MOS 1021 HR/Consumer Behaviour - Chapter 6&7

What is Training?

Process of teaching employees the basic knowledge, skills and behaviours they need to be successful in the workplace.

Applicable to new hires and exisitng employees

Can be job specific or general (e.g. diversity training)

Which is long-term: Training or Development?

Development

What are the 6 benefits of Training?

1. Better job perofrmance and output

2. Fewer accidents and injuries, safer workplace, less lawsuits

3. Enhanced employer brand

4. Greater employee engagements job satisfaction, employee retention

5. Strategic investment in human capital

6. Necessary for org. and countries to stay competitive (gaining wide-spread recognition)

What is Negligent Training?

Legal claim that can be brought against an organization when employer fails to train adequately

What usually happens due to Negligent Training?

Actions of poorly trained empooyees result in injuries or loss to a third party.

It is usually this third party (harmed party) that makes the claim

True or False: An employee fired due to poor performance can sue if not trained adequately

TRUE

What are the 3 types of Learning?

1. Auditory

2. Visual

3. Kinesthetic Tactile

What is Auditory Learning?

Learning through talking and listening

What is Visual Learning?

Learning through pictures and print

What is Kinesthetic Tactile Learning?

Learning through a whole-body experience

What are some ways for trainers to maximize effectiveness of training process?

1. Provide initial overview

2. Align training closely with work scenarios

3. Motivate through relevant practice

4. Pre-training preparation

Inclusion Principles of Training

Legal aspect of training (e.g., reading must be easy enough for someone

who's first language isn't English but could reasonably perform the task)

What is the first step of Training Program Development?

Training Needs Analysis

What is Training Needs Analysis?

Process of determining the training that needs to be completed so that employees can do their jobs well

What are the 3 proponents of Training Needs Analysis?

1. Organization analysis

2. Task Analysis

3. Person Analysis

What is Organization Analysis?

Establishes training context by examining:

1. Strategic goals of the org

2. Organizational training climate

3. Barriers to training

Training Climate

How training is perceived in the organization

What is Person Analysis?

Identifies who will receive the training

- Clarified trainee's existing level of knowledge

- Examines characteristics of trainees (e.g. training styles)

- If there is an issue, think if employees can't do and won't do

What is Task Analysis?

Informs the content of the training and its objectives

- Identifies key job-related tasks (performance standard)

What are tasks in Task Analysis?

Observable actions designed to contribute to the accomplishment of a goal.

What determines the importance of a task?

The frequency of that task.

What factors are required to perform a task?

Skills and knowledge.

What influences the performance of a task?

The conditions under which the task is performed.

What is the second step of Training Program Development?

Method Instruction;

Once training needs have been identified, concrete and measurable training objectives can be established

What are the different methods of Learning?

1. Programmed Learning

2. Informal Learning

3. Classroom Training

4. On-the-job Training

5. Adventure-Based Learning

6. E-learning

7. Simulations

What is Programmed Learning?

Systematic method for teaching job skills that involves presenting questions or facts, allowing the person to response, and

giving the learner immediate feedback on the accuracy of his or her answers

- cuts done training time by about one-third

What is Informal Learning?

Any learning that occurs in which the learning process is not determined or designed by the organization (comes from day-

today)

What is Classroom Training?

- Instructor leading group in lecture-style sessions

- effective for large groups

- loss of productivity (training instead of working)

- slower feedback

- blended learning for higher engagement (online + in-person)

What is On-the-Job Training?

Trainee practices job skills at workplace under guidance of mentor (job shadowing + hands-on)

- regular feedback

- no taxing on resources

- trainees can be productive

- Mentors may be ineffective (shot in the dark)

What is Adventure-Based Learning?

Participating in challenging, structured physical activities

- effective for team-based and managerial jobs (one of the BEST)

- cooperation, teamwork, communication, problem-solving, conflict management, leadership

- taxing on time and resources

- loss of productivity

What is e-Learning?

Web-based or computer-based learning

- typically less expensive to implement (development may be expensive)

- Flexible

- Consistent (multiple regional organization benefit)

- dependant on trainee motivation (challenges effectiveness)

What is Simulation Training (a.k.a. vestibule training)

Places trainees in situations similar to those encountered on the job

- trainees tend to be very receptive

- high level of retention (hands-on)

- expensive to develop and maintain

What is the third step in Training Program and Development?

Validation

What is Validation?

Pilot testing the training program

- Administer to representative sample of trainees (reflective of actual trainees)

- Assess whether training objectives have been met (if not return to previous step)

What is the fourth step of the Training Program Development?

Implementation

What is Implementation (in Training Program Development)?

Implementing the training within the organization

- aims to maximize the TRANSFER OF TRAINING

What is Transfer of Training?

Extent to which behaviours learned during training will be performed on the job and maintained over time.

What are the 3 key factors of Transfer of Training?

