MOS UNIT4: Training & Performance Appraisal

MOS1021 MIDTERM#2

Training

An organization’s planned effort to teach job-relTraining

Development

Formal education, experiences, and assessments that prepare employees for future roles

Instructional Design

-- A systematic process to build training that meets identified needs and objectives.

Learning Management System (LMS)

Software that administers, delivers, and tracks training and development

Needs Assessment --

Determining if and what training is required to address performance gaps.

Organization Analysis --

Evaluates strategy, climate, and constraints to set the context for training.

Person Analysis --

Identifies who needs training and clarifies learner characteristics and readiness.

Task Analysis --

Identifies key job tasks, KSAOs, conditions, frequency, and performance standards to train.

Readiness for Learning --

Mix of learner characteristics and supportive work environment that permits training

Cognitive Ability

-- Learner’s verbal, quantitative, and reasoning capacity relevant to training success.

Motivation to Learn

-- Willingness and desire to engage in and apply training content

Situational Constraints

-- Environmental limits (time, budget, equipment) that affect training and transfer.

Social Support

-- Manager/peer encouragement and resources that sustain learning and transfer.

Communities of Practice

-- Employees who share knowledge and develop common work practices together.

Self-Efficacy --

Belief in one’s capability to learn/perform a task; boosts learning and transfer.

Training Objectives --

Specific statements of expected performance, conditions, and acceptable standards.

Request for Proposal (RFP) --

Document sent to vendors specifying required training services and evaluation.

Programmed Learning

-- Self-paced prompts with immediate feedback that reduce training time.

Classroom Training --

Instructor-led, lecture/discussion format effective for large groups.

On-the-Job Training (OJT) --

Guided practice at the workplace under an experienced employee.

Job Instruction Training (JIT) --

Structured OJT that breaks tasks into steps with key points and reasons.

Adventure-Based Learning --

Physically challenging activities to build teamwork, leadership, and trust.

E-Learning --

Web/intranet-based modules for scalable, consistent delivery.

Simulations --

High-fidelity practice of job situations in a safe, controlled environment.

Vestibule Training --

Simulated work setting using the same or similar equipment as the job.

Apprenticeship --

Blended OJT and classroom method for skilled trades over an extended period.

Internship --

Shorter work-study experience linked to an academic program.

Case Study --

Analyzing written scenarios to practice diagnosis and decision-making.

Business Games --

Competitive scenarios where teams make decisions and see outcomes.

Behaviour Modelling -

- Observe a model, practice the behaviour, receive feedback and reinforcement

Experiential Learning --

“Do–reflect–apply” activities that tie directly to job realities.

Team Training --

Builds collective skills for interdependent work (cross-training, coordination, leader training).

Cross-Training --

Teaching team members each other’s roles to increase flexibility.

Coordination Training --

Teaches teams how to share information and make joint decisions effectively.

Team-Leader Training --

Develops leaders’ skills to guide and support team performance.

Avatars --

Computer-generated characters used for role-play practice in online training.

Virtual Reality (VR) --

Immersive 3-D environments for interactive skill practice.

Electronic Performance Support System (EPSS) --

On-demand digital job aids and expert guidance.

Physical Fidelity --

Degree training mirrors the job’s physical features and tools.

Psychological Fidelity --

Degree training develops the same KSAOs required on the job.

Transfer of Training -- Extent learned behaviours are applied and maintained back on the job.

Extent learned behaviours are applied and maintained back on the job.

Overlearning --

Practice beyond mastery to ensure durable, automatic performance.

Practice Variability --

Training across diverse scenarios to strengthen generalization.

Massed Practice --

Long, single sessions; less effective for retention and transfer.

Distributed Practice -

- Shorter, spaced sessions; more effective for retention and transfer.

Validation (Pilot Test) --

Trial run with representative learners to confirm objectives are met.

Implementation --

Organization-wide rollout while maximizing conditions for transfer.

Controlled Experimentation --

Using comparison groups to evaluate training impact rigorously.

Kirkpatrick Level 1 (Reaction) --

Trainees’ satisfaction and perceived relevance of training.

Kirkpatrick Level 2 (Learning) --

Knowledge/skill gains measured via tests or demonstrations.

