MGT 3320 Exam 3

Training

A planned effort to facilitate the learning of job-related knowledge, skills, and behavioral by employees.

Diversity Training

Change employee attitudes about diversity or to develop skills needed to work with a diverse workforce.

Unconscious Bias Training

Make employees aware of unconscious bias and reduce its impact by slowing down decision making and carefully considering the reasoning and language used in judgments.

Ally Training

Encourage employees to have conversations about difficult topics and perspectives without fear of blame or shame.

Continuous Learning

A learning system that requires unemployed to understand the entire work process and expects them to acquire new skills, apply them on the job and share what they have learned with other employees

Training Design Process

a systematic approach developing training programs

What are pressure points in a needs assessment?

Includes legislation, lack of basic skills, poor performance, new technology, customer requests, new products, higher performance standards, new jobs, business growth or contraction, global business expansion

Organizational Analysis

The process for determining the business appropriateness of training

Person Analysis

the process for determining whether employees need training, who needs training, and whether employees are ready for training

Task Analysis

The process of identifying the tasks, knowledge, skills, behaviors, and other factors (e.g. equipment, working conditions) that need to be emphasized in training.

What are the outcomes in a needs assessment?

What trainees need to learn, who receives training, what type of training, frequency of training, buy-versus-build training decisions, training versus other HR options such as selection or job design, how training should be evaluated

What is required for employee training readiness

• Self efficacy

• Understanding the benefits or consequences of training

• Awareness of training needs, career interest, and goals

• Enabling work environment characteristics

• Basic skills needed for learning

• Goal orientation

• Conscientiousness

What factors ensure that transfer of training takes place?

• Opportunity to use learned capability

• Self management skills

• Peer support

• Manager support

• Technological support

What are the different training methods?

• Presentation Method

• Hands-On Method

• Group/Team Building

Presentation Training Method

Trainees are passive recipients of information

Hands-On Training Method

Trainees are actively involved in Learning

Group/Team Building Training Method

Improving team or group effectiveness by sharing ideas and experiences, building group identity, understanding the dynamics of interpersonal relationships, and getting to know each other’s strengths and weaknesses.

Training Evaluation Designs

What is the difference between training and development?

Development as the acquisition of knowledge, skills, and behaviors that improve an employee’s ability to meet changes in job requirements and in client and customer demands

Understand the development planning system in terms of employer’s and employee’s roles

• Employer provides assessment information to identify the employee’s strengths, weaknesses, interests, and values

• Employee uses information to determine his/her career interests, values, aptitudes and behavioral tendencies and to identify needs and opportunities to improve \n

What are the different approaches to employee development

• Formal Education Programs

• Job Experiences

Formal Education Programs

Off-site and on-site programs designed for the company’s employees

Job Experiences

• Expose employees to new demands, tasks, problems and relationships to foster their professional growth

  • Job Enlargement

  • Job Rotation

  • Transfer

  • Promotions

  • Downward Moves

  • Sabbatical

  • Volunteer Assignments

Job Enlargement

Adding challenges or new responsibilities to employee’s current job (special project assignments, switching roles within a work team)

Job Rotation

Involves the systematic movement of an individual from one job to another over the course of time

Transfer

The movement of an employee to a different in a different area of the company

Promotions

Advancements into positions with greater challenges, more responsibility, and more authority than in the previous job

Downward Moves

Seen as a punishment, give employees less responsibility and authority (helps in long-term development)

Temporary Assignments

Job tryouts such as employees taking on a position to help them determine if they are interested in working in a new role

Sabbatical

A leave of absence from the company to renew or develop skills

Volunteer Assignments

Gives employees opportunities to manage change, teach, have a high level of responsibility and be exposed to other job demands

Coaching

• A peer or manager who works with employees to motivate them, help them, develop skills, and provide reinforcement and feedback. They may even be fired professional from an outside company

  • One-on-one coaching (e.g., motivating, giving feedback)

  • Helping employees learn for themselves by helping them find experts and teaching them how to obtain feedback from others

  • Providing resources such as mentors, courses, or job experiences

Mentoring

• An experienced, productive senior employee who helps develop a less experienced employee ((the protégé or mentee).