1. Similarity of training situations to job situation

2. Opportunities to practice what is learned

3. Frequent Feedback

What is the fifth step of Training Program Development?

Evaluation

What is Controlled Experimentation?

Uses both a group for which the situation is modified and a group for which the situation is not modified to assess the impact of the modification (training)

What is the best method used in evaluating a training program?

Kirkpatrick's Training Evaluation Model

What are the 4 levels in Kirkpatrick's Training Evaluation Model?

1. reaction

2. learning

3. behaviour

4. results

Kirkpatrick's Training Evaluation Model: REACTION

Reactions or feelings of trainees about the training (was it enjoyable, engaging, relevant, effective?)

- determined by questionnaire

- Most BASIC level

Kirkpatrick's Training Evaluation Model: LEARNING

Assess whether trainees learned what they were supposed to learn

- commonly evaluated through tests

- checks retention!!!

Kirkpatrick's Training Evaluation Model: BEHAVIOUR

Changes in performance exhibited on the job as a result of the training

-ASSESSES TRANSFER OF TRAINING

- assessed through obervation

Kirkpatrick's Training Evaluation Model: RESULTS

Organizational benefits that stem from training

- e.g. increased sales, customer satisfaction, better products, etc.

- gets tested the least :(

What is Performance Management?

System that defines, measures, and develops the performance of the workforce within the organization

Aligns employees' activities with the overall strategy of an organization

Benefits both the employees and the organization

What are the 3 major purposes of Performance Management?

1. Aligns employee actions with strategic goals

2. Vehicle for culture change

3. Provide input into other HR systems such as development and remuneration

What is the Performance Management Process (5 steps)?

1. Defining Performance Expectations

2. Providing Ongoing Coaching the Feedback

3. Performance Appraisal and Evaluation Discussion

4. Determine Performance Rewards/Consequences

5. Career Development Discussion

What are the 5 key factors in the Performance Management Process?

1. Organization's strategic goals

2. Employee Objectives

3. Monitoring and support

4. Evaluation

5. Consequences

Performance Management Process: ORGANIZATION'S STRATEGIC GOALS

Financial or non-financial outcomes that the organization hopes to achieve

- goals are very important in HR (where org. wants to go/wants to do)

Performance Management Process: EMPLOYEE OBJECTIVES

Translate organizational goals into employee objectives

(measurable and time-bound)

- usually have a year to meet objectives

Performance Management Process: MONITORING AND SUPPORT

Monitoring, frequent feedback, provision of supports by an organization

STREGNTHS AND WEAKNESSES

Performance Management Process: EVALUATION

assess degree to which objectives were met

- meeting with each employee individually

Performance Management Process: CONSEQUENCE

Meaningful consequences administered if applicable (BUT PRIORITIZE SUPPORT!!!)

- based on outcome of evaluation

- ex. promotion, or demotion

Career Development Discussion

Step where managers have to dicuss with employees about how to remedy situatinos

Formal Appraisal Discussion

An interview in which supervisor and employee review the appraisal and make plans to remedy deficiencies and reinforce strengths

What are the 3 benefits to the Performance Management Systems?

1. Strategic: aligns employee efforts and organizational goals

2. Administrative: informs administrative decision making

3. Developmental: help employees to improve and grow

Why is Performance Appraisal Difficult?

Emotions are often involved and managers may not be properly trained.

What are the different Performance Appraisal Methods?

1. Alternation Ranking Method

2. Forced distribution Method

3. Graphic Rating Scale

4. Behaviourally Anchored Rating Scales (BARS)

5. Paired Comparison Method

6. Critical Incident Method

7. Management by Objectives (MBO)

Performance Appraisal Methods: ALTERNATION RANKING METHOD

Identify highest- and lowest-performing employees, in an iterative manner.

- back and forth between best and worst, as it is difficult to blind rank everyone

- difficult in large organization

- resultant feedback is NOT informative

Performance Appraisal Methods: FORCED DISTRIBUTION METHOD

Predetermined percentage of employees placed into performance categories (like a normal distribution)

- useful for large organizations

- most people should get middle of the road rating

FORCED DISTRIBUTION METHOD: cons

1. May unfairly limit recognition of high-performing employees (those who do rlly well may still be in "average" group)

2. Feedback may be limited

Performance Appraisal Methods: GRAPHIC RATING SCALE

(LIKE N,S,G,E rating system)

Extent to which each employee shows proficiency on a given characteristic

- characteristics may be more general but also job specific

- ratings are made using an established scale

- decide on number of peak characteristics

- much better feedback (no overall)

- Lack of clarity between performance levels

Performance Appraisal Methods: BEHAVIOURALLY ANCHORED RATING SCALES (BARS)

(rubric)

Key performance dimensions are identified

- rating scale is developed for each performance dimension

- Behavioural examples are developed for each level on the rating scale

Pros:

- More accurate measure

- clearer standards

- feedback

- independent dimensions

- consistency

Cons:

