3.7, 3.8, 3.9 ...330 terms zackguoPreview AP Psychology Intelligence 22 terms jasminelebeau14 Preview psych 1073 chap 3-6 23 terms Kaylaburrowskb Preview Maslow 35 terms laur Practice questions for this set Learn1 / 6Study using Learn forces trainees to leave their work stations and focus on the training content complex learning and reasoning is best presented away from the work site new and unique environments, such as mountian retreats and beach houses, facilitate creative thinking and fresh approaches to important problems Job AnalysisHelps identify specific training and development needs Choose an answer 1offsite training2Job Analysis 3ADDIE Model Step 44Addie Model Step 1 Don't know?

Recruitment and SelectionOutside recruitment can incur extra costs reduce promotional options that could serve as incentives for current employees enhance skills for both current and future jobs Career and Management Planningreduce turnover when people are enabled to acquire skills permitting them to move from one job to another Compensationattach some form of reward to the training and development process motivate employees to become engaged Addie Model Step 1Assess,ment determine whether a training need exists, where in the organization this need exists, preciese nature of the required training Organization AnalysisVision, strategy goals support of managers and employees for training training resources Task AnalysisTask Activity KSAs Conditions under which task is peformance Person AnalysisCharacteristics of the person feedback and performance review ADDIE Model Step 2Design the knowledge gathered from the needs analysis is translated into a blueprint for the training program manuals and handouts project management plan with milestones and deadlines evaluation materials, including tests, quizzes and other formal evaluations Blueprintgoals, objectives and evaluation tasks that must be developed and sequenced ADDIE Model Step 3Development design is revised and improved Learning Objectiveswhat a participant should be able to do at the end of the program ADDIE Model Step 4Implementation pilot programfirst attempt of any training program Critical factors of Design and developmentsize of the group organization of seating materials accessibility of information lack of distractions comfort of the room awareness of time

marketingdevelopment of positive mindset about the program create interest, motivation, increased attendance, increased attention, greater advance preparation and increased learning ADDIE Model Step 5Evaluation Determining what, if anything, the training program accopmplished Kirkpatricks Four Levels of Criteria - Level 1Reactions Did Learners Like it Kirkpatricks Four Levels of Criteria - Level 2Learning Did they learn Kirkpatricks Four Levels of Criteria - Level 3Behavior Did they use it?Kirkpatricks Four Levels of Criteria - Level 4Results Did the training investment pay off?On-SIte Versus Off Site Employees work stationsbest location for teaching an employee how to perform a specific task, especially when the equipment and materials needed for training cannot be moved OnSite Trainingmaximize the transfer of training disadvantage of numerous distraction and ongoing job pressures employees can usually only be trained on person at a time conference roomconvenient for employees to leave their work locations and return to them without requiring time for travel knowledge is relative brief and uncomplicated disadvantage - trainees are still so close to their work, both physically and psychologically. that they are distracted by work pressures offsite trainingforces trainees to leave their work stations and focus on the training content complex learning and reasoning is best presented away from the work site new and unique environments, such as mountian retreats and beach houses, facilitate creative thinking and fresh approaches to important problems apprenticeshipsrefers to the process of having a new workier work alongside and under the guidance of an experienced technician real job with training, providing hands on experience and the ability to earn while you learn well integrated and appropriately planned internshipspart of an agreement between an individual and an organization to work for a specific period time to gain training and job experience colleges and universtities have agreements with local organizations to provide internship opportunities exposure to job and organizational conditions

Assistantshipsfull time employment and expose an individual to a wide range of jobs assists with workers, learning experience is often somewhat removed different to actually perform a job than doing the job eliminated through the use of job or position rotation job rotationprograms are used to expose employees to a variety of jobs and decision-making situations work at several jobs in an organization, performing each job for a short period of time increase creativity and innovation and help employees gain a better understanding of the firms strategic objectives coachingwhether the supervisor creates feeling of mutual confidence, provides employees opportunities for growth and effectively delegates tasks mentoringthe role of a mentor is assumed by an established employee who takes on the role of guiding and developing a less experienced worker Simulationspresent participants with situations that are comparable to the actual job conditions less hectic and safer than the actual environment role-playingallows an employee to put themselves into a situation and experience what its like to be either the customer of the employee provides opportunity for feedback script for certain steps in a customer process can be a safe place to try approached and techniques without the company losing a sale or a manager fumbling through an interview