PSYC 3500 > CHAPTER 7 > Flashcards

CHAPTER 7 Flashcards

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1
Q

training

A

Systematic acquisition of skills, concepts,
or attitudes that result in
improved performance in
another environment.

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2
Q

learning

A

A relatively permanent change in behavior and human capabilities
produced by experience
and practice.

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3
Q

cognitive outcome

A

Type
of learning outcome
that includes declarative
knowledge, or knowledge of rules, facts, and
principles.

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4
Q

skill-based outcome

A

Type
of learning outcome that
concerns the development of motor or technical skills.

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5
Q

affective outcome

A

Type
of learning outcome
that includes attitudes or
beliefs that predispose
a person to behave in a
certain way

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6
Q

performance

A

Actions
or behaviors relevant to
the organization’s goals;
measured in terms of each
individual’s proficiency.

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7
Q

training needs analysis

A

A
three-step process of
organizational, task, and
person analysis; required
to develop a systematic
understanding of where
training is needed, what
needs to be taught or
trained, and who will
be trained.

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8
Q

organizational analysis

A

Component of train
ing needs analysis that
examines organizational
goals, available resources,
and the organizational
environment; helps to
determine where training
should be directed.

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9
Q

task analysis

A

Component
of training needs analysis that examines what
employees must do to
perform the job properly.

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10
Q

competencies

A

Sets of
behaviors, usually learned
through experience,
that are instrumental in
the accomplishment of
desired organizational
results or outcomes

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11
Q

person analysis

A

Component of training needs
analysis that identifies
which individuals in an
organization should
receive training and
what kind of instruction
they need

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12
Q

trainee readiness

A

Refers
to whether employees
have the personal characteristics necessary to
acquire knowledge from
a training program and
apply it to the job

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13
Q

performance orientation

A

Orientation
in which individuals are
concerned about doing
well in training and being
evaluated positively.

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14
Q

mastery orientation

A

Orientation in which individuals are concerned
with increasing their
competence for the task
at hand; they view errors
and mistakes as part of the
learning process.

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15
Q

trainee motivation

A

Extent
to which trainees are
interested in attending
training, learning from
training, and transferring
the skills and knowledge
acquired in training back
to the job.

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16
Q

expectancy framework

A

Approach in which
employees’ expectations
about the relationship
between how much effort
they expend and how well
they perform are important to their motivation
and learning

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17
Q

positive reinforcement

A

Occurs when desired
behavior is followed by a
reward, which increases
the probability that the
behavior will be repeated.

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18
Q

social learning theory

A

Cognitive theory that pro
poses that there are many
ways to learn, including
observational learning,
which occurs when people
watch someone perform
a task and then rehearse
those activities mentally
until they have an opportunity to try them out.

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19
Q

behavioral modeling

A

Learning approach that
consists of observing
actual job incumbents (or
videos of job incumbents)
who demonstrate positive modeling behaviors,
rehearsing the behavior
using a role-playing technique, receiving feedback
on the rehearsal, and
trying out the behavior
on the job.

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20
Q

self-efficacy

A

Belief in
one’s capability to per
form a specific task or
reach a specific goal.

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21
Q

goal setting

A

Motivational
approach in which specific, difficult goals direct
attention and improve
performance in training
and on the job

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22
Q

feedback

A

Knowledge
of the results of one’s
actions; enhances learning
and performance in training and on the job.

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23
Q

active practice

A

Approach
that involves actively participating in a training or
work task rather than passively observing someone
else performing the task.

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24
Q

automaticity

A

Result that
occurs when tasks can be
performed with limited
attention; likely to develop
when learners are given
extra learning opportunities after they have
demonstrated mastery
of a task.