- time-consuming to develop

Performance Appraisal Methods: PAIRED COMPARISION METHOD

Ranking employees by making a chart of all possible pairs of employees for each trait and indicating the better employee of the pair

Performance Appraisal Methods: CRITICAL INCIDENTS METHOD

Keeping a record of uncommonly good or undesirable examples of an employee's work-related behaviour and reviewing the

list with the employee at predetermined times

Performance Appraisal Methods: MANAGEMENT BY OBJECTIVES (MBO)

Involves setting specific measurable goals with each employee then periodically reviewing the progress made

- when management and employees set goals collaboratively, employees are more engaged and committed

- methods may be mixed and chose based on org. individual goals

Steps of Management by Objectives?

Set the organization's goals, Set departmental goals, Discuss departmental goals, Define expected results (set

individual goals), Performance reviews: measure the results, Provide feedback

Cons of Management by Objectives?

• Setting unclear, unmeasurable objectives

• Time consuming

• Tug-of-war between managers and employees

What are the 5 sources of appraisal information?

1. Supervisor

2. Peer

3. Subordinate

4. Self

5. Committees

6. 360-Degree Appraisal

Sources of Appraisal Information: SUPERVISOR

(most common)

- knowledgeable

- limited opportunities for observation

- ideally oversees employees on day-to-day basis

- motivated to be accurate

Sources of Appraisal Information: PEER

- knowledgeable and present

- understands the job bc on the same level as employee

- Logrolling is possible

- becoming more popular as self-managing teams are becoming more common

Logrolling

Exchange of positive ratings between peers for mutual benefit

Sources of Appraisal Information: SUBORDINATE

- works under the employee being assessed

- Inaccurate ratings (fear of consequences/repercussions)

- can create a culture where supervisors overly cater to subordinates (over-emphasis on employee satisfaction = loss of productivity)

- more common with flatter/employe empowerment structures

-- UPWARD FEEDBACK--

Sources of Appraisal Information: SELF

- aware of own behaviour

- inflation of ratings

- ideal starting point for all performance appraisals

-self-appraisals may accentuate appraiser-appraisee differences and rigidify positions

Sources of Appraisal Information: COMMITTEE

Usually employee's immediate supervisor as well as 3 or 4 others

- ratings tend to be more reliable, fair and valid

What is a 360-degree appraisal?

Using multiple rating sources when evaluating each employee.

How is information collected in a 360-degree appraisal?

Information is collected via questionnaires.

What is a key feature of the anonymity in 360-degree appraisals?

The information collected is confidential and anonymous.

What do 360-degree appraisals help identify?

Strengths and weaknesses of the employee.

Who should be consulted in a 360-degree appraisal?

Talk to everyone if possible.

What is a disadvantage of 360-degree appraisals?

They can be time-consuming.

What is a benefit of 360-degree appraisals?

They have a high perception of fairness.

What is the 'jury' approach in 360-degree appraisals?

It involves gathering multiple perspectives rather than a single judgment.

What is the 'judge' approach in appraisals?

It involves a single evaluator making the assessment.

What are the 3 main errors in Performance Management?

1. Primacy Effect

2. Recency Effect

3. Errors in Scoring

Errors in Performance Management: PRIMACY EFFECT

(effectors of time on memory)

- first impression made by employee affects all subsequent ratings

Errors in Performance Management: RECENCY EFFECT

(last impressions)

- ratings are heavily based on most recent work behaviour

Errors in Performance Management: ERRORS IN SCORING

1. Leniency Error

2. Strictness Error

3. Central Tendency Error

Leniency Error

assigning inaccurately high ratings to all employees

Strictness Error

assigning in accurately low ratings to all employees

Central Tendency Error

inaccurately rating all employees at/near the middle of a rating scale

What do Validity and Reliability in Appraisal Systems mean?

Appraisal systems must be based on performance criteria that are valid for the position being rated and must be reliable

What are the criteria for validity and reliability in appraisal systems?

1. Relevant to the job being appraised

2. Broad enough to cover all aspects of the job requirements

3. Specific

What are the 7 Rating Scale Problems?

1. Unclear Performance Standards

2. Halo Effect

3. Central Tendacy

4. Stricness/Leniency

5. Appraisal Bias

6. Recency Effect

7. Similar-To-Me Bias

Rating Scale Problems: UNCLEAR PERFORMANCE STANDARDS

an appraisal scale that is too open to interpretation of traits and standards

Rating Scale Problems: HALO EFFECT

problem that occurs when a supervisor's rating of an employee on one trait biases the rating of that person on other traits

Rating Scale Problems: APPRAISAL BIAS

Tendency to allow individual differences, such as age, race and sex to affect the appraisal ratings

Rating Scale Problems: SIMILAR-TO-ME BIAS

tendency to gie higher performance ratings to employees who are perceived to be similar to the appraiser in some way