Ise 402 Study Guide Exam 3

ch 14

Training and Development

Training

• Improving skills in current job

• short-term focused

• More likely to have concrete objectives (ex. learn how to build a widget)

• Usually done in a group

Development

• Creating skills for future positions

• Long-term focused

• More likely to have “soft” objectives (e.g., improve leadership)

• Usually individual focused

Training Outcomes

• Improve Knowledge (ex. knowledge about a new company policy

• Improve Skills (ex. negotiation skills)

• Change Attitudes, Boost Motivation, Increase Self-Efficacy

💮Training Design Steps

1. Need Assessment

2. Set objectives

3. design training

4. deliver training

5. ensure transfer

6. evaluate training

💮Training Design Steps-Need Assessment

1. Identify Macro Goals & Constraints

   • why might training be needed) and (culture, legal issues, money)

2. Determine requirements

   • Who is being trained? What jobs? What methods might work for those people/jobs?

3. Identify performance dimensions to improve.

4. Identify KSAOs to target.

5. Develop performance change goals.

**like job anaylisis

💮Training Design Steps-Set Objectives

• What are the trainees expected totake away from the training?

• specific objectives

• Bloom’s Taxonomy

• Bloom’s Taxonomy

a hierarchical framework used by educators to classify educational learning objectives

💮Training Design Steps-Design Training

• Decide how you are going to… 

  • train the specific skills

  • ensure transfer

  • evaluate training success

💮Training Design Steps-Design Training- Common Training types

• Class- inperson/ online

• Simulation⭐

• On the Job Training⭐- learn as they go

• Error Management Training⭐- encourage them to make mistakes

Factors That Affect Training Effectiveness

• Work Environment

  • Supportive environment: support from supervisors, top management, peers, etc.

  • Transfer climate: whether the overall organizational or work group procedures encourage applying learning.

• Training Intervention

  • Framing training as an opportunity

  • Various practices (during training)

  • Feedback (during & after training)

  • Lecture: knowledge outcomes

  • Behavioral modeling: skill outcomes

• Trainee Characteristics (In General)

  • Cognitive Ability

  • Personality: conscientiousness, openness to experience

  • Goal orientation: learning/mastery and performance-prove orientation better than performance-avoidance orientation

  • Motivation

  • Voluntary participation

Note: Different trainees will benefit from the same training intervention to different extent (Aptitude-Treatment Interaction, ATI).

Key to Effective Training

• Link every action/fact to a training objective

• consider trainee characteristics

• Keep your trainees motivated and engaged

💮Training Design Steps-Deliver Training

do training

💮Training Design Steps-Ensure Transfer

• transfer of learning- usability of learning

• TRAINING IS USELESS WITHOUT TRANSFER

• Ways of Improving Transfer

  • Application Exercises in Training

  • Mechanisms to Encourage Skill Use After Training

💮Training Design Steps-Evaluate Training

• Determines whether the training ACTUALLY WORKED

• Evaluation Methods

  • Pre-Post Test Format vs. Posttest Only Format

  • Measure Knowledge Acquisition

    • Test factual or procedural memory

    • Test integration of facts

  • Assess Transfer

    • Immediately after training

      • Test for application knowledge

      • Ask for intended use of knowledge/skills

    • Later on

      • Ask if they HAVE ACTUALLY USED the knowledge and skills learned

  • Assess Performance

    • 
      

💮Individual Development Activities

• Goal: increase personal effectiveness and efficiency, career development, etc.

• Rationale: identify personal strengths and weaknesses, and make plan for improvement.

• Softer Skills

  • Leadership

  • Organization

  • Interpersonal skills

• Career Guidance

  • How to Advance

  • How to Get Noticed

  • How to Develop and Maintain a Good Reputation

💮Individual Development Activities- Activities

• Assessment/Test (development focused)

• Goal Setting- skills you want to improve 5 years in the future

• Mentoring- one on one

• Coaching- improve skill specific

• Workshops- training classes

Ch. 17

Teams

• Work Groups:

• a collection of two or more people who interact with one another and share some interrelated task goals.

  • Interaction

  • Interrelatedness

Work Teams:

• a type of work groups

• The actions of individuals must be interdependent and coordinated.

• Each member must have a particular, specified role.

• must be common task goals and objectives.

Common types of teams

• By Duration- different durations depending on the state and purpose

  • Temporary

  • Long Duration

• By Goals

  • Problem Resolution- exist for solving problems of certain kinds

  • Creative- make new products or new services

  • Tactical Teams- implement something that is already been designed

  • Hybrid- bit of everything

Level of Analysis

• Levels

  • Organization

  • Team

  • Person

• Cannot compare measurements across levels

• Must reflect the level its measuring

💮Measuring Team Variables

• Team Level Data

• Aggregate Individual Data into Team Level Data

• Multilevel Analysis

• 💮Measuring Team Variables-Aggregate Individual Data

• Collective Team’s Personality

• Collective Satisfaction

• Don’t Pick This Randomly

• ex. take average, weigth , sum

💮Measuring Team Variables -Team Level Data

• Team’s work output

• Team’s work quality

Important Team KSAOs

• Knowledge of teamwork: how individuals can effectively work together and develop good working relationships with each other.

• Social skills: communicating with and influencing others.

• Other Characteristics: collectivism better than individualism

• The team as a whole needs to have certain knowledge and skills

Roles

 functions and responsibilities in the groups or teams

• Depends on the team

• Which role is more dominant, formal or informal?

Types of roles

• Formal role

• Informal role

• Informal role:

• came from group interaction (ex. subjective jobs)

• Formal role:

• specified by the organization, in the job description. (ex. title job)

💮Common Informal Roles- c

• leadership

• Work Completion

  • Worker

  • Creator- innovative solutions

  • Completer-Finisher- ties up lose ends

• Liaison - keep track & get resources

  • Resource Manager

• Team Maintenance- resolve conflict amongst team

  • Monitor-Evaluator

  • Team Facilitator

💮Common Informal Roles- leadership

• overview

• Leader- role setter

• Shaper- priority setter

💮Common Informal Roles- c

💮Common Informal Roles- c

💮Common Informal Roles- c