APHR Workbook Development and Retention Exam: Comprehensive Questions and Answers, Exams of Human Resource Management

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APHR Workbook Development and Retention Exam | Comprehensive Questions and

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Copyright Act of 1976 - ✔✔The right or privilege the author has to exclude others from printing or otherwise duplicating, distributing or vending copies of his/her literary, artistic and other creative expressions employer owns copyright of - ✔✔employee's work done in the course of business; works created by a consultant or freelancer, where there is a written agreement fair use - ✔✔allows use of copyrighted work in certain situations without first obtaining permission Americans with disabilities act - ✔✔must ensure training facilities and materials are accessible two components of career development - ✔✔career planning and career management career planning - ✔✔the deliberate educational and development activities of individuals to enhance and control the director of their own career career management - ✔✔the org's involvement in the employee's career plan preparation for work - ✔✔age 0-25; assessing occupations, choosing an occupation, acquiring necessary education Organizational entry - ✔✔age 18-25; first job early career - ✔✔age 25-40; becoming technically proficient, assimilating into organizations culture mid-career - ✔✔age 40-55; reexaminiation of career choices; challenges: plateued and obsolescence

Late career - ✔✔age 55-retirement; problems: remain productive and keeping self-esteem, disengaging from work (Retirement) Protean Career (Hall and Mirvis) - ✔✔each person's career is unique an dindivudals reinvent their careers over time Multiple career concept model - ✔✔linear, expert, spiral, transitory linear - ✔✔movement up the org's hierarchy, motivated by increased achievement and power; variable time line expert - ✔✔specialty knowledge and skill; motivated by increased achievement and power; variable time line spiral - ✔✔progression of moves through related occupations; gains high level of competence before moving on (7 to 10 years); motivated by creativity and personal growth transitory - ✔✔frequent moves to unrelated jobs or fields; motivated by variety and independence fast track programs - ✔✔programs that allow managers with greater potential than others to advance rapidly within the org job enrichment - ✔✔increasing hte depth of a job by adding more meaningful responsibilties job enlargement - ✔✔broadening the scope of the job by expanding the number of duties and tasks galss ceilings - ✔✔invisible barrier that prevents women/protected groups from advancing to executive positions within the org

glass walls - ✔✔difficulty moving between organizational functions glass elevators - ✔✔ability to move up only within an organizational function keeping plateaued employees motivated - ✔✔lateral moves; temp assignments; committee assignments dual-career partnerships - ✔✔couples that follow their own career paths while actively supporting each other's career development Maslow's hierarchy of needs - ✔✔lower needs must be fulled before a person will try to meet higher needs Herzberg's motivation-hygeine theory - ✔✔two dimensional between hygiene factors and motivation factors; The presence of hygeine factors does not create satisfaction or motivation, but the absence of hygeine factors causes dissatisfaction even if the motivation factors are present hygeine factors (external) - ✔✔demotivators: cause dissatsifaction if missing, presence does not create satisfaction motivation factors (internal) - ✔✔increase motivation to do good job; opportunity for recognition, achievement, growth McGregor's theory X and theory Y - ✔✔Theory Y - most people want an dlike to work, get satisfaction from job well done, dislike rigid controls Theory X- most people don't like work, must be closely controlled and forced to work Adam's equity theory - ✔✔people want to be treated fairly; compare themselves to others in similar positions; adjust behaviors to compensate for feeling of inequity porter and lawler model - ✔✔focus on the value a person places on a goal, and their perception of fairness (equity) compared to others

Vroom's expectancy theory - ✔✔behaviors are linked to outcomes; outcomes have varying degrees of value/worth for different people; individuals believe certain behaviors are associated with success, determining the individuals decision regarding effort for the associated outcome social learning (self-efficacy) theory - ✔✔judgments people make about their ability to take the courses of action necessary to deal with prospective situations emotional intelligence (EI) - ✔✔the ability to perceive and understand personal feelings and those of others Behavioral reinforcement theory (skinner) - ✔✔behavior is determined based on consequences regulatory training - ✔✔OSHA, EEO, Harassment Prevention new employee orientation training - ✔✔org. info. basic skills training - ✔✔skill development, sales training, quality technical skills training - ✔✔new employees, new skills, new equipment interpersonal development training - ✔✔problem-solving, diversity, work/family issues, stress management management and supervisory training - ✔✔planning, org., coaching, communicating, interviewing, selection, performance evaluation, performance management vestibule training - ✔✔training on off-the-job equipment behavior modeling - ✔✔modeling the behaviors of other high performers

ADDIE Model of Training - ✔✔Assessment, design development, implement, evaluation five elements of a training objective - ✔✔SMART; specific, measurable, action-oriented, realistic, timely Kirkpatrick's four levels of evaluation - ✔✔reaction, learning, behavior, results reaction - ✔✔ask trainees to evaluate the training using checklists, questionnaires, or interviews; easiest to administer; least reliable results learning - ✔✔test trainees to see if training make the difference behavior - ✔✔observe job perofmrance results - ✔✔measure changes in performance or behavior using performance tests and obeservation immediate confirmation - ✔✔most learn besit if reinforcement given soon two condition to be met for successful training - ✔✔ability to immediately apply new skills to the job; ability to use the new skill over time decreasing returns - ✔✔most common learning curve; learn the basics quickly, then learning slows increasing returns - ✔✔slow to begin, then learning becomes easier as basics are mastered S-shaped curve - ✔✔easy to start, then more difficult, then easy plateau curve - ✔✔fast at first, then plateau (no progress)

performance management - ✔✔processes and systems used to identify, encourage, measure, communicate, evaluate, improve and reward employee performance performance appraisal - ✔✔the process of evaluating how well employees perform their jobs when compared to a set of standards, and then communicating that information back to employees graphic rating - ✔✔a scale that allows the rater to mark an employee's performance on a continuum checklist - ✔✔a set of adjectives or descriptive statement; rater checks item if employee possesses the trait listed; score equals the number of items checked forced choice - ✔✔rater chooses between predetermined statements to rate on employee's performance paried comparison - ✔✔ranking employees in pairs and then choosing which would be the better employee behavioral anchored rating (BARS) - ✔✔an appraisal method that combines narrative critical incidents and quantified ratings by anchorint a quantified scale with specific narrative examples of good and poor performance Behavioral observation (BOS) - ✔✔measures the frequency of desired behaviros Behavioral expectation (BES) - ✔✔rated on achievement of desired goals Management by objectives (MBO) - ✔✔details the performance goals taht an individual and manager agree the employee will attain within a specified period of time Field review - ✔✔observation of work performance by someone outside of the direct chain of command recency effect - ✔✔rater gives greater weight to recent events

primacy effect - ✔✔into received first receives the most weighting central tendency error - ✔✔rating all employees in a narrow range in the middle of the rating scale halo effect - ✔✔rating an employee high in all areas because of performance in one area horn effect - ✔✔rating an employee low in all areas because of performance in one area contrast error - ✔✔rating people relative to each other rather than toward performance standards similar/different to me - ✔✔basing ratings on perceived similarites or difference to the rater strictness or leniency - ✔✔rating all employees either high or low depending on the supervisor's overall inclination to judge performance harshly or leniently sampling error - ✔✔rator has seen only a small portion of employee's work, and is not a good sampling of work performed