C235 TRAINING AND DEVELOPMENT (160 TERMS)QUESTIONS WITH 100%CORRECT ANSWERS 2024 LATEST AP, Exams of Training and Development

Download C235 TRAINING AND DEVELOPMENT (160 TERMS)QUESTIONS WITH 100%CORRECT ANSWERS 2024 LATEST AP and more Exams Training and Development in PDF only on Docsity! C235 TRAINING AND DEVELOPMENT (160 TERMS)QUESTIONS WITH 100%CORRECT ANSWERS 2024 LATEST APPROVED(ACTUAL EXAM) 360 Degree Review - Answer Receiving feedback from all those affected by the work of a particular individual, including customers, suppliers, bosses, subordinates, peers, and others. 4 Cs - Answer Communication skills, collaboration skills, cognitive skills, and consulting skills. ABC Rule - Answer A way in which to deliver both positive and negative feedback that is non-accusatory and non-inflammatory ("When you do A, then I feel B, and the organizational consequences are C"). ADDIE Model - Answer A common framework for training and development where the five steps in the model are Assessment, Design, Development, Implementation, and Evaluation. ASTD Competency Model - Answer States the competencies needed by trainers and facilitators, including "foundational" competencies, such as interpersonal skills (e.g., communicating effectively), business and management knowledge (e.g., thinking strategically), and personal traits (e.g., adaptability). Action Learning - Answer An approach to leadership development that integrates classroom learning and on-the-job learning by working on real problems. Adverse Impact - Answer A substantially different rate of selection in hiring, promotion or other employment decision which works to the disadvantage of members of a race, sex or ethnic group. Affirmative Defense - Answer Supervisors are taught what sexual harassment is, how to prevent it, and what to do in case an employee claims that he or she has been a victim of sexual harassment. Alternation Rankins - Answer A ranking approach where a supervisor will identify the top and bottom performers, remove their names from the group of ratees, and repeat this process until all employees are ranked. Action Plan - Answer A plan developed at the end of training to aid in transfer, overcoming potential obstacles back at work, and avoiding relapse. Asychroneous - Answer A type of e-learning in which students do not interact at the same time, but whenever they are available. Behavior Model Training - Answer One well-researched approach to developing leaders in a classroom setting, particularly at the supervisory level. Behavior Shaping - Answer Refers to the selective reinforcement of successfully approximate performance of a target behavior until the target is achieved. Behavior thinking - Answer If what a leader is doesn't seem to explain effectiveness, perhaps it is what a leader does. Behavior Objective - Answer Clearly states what a participant should be able to do at the end of the program. Behavioral Related Anchor Ranking Scales - Answer A ratings approach where several dimensions of job performance are drawn from a job analysis and "anchored" at each of several points with statements of behavior reflecting the level of performanc Blended Learning - Answer All information and knowledge sharing that has been done in class traditionally through lecture is "flipped" to an online environment and class time is used instead for discussion, synthesis, and application. Build Up Aproach - Answer Strong experimental evidence at lower levels in the training evaluation model was used to support the less direct and less conclusive evidence at the higher levels of the model. Early Career Stage - Answer This stage usually occurs during our 20s where we learn the job as well as organizational rules, norms, and culture. This is also the stage where action skills and competencies are developed. Electronic Performance Support System (EPSS) - Answer Computer access that provides expert advice when an employee faces a problem and also feeds information to the training department about the kinds of challenges employees have difficulty dealing with. Emotion Inteligence - Answer (EQ) The ability to monitor and regulate one's own emotions, sense the emotional states of others, and behave in ways that are sensitive and effective in a given interpersonal situation. Employment Security - Answer As contrasted with "job security," here employees' skills will be kept current so that if the present employer finds at some time in the future that it cannot afford to keep the employee on its own payroll, his or her job skills will be readily marketable to other organizations. Evaluation - Answer Represents the task of evaluating the effectiveness of training programs. It tries to establish what the training program actually accomplished. Evaluation involves the systematic collection of data and information necessary to make effective decisions related to the selection, adoption, value, and modification of training activities. Evaluation Criteria - Answer Can be summarized by Kirkpatrick's 4-level training evaluation model: reactions, learning, behavior, results. Evaluation Orientation - Answer On which of the following categories a performance appraisal will be measured: Person (traits), Process (behaviors), Product (results). Expatriation - Answer Sending Employees overseas Experimental Designs - Answer Allow the training evaluation to be conducted in such a way as to help rule out alternative explanations for any observed improvements in learning. External Forces for Change - Answer External Forces for Change: Outside influences that can impact an organization, such as Demographic Changes, Technological Advancements, Customer and Market Changes, Social and Political Pressures. Externships - Answer Where a promising young employee spends time at another firm. Fair Use - Answer A provision of the Copyright Act that allows the use of copyrighted works under certain conditions depending on purpose, nature, percent, amount, and effect on market