2. Training and Development 14.
Job instruction training – step-by-step training
1. Employee orientation – provides new employees 15. Programmed learning – systematic method for
with the basic background information they need to teaching job skills that involves presenting questions or
function facts, allowing the person to respond, and giving the
learner immediate feedback on the accuracy of his/her
2. Wage curve – graphic relationship between the value
answers
of the job and the average wage paid for the job
18. Intelligent tutoring systems – computer-based
3. Training – giving new or current employees the skills
training systems that adjust to meet each trainee’s
they need to perform their jobs; it is essential to good
specific learning needs
management
19. Vestibule training – method in which trainees learn
4. Inadequate training – can expose employers to
on the actual or simulated equipment they will use on the
negligent training liability when failed to provide
job, but are trained away from the job
adequate training for their employees; example,
inadequate training in safety may cause harm to an 20. Videoconferencing – a trainer in a central location
employee or customer teaching groups of employees at remote locations over
cable broadband or internet
5. Strategic needs analysis – identifies the training
employees will need to fill these future jobs 21. Job aid – a set of instructions, diagrams, or similar
methods available at the job site guide the worker
6. ADDIE – analysis-design-develop-implement-evaluate
22. Diversity training – aims to create better cross-
7. Task Analysis – a detailed study of the job to
cultural sensitivity
determine what specific skills the job requires
23. Cross training – training employees to do different
8. Work sampling – is a method used for screening job
tasks or jobs than their own
applicants and will not likely be used to identify training
needs 24. Management development – any attempt to
improve managerial performance by imparting
9. Competency model – consolidates, usually in one
knowledge, changing attitudes, or increasing skills
diagram, a precise overview of the competencies
someone would need to do a job well 25. Action learning – enables management trainees to
work full-time analyzing and solving problems in other
10. Performance analysis – process of verifying that
departments
there is a performance deficiency and determining
whether the employer should correct through training or 26. Succession planning – focuses on planning and
some other means (like transferring employee) filling senior-level positions
11. FOUR STEPS IN TRAINING PROCESS 27. Management games – considered an effective
training tool because trainees are actively involved, and
a. Needs analysis – identify the specific knowledge and
the activities help trainees focus on planning and solving
skills the job requires, and compare these with the
problems
prospective trainees’ knowledge and skills
28. Organizational development – a change process
b. Instructional design – formulate specific,
through which the employees formulate change that’s
measurable knowledge and performance training
required and implement it
objectives
29. Action research – collecting data about a group,
c. Implement the program – actual training
department, organization, and feeding the information
d. Evaluation – assess the program’s success back to the employees so they can analyze and develop
hypothesis about what the problems might be
12. OJT – on-the-job training; having a person learn a
job by actually doing it; a training method that is most 30. FOUR BASIC CATEGORIES OF
frequently used by employers; also applies job rotation ORGANIZATIONAL DEVELOPMENT (OD)
APPLICATIONS
13. Apprenticeship – process by which people become
skilled workers through a combination of formal learning a) Human process
and long-term on-the-job training b) Technostructural
c) Human resource management
d) Strategic applications
31. HR MANAGEMENT INVOLVES:
a) Performance appraisals
b) Rewards systems
c) Diversity programs
d) Goal setting
32. KURT LEWIN’S MODEL OF CHANGE PROCESS:
1. Unfreezing – reducing the forces that are
striving to maintain the status quo
2. Moving – developing new behaviors, values,
and attitudes
3. Refreezing – managers reinforce the new ways
of doing things with changes to the company’s
systems to prevent it from reverting to its old
ways
33. Controlled experimentation – refers to a formal
method for testing the effectiveness of a training
program
34. FOUR BASIC CATEGORIES OF MEASURED
WHEN EVALUATING A TRAINING PROGRAM
a) Reaction
b) Learning
c) Behavior
d) Results
35. The first step in the OJT process, which involves
- familiarizing the trainee with equipment, tools, and
trade terms
36. Training sessions should be half-day or three-
fourths day in length rather than a full day, because
the learning curve goes down late in the day.
37. Job rotation - move to various jobs each month for
a nine-month period of time.