  • Mentoring can occur informally or be part of a formal mentoring program

  • Mentors provide career support and psychological support

  • Formal mentorship programs

Understand the 9-box-grid and be able to identify and development plans for different groups of employees

• Poor employees  performance improvement in current position

• Technical/subject experts  keeping knowledge, skills and competencies current and getting them experiences to continue to motivate them and facilitate creativity and innovation

• Potential may be misplaced  moving them to a position that best matches their skill set, or ensuring that they get the training and development opportunities and resources necessary to help them attain high performance levels

• Core employees  training and development to help ensure their solid performance continues; development experiences that can help grow their skills and determine their interest and ability to perform in positions requiring different skills and/or more responsibility

• Stars  developing them for leadership positions in the organization

Parent Country

The Country that a company’s headquarters is located in.

Host Country

Parent-country organization seeks to locate or has already located a facility in this country

Third Country

A country other than the host or parent country

Parent-country nationals

Employees who were born and live in the parent country

Host-country nationals

Employees who were born and live in the host country.

Third-country nationals

Employees who were born and live in a third country.

In expatriate selection, which characteristics should HRM look for?

• Ability to communicate verbally and nonverbally in the host country (can be aided by training)

• Willingness to learn about the host country (can be aided by training)

• Adaptability and cultural sensitivity

• Family support and accommodations

• Motivation to succeed and ability to enjoy the challenge of working in another country

• Resourcefulness and initiative

What are the goals of cross-cultural training and who should receive it?

• Goal: Educate expatriates and their families who are given an assignment in a foreign country

• Who should receive it?

  • Value: fairness, professionalism, reliability, punctuality, and quality

    • Strict separation of work and personal life

What do the different cross-cultural training phases entail?

• Pre-departure Phase

• On-site Phase

• Repatriation Phase

Pre-departure phase

Language training, orientation of country's culture, housing, schooling, health information, discussion of career plans and positions expected after return.

On-site Phase

Continuance of host country orientation, formal programs, mentorship and pairings, access to software for global assignment, development of relationships, maintenance of contact to the company.

Repatriation Phase

Provide company letters and mail, discussion of expectations, compensation, return assignments.

How can companies support expatriate compensation?

• Equalizes the purchasing power of the expatriate manager with that of employees in similar positions in the home country

• Provides incentives to offset the inconveniences incurred in the location

Balance sheet approach to compensation

Compensation components:

Base salary (+ incentivizing premium)

Tax equalization allowance

Benefits

Cost-of-living allowances (e.g., housing, education, relocation)

How can companies support an expatriate's successful acculturation?

maintain close contact while abroad

- provide recognition from peers and supervisors

- management of work and nonwork expectations

Performance Management

The process or system through which managers ensure that employees’ behaviors and results are congruent with the organization’s goals

What are the steps in the performance management process?

Understand the strategic, administrative, and developmental purposes of performance management

Which criteria should performance measures fulfill?

• Strategic Congruence

• Validity

• Reliability

• Acceptability

• Specificity

Strategic Congruence

Extent to which a performance management system elicits job performance that is congruent with the organization’s strategy, goals, and culture.

Validity

Extent to which a performance measure assesses all the relevant—and only the relevant—aspects of performance.

Reliability

Consistency of a performance measure.

Acceptability

Extent to which a performance measure is deemed to be satisfactory or adequate by those who use it.

Specificity

Extent to which a performance measure gives detailed guidance to employees about what is expected of them and how they can meet these expectations.

What is the behavioral approach to measuring performance, and what are their pros and cons?

• Defines behaviors an employee must exhibit to be effective in the job

• Can link company strategy to specific behavior necessary for implementing that strategy

• Provides specific guidance and feedback for employees

• Valid when based on job analysis

• Reliable when raters are trained

• Often high acceptability

• Behaviors and measures must be continually monitored and revised to ensure strategic congruence

• Assumes that there is “one best way” to do the job and that those behaviors can be identified  more suitable for less complex jobs where the “best way” is more likely to be clear)

What is the results approach to measuring performance, and what are their pros and cons?

• Manages objective, measurable results of a job or work group

• Subjectivity is minimized –Usually high acceptability

• Individual results are linked to organizational strategies and goals

• Objective measures can be contaminated because they are affected by things out of the employee’s control

• Objective measures can be deficient because not all important aspects of job performance are amenable to objective measures

• Individuals may focus only on measurable aspects of performance and ignore other aspects

• Feedback may not help employees identify ways to change their behavior to improve performance

What is the comparative approach to measuring performance, and what are their pros and cons?

