Key Terms Midterm 1 Training and Development

Accommodation

process of changing our cognitive map of the world to correspond with our experience in it.

Actual Organization Performance (AOP)

performance level of the organization, department, or unit key in performance areas (profits, market share)

Actual performance

The actual level of performance by an individual in the job.

ADDIE

stands for the phases of the training proces

Analysis, design, development, implementation, evaluation

ADDIE

Analysis Phase

process of gathering data and casual analysis to identify both training and non-training needs

Assessment center

method of testing that utilizes many types of tests (personality, simulations, cognitive) and multiple raters.

Assimilation

incorporation of new experiences into our existing cognitive structure without changing the structure.

Attitudes

employee beliefs and opinions that support or inhibit behaviour

Attitudinal learning

learning that will change your thoughts and feelings about something

Attention

mental process that determines the focus of a person’s energy.

Automaticity

A higher level of skill acquisition in which a high level of performance is achieved without conscious thought about each action. See compilation for the lower level of skill development.

Behavioral Reproduction

part of social learning theory in which learning is translated into behavior through practice.

Capabilities

the KSA’s that reflect potentiality, are future focused and adapted

Capital resources

holdings an organization has, such as property, equipment, finances, and so on.

Change Management

the management of change and development within a business or similar organization.

Cognitive Ability

capability of a persona to mentally process information

Cognitive load

amount of information a person must process during a given time period.

Cognitive Organization

process in Social Learning Theory in which new learning is organized into the existing cognitive structure through associations with previously stored information.

Cognitive Process

mental activity such as information storage, retrieval, or use. Thinking and decision making are cognitive processes.

Cognitive task analysis

variety of interview and observation strategies that capture the knowledge and cognitive processes required to perform a job successfully. Can be challenging as experienced employees may struggle to articulate their processes

Cognition

mental processing of information.

Conditions

situational factors that should be present when the training objectives are measured. These would include anything that will clarify what is required for the objective to be achieved (such as the time period when measurement will occur, the aids that can be used, and any hindrances that must be overcome)

Competency

cluster of related knowledge, skills, and attitudes required for a person to be successful inperforming a group of related tasks. Valid measures of a competency will differentiate among high, medium, and low performers.

Competitive Strategy

refers to positioning the company’s products or services in the marketplace. includes doing a SWOT and looking at the mission of the company

Competency model

set of competencies that make up an entire job.

Cost Leader

competitive strategy with the goal of being the low-cost provider in the industry.

Declarative Knowledge

person’s store of factual information. One of three types of knowledge.

Design Phase

second phase of the ADDIE model that includes the systematic process for formulating the objectives of training and the guidelines for most effectively achieving the objectives (given organizational constraints)

Design theory

General models for how to design training, such as how material should be organized and presented.

Development

The learning of KSAs (an outcome of training and other experiences).

Development Phase

third phase of the ADDIE model that includes the formulating an instructional strategy, within the constraints of the organization, to meet a set of training objectives.

Division of Labour

way in which work is organized and divided (e.g., process, function, geography, customer).

Education

A learning experience that is designed to provide more general learning that is not specific to a job.

Elaboration theory

macro theory of design based on a holistic approach to the “whole/part sequencing.”

Environment

The physical surroundings in which performance (individual or organizational) must occur, including barriers and aids to performance, and ob

Environmental Complexity

number of factors in the environment and how interrelated they are

Environmental Stability

rate at which key factors in the environment change; the more rapid the change, the more unstable the environment.

Environmental Uncertainty

combination of complexity and stability factors in the business environment. When the environment is more complex and unstable, it is more uncertain. When it is simpler and more stable, it is more certain.

ERG Theory

heory of motivational needs, derived by Alderfer based on the work of Maslow, and describing three types of need

Evaluation Phase

The fifth phase of the ADDIE model that determines the effectiveness of each phase of the ADDIE process and training’s success in meeting its outcome objectives.

Existence Needs

Lower-level needs in the ERG model representing physiological and security needs.

Expected Organizational Performance (EOP)

level or goal that has been set and is expected of the organization, department, or unit in key performance areas (e.g., profits, market share, absenteeism).

Expected performance

The level of performance expected of an employee holding a particular job.

Experiential Learning Cycle

model that describes the process of learning through experience

Extinction

form of punishment in which something desirable is removed.

Force-Field Analysis

nalysis of the forces for and opposed to the current state of affairs, with the purpose of identifying the forces that must be weakened if change is to occur or strengthened if the current state is desirable.

Growth Needs

Higher-level needs in the ERG model that include feelings of self-worth and competency, and achieving one’s potential

HR Strategy

set of tactics that HR will use to support the organization’s strategy.

High self-efficacy

belief that we can and will perform successfully

Identical elements

training experience that is designed to match the actual job experience as closely as possible.

Implementation Phase

The fourth phase of the ADDIE model that first tries out the training program through dry runs and/or pilot testing and then delivers the actual training.

Internal Strategy

A plan for changing the organization to align it with its competitive strategy.

International Organization for Standardization (ISO)

he ISO, is located in Geneva, Switzerland, and has developed a set of worldwide standards to ensure consistency in product quality by all companies that become certified.