Kirkpatrick Level 3 (Behaviour) --

Change in on-the-job performance (evidence of transfer).

Kirkpatrick Level 4 (Results) --

Organizational outcomes (e.g., quality, sales, safety, satisfaction).

Negligent Training --

Legal claim when inadequate training leads to third-party harm or loss.

Performance Management --

System that defines, measures, and develops workforce performance aligned to strategy.

Strategic Purpose (PM) --

Aligns employee behaviour with organizational goals and culture.

Administrative Purpose (PM) --

Informs pay, promotion, retention, and other HR decisions.

Developmental Purpose (PM) --

Identifies strengths/weaknesses to guide growth and coaching.

Task Performance --

Direct contribution to core job processes and outputs.

Contextual Performance --

Indirect contribution via citizenship behaviours that support effectiveness.

Defining Expectations --

Clear, measurable, job-related standards known in advance.

Coaching --

Ongoing, two-way guidance to improve performance and build capability.

Formal Appraisal Discussion --

Structured 1:1 review to reinforce strengths and address gaps.

Legally Defensible Standards --

Relevant, broad enough, specific, and applied consistently.

Validity (Appraisal) --

Appraisal accurately reflects true job performance.

Reliability (Appraisal) --

Appraisal yields consistent ratings for the same performance.

Graphic Rating Scale --

Rates proficiency on defined attributes using a numeric scale.

Alternation Ranking --

Iteratively rank best, worst, next best, next worst, and so on.

Paired Comparison --

Compare every employee against every other on a criterion

Forced Distribution --

Assign fixed percentages to performance categories (e.g., top/middle/bottom).

Critical Incident Method --

Log of notably effective/ineffective behaviours used in feedback.

Behaviourally Anchored Rating Scales (BARS) --

Behavioural examples anchor points on each dimension.

Behaviour Observation Scale (BOS) --

Rates frequency of critical behaviours over time.

Management by Objectives (MBO) --

Jointly set specific, measurable goals and review progress.

Balanced Scorecard --

Integrates financial, customer, process, and learning/growth perspectives.

Organizational Behaviour Modification (OBM) --

Define, measure, and reinforce target work behaviours.

Supervisor Ratings --

Common source; knowledgeable but may have limited observation windows.

Peer Ratings --

Colleagues observe day-to-day; risk of “logrolling” collusion.

Subordinate Ratings (Upward Feedback) --

Employees rate managers; fear of repercussions can bias.

Self-Ratings --

Insightful but prone to inflation; useful as a discussion starter.

Committee Ratings --

Multiple managers; improves fairness and reliability.

360-Degree Appraisal --

Multiple sources (manager, peers, subordinates, customers, self) via anonymous input.

Unclear Standards Error --

Vague traits or scales lead to inconsistent interpretations.

Halo Error --

One positive trait inflates ratings on unrelated dimensions

Horns Error --

One negative trait deflates ratings on unrelated dimensions.

Leniency Error --

Rater gives uniformly high scores to everyone.

Strictness (Severity) Error --

Rater gives uniformly low scores to everyone.

Central Tendency Error --

Rater avoids extremes and clusters in the middle.

Recency Effect --

Overweighting the most recent performance period.

Primacy Effect --

First impressions unduly shape all subsequent ratings.

Contrast Error --

Comparing employees to each other instead of objective standards.

Similar-to-Me Bias --

Higher ratings for those perceived as similar to the rater.

Appraisal Bias --

Ratings influenced by non-performance factors (e.g., demographics, past events).

Calibration Session --

Managers reconcile ratings together to reduce error and increase consistency.

Rater Training --

Teaching raters to recognize errors and apply tools correctly.

Multiple Raters --

Using several sources to improve validity, reliability, and perceived fairness.

Merit Pay --

Pay increases tied to appraisal results and achievement of standards.

Consequences (PM) --

Meaningful rewards or corrective actions linked to evaluated outcomes.

Career Development Discussion --

Plan specific actions and supports to close performance gaps.

Performance Improvement Plan (PIP) --

Documented goals, supports, and review dates to remedy deficiencies.

Legal Defensibility (PM) --

Clear criteria, documentation, training, and unbiased application protect against claims.