value. Far Transfer - Answer The trainees' ability to apply learned knowledge and skills to a work environment that may be quite different from the training environment. Feedback - Answer The vital link that permits knowledge of results and informs trainees to whether or not they're on the right track. Fidelity - Answer The extent to which the training environment mimics the work environment, and, as such, represents a reasonable goal for all training settings. Forced Distribution - Answer A ranking approach where the rater is forced to divide candidates into predetermined categories (e.g., top 10% will receive excellent, bottom 20% will receive unsatisfactory). Generativity - Answer Developing something of value for other people, something lasting. Gestalt Learning - Answer Adult learners should understand the big picture, then they can be introduced one at a time to the smaller pieces that fit together. Glass Ceiling - Answer Barriers that have blocked women and minorities from advancing in corporate hierarchies. Globalization - Answer The process of interaction and integration among the people, companies, and governments of different nations, a process driven by international trade and investment and aided by information technology. HR Competency - Answer As defined in the Utah State University competency model, it is a configuration of knowledge, skills, and traits that leads to effective performance in human resource management. High Performance Work Practices - Answer A set of complimentary work practices associated with organizational success and focused on three broad areas: high employee involvement, skill development, and rewards. Hudson's Renewal Cycle - Answer A cycle of adult development involving 4 phases: go for it (1), stuck in the doldrums (2), cocooning (3), and getting ready for the next chapter (4). When stage 2 is hit there has to be a decision for a mini-transition or a life transition. A major life change leads to phase 3, a mini-transition back to phase 1. Human Capital - Answer The knowledge, competency, and motivation that resides in the human resources of an organization. HR Management - Answer The entire set of activities used by an organization to align its human capital with organizational objectives and strategies. Ice Cube Model of Change - Answer Developed by Kurt Lewin, this model suggests that no change happens without some "unfreezing" event. And, in turn, no change sticks without some "refreezing" event. Identity Stage - Answer Begins in the late teenage years and is a time of searching for values and role models and testing various possible ego identities. Intangible Resources - Answer As opposed to tangible resources (such as plant and equipment), these resources are difficult to quantify and to copy. Examples include tacit knowledge of employees, informal networking systems, intellectual property, and certain organizational capabilities such as a short product development cycle time. International Dynamics - Answer Younger supervisors learn how to interact more effectively with older subordinates and vice versa. Offshoring - Answer Moving manufacturing operations outside the boundaries of the home country of a global company. On-Boarding - Answer A type of training in which employees acquire the necessary knowledge, skills and behaviors, to become effective organizational members; an extended version of orientation. On-the-job Training - Answer Here the supervisor—or sometimes peers— consciously tutor the trainee in key skills, knowledge, and information that are necessary to do a particular job successfully. Open Systems - Answer A system, such as an organization, where its elements must constantly interact with, and adjust to, their environments in order to survive. Open systems, by definition involve inputs, throughputs, and outputs. Organizational Analysis - Answer An investigation of system-wide components of an organization that may affect the design, conduct, and effectiveness of training beyond those considerations that apply at the task and individual level. Organizational Development - Answer Learning at the group and/or organization level. OD typically follows a four-step problem solving process including diagnosis, intervention, evaluation, and feedback. Organizational Culture - Answer The behavior of humans within an organization and the meaning that people attach to those behaviors. Orientation - Answer The single most common type of training program. Typically the first training program a new employee encounters, designed to clarify expectations, policies, the business model, organizational culture, etc. Outdoor Management Training - Answer Training programs which consist of a series of perceived high-risk activities—such as rock climbing or river running—that force participants to take another look at themselves, their propensity to take risks, and their individual approaches to dealing with problems and with stress. Overlearning - Answer Practicing tasks until they become second nature Paired Comparison - Answer A ranking approach where every subordinate is compared to every other subordinate on each dimension of performance. People Oriented Behaviors - Answer Are those behaviors aimed at helping employees meet social and esteem needs, giving encouragement and reinforcement, asking for employee input, and listening to their concerns. Performance - Answer The behavior or results of behavior exhibited by an individual that have been measured and evaluated by the organization. Performance Appraisals - Answer The overall assessment of performance for a period of time designed to help determine pay and employment conditions. Performance Goals - Answer A statement of results to be achieved by a single employee or group within a certain time frame; typically applied in non-repetitive situations. Performance Management - Answer A cycle of activity that involves defining goals for employees, observing performance and providing feedback, and then