Unit 3: Human Resource Development Flashcards

1
Q

A strategy of OD that typically involves the process of problem identification, data gathering, feedback of the data to the client group, data discussion and diagnosis, action planning, action, and reevaluation. These processes are recycled as needed to increase organization effectiveness.

A

Action research model

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2
Q

A theory concerning the adult learning process, which advocates an experience-based, problem-centered, participative, and collaborative training method. Also called andragogy.

A

Adult learning theory

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3
Q

Networks of people involved in anytime-anywhere learning. Combines self-study with substantial, rapid, asynchronous interactivity with others who are involved in the learning process.

A

ALN (Asynchronous Learning Networks)

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4
Q

An evaluation procedure in which employers are ranked by identifying the best and worst employees on a list. These names are then removed from the list, and the best and worst of the remaining names are identified. The procedure continues until everyone on the list has been ranked.

A

Alternate ranking

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5
Q

The adult learning process, which tends to be more experience-based, more problem-centered, more participative, and more collaborative than traditional grade school.

A

Andragogy

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6
Q

A training technique in which the trainee, or apprentice, works with a skilled employee who teaches the apprentice how to perform the job.

A

Apprenticeship

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7
Q

A series of problem-solving and decision-making activities in which groups of employees interact. ___________________ are typically used to assess the management potential of employees; however, they also can be used for training purposes.

A

Assessment centers

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8
Q

The phase of the systems model of training in which the need for training and development is examined, as well as the resources available to provide the training both within the organization and in the external environment.

A

Assessment phase

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9
Q

A form of graphic rating scales where each point along the scale is accompanied by a specific behavioral description.

A

BARS (Behaviorally anchored rating scales)

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10
Q

The objectives of a training program written in specific behavioral terms that describe the behavior the trainee is expected to learn, the standards of performance the trainee is expected to achieve, and the requirements and time limitations for how the behavior is to be performed.

A

Behavioral objectives

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11
Q

A performance evaluation method that consists of reporting how frequently certain behaviors are observed.

A

BOS (Behavioral observation scales)

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12
Q

The development of a sequential series of career activities that an individual might pursue during his or her career.

A

Career pathing

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13
Q

a post test-only design where data are collected only after a training program has been completed.

A

Case study

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14
Q

A form of performance evaluation bias: The tendency for an evaluator to give average ratings to all employees.

A

Central-tendency effect

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15
Q

The process of combining several responses together to form a series of activities that are performed sequentially.

A

Chaining

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16
Q

A form of learning involving responses of the autonomic nervous system where a conditioned stimulus (CS) is paired with an unconditioned stimulus (UCS) to produce a conditioned response.

A

Classical conditioning

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17
Q

An evaluation procedure in which employees are simply placed in different categories describing their overall performance.

A

Classification procedure

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18
Q

The knowledge, skills, abilities, and behaviors that are essential for successful performance.

A

Competency

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19
Q

A form of programmed instruction in which the trainee interacts with a computer to learn new information and answers questions asked by the computer.

A

Computer-assisted instruction

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20
Q

To maintain their professional certification, many professionals are required to obtain credit for educational experiences. Often referred to as CEUs.

A

Continuing education units

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21
Q

The group in a study or experiment that does not receive the training.

A

Control group

22
Q

a learning experience that combines both work and education. Students work as employees in an organization under the direction of their supervisors and academic instructors.

A

Cooperative education

23
Q

Total Cost of Training ÷ Number of Trainees

A

Cost per trainee

24
Q

Essay descriptions of especially good or bad responses by employees to their jobs. These descriptions are useful in identifying the important dimensions of successful performance.

A

Critical incidents

25
Q

While training refers to the acquisition of specific skills or knowledge, education is much more general and attempts to provide students with general knowledge that can be applied in many different settings.

A

Difference between training and education

26
Q

Training that focuses on changing managers’ assumptions about the value of openness and feedback and making their behavior congruent with how they. think they behave.

A

Double-loop learning

27
Q

The process of acquiring general knowledge and information that usually results in a broadening of the responses students are likely to make.

A

Education

28
Q

The phase of the system model of training in which the evaluation occurs. The trainees are evaluated to determine whether the training was successful based on the criteria established in the assessment phase.

A

Evaluation phase

29
Q

Activities that involve a group of individuals in making decisions and solving problems. The group members learn from participation in the group activity as well as from the group discussion about the activity.

A

Experiential group exercises

30
Q

The group in a study or experiment that receives the training.

A

Experimental group

31
Q

1) learning is experience base, 2) learning is problem-centered, 3) learning is enhanced by active participation, 4) learning is collaborative, 5) learning requires involvement.

A

Five principles of andragogy

32
Q

An evaluation procedure that contains pairs of items, both sounding equally desirable, but only one item in each pair is actually descriptive of an outstanding performer.

A

Forced-choice technique

33
Q

An evaluation procedure that requires the evaluator to classify employees according to a predetermined percentage in each category.

A

Forced distribution

34
Q

1) reactions, 2) learning , 3) behavior, and 4) results.

A

Four criteria for evaluating training programs

35
Q

An evaluation procedure consisting of specified dimensions of performance and a rating scale for each dimension to evaluate the employee’s behavior.

A

Graphic rating scales

36
Q

A form of evaluation bias in which one attribute influences the evaluation of other traits. Sometimes a distinction is made between the influence of positive and negative characteristics, “halo effect” referring to the influence of one positive perception, and “horn effect” referring to the influence of one negative perception.

A

Halo effect

37
Q

An explanation for learning plateaus that suggests that different habits must be acquired. Improvements in performance are not observed until new habits are learned.

A

Hierarchy of habits

38
Q

The historical events occurring between the pretest and posttest of a research design that provide competing explanations for any effects that are observed. This is one of the confounding influences that threaten the internal validity of a training evaluation design.

A

History

39
Q

The process of learning new behaviors by observing others and by modeling their behavior (also called vicarious learning).

A

Imitative learning

40
Q

Part of the training-needs analysis that examines the abilities of individual employees to identify deficiencies in their performances.

A

Individual analysis

41
Q

The process of teaching and explaining what is right and why it is right.

A

Induction

42
Q

A learning experience in which students are able to work for a period of time and apply the information they have learned.

A

Internship

43
Q

The degree of consistency between two evaluators who have evaluated the same employee or job applicant.

A

Inter-rater reliability

44
Q

Making a job larger by adding more of the same kinds of elements

A

Job enlargement

45
Q

An extensively used training technique that consists of showing a trainee how to perform an activity and supervising the trainee’s attempts to learn it.

A

Job-instructive training

46
Q

A training technique that involves transferring trainees to different jobs to broaden their focus and to increase their knowledge

A

Job rotation

47
Q

Simplifying a job by reducing the number of elements or activities performed by a job holder. it normally involves more repetitive activities with short work cycles.

A

Job specialization

48
Q

A training technique that consists of assigning new trainees to an executive board responsible for making a decision.

A

Junior boards

49
Q

Also known as sensitivity training ore T-group training. This type of training consists of an unstructured group discussion in which the participants talk about their personal feelings and reactions toward each other.

A

Laboratory training

50
Q

Graphs illustrating the number of correct responses or the percentage of correct responses during successive learning trials.

A

Learning curves