Job aid

A set of instructions, diagrams, or other form of providing information that is available at the job site to provide guidance to the worker.

Job-duty-task method

A structured, task-oriented job analysis method.

Knowledge, Skills, and Attitudes (KSAs)

an acronym that stands for knowledge, skills, and attitudes.

Learning

relatively permanent change in cognition resulting from experience and directly influencing behavior.

Learning objectives

A description of the KSA outcomes that trainees are expected to acquire throughout the training program, and the ways and conditions under which that learning will be demonstrated.

Low-self efficacy

related to concerns about failure

Market Leader

ompetitive business strategy with the goal of finding and exploiting new product and market opportunities.

Massed practice

Training that is done all at once with no substantial rest periods.

Motivation

The direction, persistence, and amount of effort expended by an individual to achieve a specified outcome.

Needs Theory

Theories of motivation describing the various types of human needs that motivate behavior.

Negative Reinforcement

Removal of something that you find annoying, that frustrating, or unpleasant as a result of your behavior.

Negative transfer

A situation in which a person performs less well on the job after he has received training than he did before receiving training.

Nonroutine Technology

Tasks with outcomes that are difficult to predict, where problems occur often and unexpectedly, and solutions are not readily available but need to be developed on a case-by-case basis.

Observational Learning

Learning that occurs through observing others and the types of consequences that result when others behave in particular ways.

Open Systems Model

model that depicts the dynamic relationship an organization has with its environment

Operational analysis

An examination of specific jobs to determine the requirements, in terms of the tasks required to be done, and the KSAs needed to do them, to get the job done. It is similar to a job analysis but is focused on identifying the cause of one or more performance gaps.

Operant Conditioning

A type of learning where specific types of behavior are reinforced.

Organizational analysis

An examination of an organization’s strategy, its goals/objectives, and the systems and practices in place to determine potential causes of an OPG.

Organizational Design

The structural configuration of the organization and the number and formality of rules, policies, and procedures created to direct employee behavior so as to achieve the organization’s objectives.

Organizational Structure

The manner in which an organization organizes itself to get its work accomplished. This includes how labor is divided; the rules, policies, and procedures used for making decisions and how activities of the various units are coordinated.The manner in which an organization organizes itself to get its work accom-plished. This includes how labor is divided; the rules, policies, and procedures used for making decisions; and how activities of the various units are coordinated.

Outcome Evaluation

A measure of the degree to which the training objectives have been achieved as well as other outcomes attributable to training and their value.

Overlearning

Providing trainees with continued practice far beyond the point at which they perform the task successfully.

Part learning

A way of organizing training in which the whole task to be learned is broken down into parts that are taught separately before being put together and taught as a whole.

Performance Gap (PG)

The difference between a person’s expected level of performance and the actual level of performance.

Person analysis

An examination of the employees in the jobs to determine whether they have the required KSAs to perform at the expected level.

Positive Reinforcement

Something desirable happening to you as a result of your behavior—it can be tangible, psychological, or some combination of the two.

Positive transfer

occurs when a person performs better after she received training than she did before training.

Process Evaluation

examination of the way each of the phases of training were conducted to determine if they met expectations. 

Process Theory

Motivational theories that describe how a person translates his needs into behavior designed to satisfy those needs.

Proactive Strategy

long-term plans for achieving the organization’s goals and objectives given the future expectations in the environment.

Proactive TNA

A TNA focusing on a performance problem anticipated in the future.

Procedural Knowledge

A person’s understanding about how and when to apply the facts that have been learned. One of three types of knowledge.

Punishment

Something undesirable that happens to you as a result of your behavior—it can be tangible or psychological or both and can come from the environment or be self-administered.

Rapid Needs Analysis

quicker and less expensive than a full-fledged training needs analysis.

Reactive Strategy

Plans for achieving the organization’s immediate goals and objectives in response to current environmental conditions.

Reactive TNA

A TNA that focuses on a performance problem that currently exists.

Reinforcement Theory

A theory of motivation that uses the Law of Effect to predict behavior

Relatedness Needs

A person’s need to be valued and accepted by others.

Retention

process of storing information in the brain and being able to access what has been stored. This is a key measure of learning.

Routine Technology

Tasks with outcomes that are highly predictable, demonstrate few problems, and use well-structured, well-defined solutions when problems do occur.

Simulations

The use of a device, situation or other means to imitate or closely resemble the work environment and tasks that need to be performed.

Skills

The behavioral capacities that are developed as a result of training and experience that are needed to perform a set of interrelated tasks.

Spaced practice

A way of organizing training so that trainees practice what they have learned with rest periods specifically designed into the program.

Standards

In relation to training objectives, this refers to the level of performance that must be shown by the trainee to signify that the training objective has been achieved.

Strategic Knowledge

A person’s awareness of what she knows and the internal rules that have been learned for accessing the relevant facts and procedures to be applied toward achieving some goal. One of three types of knowledge.

Strategic Planning

A process used to decide how best to meet the demands of the organization’s immediate or anticipated environment.