conducting a formal performance review. Performance Standards - Answer A performance expectation that must be met over and over; usually associated with jobs involving routine, repetitive tasks. Person Analysis - Answer Assessment of certain characteristics of the person which will be useful in the design of subsequent training. Pilot Program - Answer First attempt of any training program where facilitators and training managers can evaluate the sequencing of content, assess the effectiveness of the chosen learning activities, assess the time allotted, determine if the physical space and layout are appropriate, and test out various assumptions about program design, development, and implementation and make changes as necessary. Positive Leadership Theory - Answer Theory that focuses on the positive aspects of work climate such as compassion, meaningfulness, and support. Positive Transfer - Answer Learning in training results in better performance back on the job. Post-arrival Training - Answer In-country training that may include on- going language instruction as well as additional sensitivity training in cultural differences. Pre-experimental Design - Answer An experimental design that offers the least control when it comes to drawing conclusions about causality. It includes single group post-test only, or case studies, and single group pre- test/post-test. Weakness of this design stem from its lack of control and randomization. Pre-training motivation - Answer Getting trainees ready and excited for training so that there is an increase in interest and retention. Pre-work - Answer A way to stimulate interest by sometimes assigning one or two readings, or a realistic case study, to be analyzed in advance of the training. Procedural Knowledge - Answer The ability to perform the skills taught in training. Psychological Contract - Answer The expectations—often unspoken—that employees have of employers and vice versa. When expectations match up with contributions on the other side, the psychological contract is sound. Quasi-Experimental Designs - Answer An experimental design that offers more control than pre-experimental designs due to its inclusion of a control group. But, its lack of randomization is a major drawback in establishing a cause and effect relationship from an experiment. The two designs included in this category are non-equivalent control group and time series. ROI - Answer A profitability ratio that can be utilized as an objective measure of effectiveness of a training program. It can be calculated by dividing the "return" of the training by the "investment" costs of the training. Randomization - Answer The random assignment of participants of an experiment to a control or training group. Random assignment allows for synchronous - Answer A type of e-learning wherein the participants gather in real time to interact with the facilitator, the course content, and the other participants. Systems - Answer A set of elements standing in interrelationship to themselves and to their environment. Task Analysis - Answer A detailed statement of the conditions under which a task is performed, as well as the duties, responsibilities, and activities associated with the task. Task-oriented Behaviors - Answer Include things like focusing on employee performance, clarifying rules and processes, determining employee roles and goals, removing roadblocks to performance, and working across department boundaries to make it easier to get work done. Team Building - Answer A five-dimensional model of leadership behavior that is based on a large survey. The five-dimensions of the model include challenge the process, inspire a shared vision, enable others to act, model the way, and encourage the heart. Theory of Identical Elements - Answer Proposes that transfer occurs best when what is being learned in training is identical to what the trainee must perform on the job. time Series - Answer A quasi-experimental design which has no control group. There is multiple measures taken before and multiple measures taken after over time. Total Quality Management - Answer A comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. Trait Theories - Answer Assumption that leaders are born and not made. Trait-rating - Answer A ratings approach where several dimensions of job performance are analyzed and "anchored" only with numbers or adjectives (e.g., "above average" or "needs improvement"). Transactional Leaderships - Answer Behavior and contingency theories that focus on the details of the interaction between leader and followers. Transfer - Answer the extent to which training is used on the job Transformational Leadership - Answer Leadership where top managers may never even meet many of the followers. Two-Way Mentoring Programs - Answer Baby boomers mentor Gen Xers or Millennials on how to get ahead in the organization, while the younger generations mentor the baby boomers on the use of new technology. Typical Stages - Answer The typical stages in career development are occupational preparation, organizational entry, early career establishment and achievement, mid-career, and late career. Vestibule Training - Answer Sometimes referred to as "near-the-job training," is almost identical to on-the-job approaches except that it takes place in a setting that is not identical to the work place. Visualization - Answer Also called "imaging" and "envisioning," this approach helps trainees experience something they want to happen by seeing it happen first in their minds and experiencing the associated feelings. WIIFM - Answer "What's in it for me?" This is where a solid rationale for the training and a direct connection between the desired learning outcomes and the strategic success of the business are very important. Zenger Folkman Theory - Answer Theory that leaders don't get better by working to improve their weaknesses, but rather by further developing their strengths. Zero Transfer - Answer No lasting effects of training