• Compares an individual employee’s performance with the performance of other employees, usually based on an overall assessment of performance or worth

• Effective tool to differentiate employee performance, because problems of various rater errors (esp. leniency, central tendency, and strictness) are eliminated

• Easy to develop and typically easy to use

• Lack of strategic congruence

• Ratings are often subjective  validity and reliability are modest at best

• Lack of specificity for feedback purposes

• Low acceptance of evaluations

What are the sources of performance information?

• 360- degree appraisal: multiple raters provide input into a manager's evaluation, minimizes bias in otherwise subjective evaluations

Unconscious Bias

A judgment outside of our consciousness that affects decisions based on background, culture, and personal experience.

Appraisal Politics

Refers to evaluators purposefully distorting a rating to achieve personal or company goals.

Rater Errors

• Similar to me

• Contrast

• Leniency

• Strictness

• Central Tendency

• Halo

• Horns

Similar to me

Individuals who are similar to us in race, gender, background, interest, beliefs, and the like receive higher ratings than those who are not.

Contrast

Ratings are influenced by comparison between individuals instead of objective standard

Leniency

Rater gives high ratings to all employees regardless of performance.

Strictness

Rater gives low ratings to all employees regardless of performance.

Central Tendency

Rater gives middle or average ratings to all employees regardless of performance.

Halo

Rater gives employee high ratings on all aspects of performance because of an overall positive impression of the employee.

Horns

Rater gives employee low ratings on all aspects of performance because of an overall negative impression of the employee.

How do you give performance feedback?

• Give feedback frequently, not just once a year in the annual appraisal

• Create the right context for the discussion

• Ask the employee to rate his or her performance before the session (self-appraisal)

• Have ongoing, collaborative performance conversations

• Recognize effective performance through praise

• Focus feedback on behavior or results, not on the person

• Minimize criticism

• Provide evidence for positive and negative feedback

• Focus on solving problems; provide suggestions to change or improve behavior

• Agree to specific goals and set a date to review progress

Involuntary Turnover

Turnover initiated by the organization (often among people who would prefer to stay).

Voluntary Turnover

Turnover initiated by employees (whom the company often would prefer to keep).

What are the different principles of justice?

• Distributive

• Procedural

• Interactional

Distributive Justice

Dismissal decisions must be justified by the individual’s actions and be consistent with how other individuals who engaged in the same offense were treated.

Procedural Justice

Dismissal decisions are more acceptable if they are perceived as consistent, unbiased, based on accurate information, correctable, representative of the concerns of all affected groups, and ethical.

Interactional (Interpersonal) Justice

Dismissal decisions are more acceptable if the decision is explained well and implemented with social sensitivity, consideration, and empathy

What does a progressive discipline program look like?

Progressive discipline involves a series of disciplinary actions that escalate in severity as an employee fails to improve their performance.

Employee Wellness Programs

Programs that take a proactive and preemptive focus on trying to prevent health-related problems.

Employee Assistance Programs (EAP)

Programs that attempt to ameliorate problems encountered by workers who are drug dependent, alcoholic, or psychologically troubled.

Outplacement Counseling

Counseling to help displaced employees manage the transition from one job to another.

Job Satisfaction

A pleasurable feeling that results from the perception that one’s job fulfills or allows for the fulfillment of one’s important job values.

How does job withdrawal manifest itself?

• Behavioral changes

  • Supervisor-subordinate confrontation and conflict

  • Whistle-blowing

  • Counterproductive work behaviors

• Physical withdrawal

  • Absenteeism

  • Internal transfers

  • Quits

• Psychological withdrawal

  • Reduced job involvement

  • Reduced organizational commitment

What are the different causes of job dissatisfaction?

• Unsafe working conditions

• Personal Dispositions

• Task and Roles

• Supervisors and co-workers

• Pay and Benefits

How is job satisfaction measured and monitored?

• Pulse Surveys

• Employee survey research programs

Pulse Surveys

• Focus on a small set of specific questions

• Assessed every day or once a week

• Uncover issues as they develop

Employee survey research programs

• Monitor trends over time and prevent problems related to voluntary turnover

• Empirically assess the impact of policy and personnel changes

• Comparison with other firms in the industry

• Identify differences between units and benchmark best practices across business units

• Exit interviews to uncover systematic concerns driving retention problems

Job Descriptive Index (JDI)

• Assesses different aspects of the job, including:

• The work itself

• Pay

• Opportunities for promotion

• Coworkers

• Supervision

Pay Satisfaction Questionnaire (PSQ)

Assesses satisfaction with pay and benefits