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25
fidelity
Extent to which the task trained is similar to the task required on the job.
26
physical fidelity
Extent to which the training task mirrors the physical features of the task per formed on the job.
27
psychological fidelity
Extent to which the training task helps trainees to develop the knowledge, skills, abilities, and other characteristics (KSAOs) necessary to perform the job.
28
whole learning
Training approach in which the entire task is practiced at once.
29
part learning
Training approach in which sub tasks are practiced separately and later combined.
30
massed practice
Conditions in which individuals practice a task continuously and without rest.
31
distributed practice
Condition that provides individuals with rest intervals between practice sessions, which are spaced over a longer period of time.
32
learning organizations
Company that emphasizes continuous learning, knowledge sharing, and personal mastery
33
on-the-job training
Approach that involves assigning trainees to jobs and encouraging them to observe and learn from more experienced employees.
34
apprenticeship
Formal program used to teach a skilled trade.
35
job rotation
Approach that involves moving employees to various departments or areas of a company or to various jobs within a single department.
36
classroom lecture
Training method in which the trainer communicates through spoken words and audiovisual materials what trainees are supposed to learn; also commonly used to efficiently present a large amount of information to a large number of trainees.
37
programmed instruction
Approach in which trainees are given instructional materials in written or computer-based forms that positively reinforce them as they move through the material at their own pace.
38
linear programming
Type of programmed instruction in which all trainees proceed through the same material.
39
branching programming
Type of programmed instruction that provides a customized approach, enabling each learner to practice material he or she had difficulty with when it was first presented.
40
simulators
Teaching tool designed to reproduce the critical characteristics of the real world in a training setting that produces learning and transfer to the job.
41
distance learning
Approach that allows trainees to interact and communicate with an instructor by using audio and video (television, computer, or radio) links that allow for learning from a distant location.
42
blended learning
An instructional approach that uses distance learning in combination with face to-face learning.
43
computer-based training
An instructional approach that includes text, graphics, and/or animation presented via computer for the express purpose of teaching job-relevant knowledge and skills.
44
adaptive guidance
An instructional approach that provides trainees with information that helps them interpret their past performance and also determine what they should be studying and practicing to improve their future performance.
45
critical thinking skills
Skills that require active involvement in applying the principles under discussion
46
transfer of training
Degree to which trainees apply the knowledge, skills, and attitudes gained in training to their jobs.
47
transfer of training climate
Workplace characteristics that either inhibit or facilitate the transfer to the job of what has been learned in training.
48
horizontal transfer
Transfer across different settings or contexts at the same level of the organization.
49
vertical transfer
Transfer across different levels of the organization; concerned with the link between individual training outcomes and outcomes at higher levels of the organization, such as teams.
50
training evaluation
The systematic collection of descriptive and judgmental information that can be used to make effective training decisions.
51
reaction criteria
Measures of trainee impressions of the training program.
52
learning criteria
Measures that assess how much was learned in the training program.
53
behavioral criteria
Measures of how well the behaviors learned in training transfer to the job.
54
results criteria
Measures of how well training can be related to organizational outcomes such as productivity gains, cost savings, error reductions, or increased customer satisfaction.
55
internal criteria
Measures that assess trainee reactions to and learning in the training program; generally assessed before trainees leave the training program.
56
external criteria
Measures that assess whether changes as a result of training occur when trainees are back on the job.
57
utility analysis
Technique that assesses the economic return on investment of human resource interventions such as staffing and training.
58
pretest-posttest control group design
Design that generally includes random assignment of participants to conditions, a control group, and measures obtained both before and after training has occurred.
59
development
Formal education, job experiences, mentoring relationships, and assessments of personality and abilities that help employees prepare for the future.
60
assessment centers
Collection of procedures for evaluation that is administered to groups of individuals; assessments are typically performed by multiple assessors.
61
360-degree feedback
Process of collecting and providing a manager or executive with feedback from many sources, including supervisors, peers, subordinates, customers, and suppliers.
62
coaching
A practical, goal focused form of personal, one-on-one learning for busy employees that may be used to improve performance, enhance a career, or work through organizational issues or change initiatives.
63
informal training
Training experiences that occur outside of formal training programs. Can include specific job assignments, experiences, and activities outside of work.
64
sexual harassment
Unwelcome sexual advances, requests for sexual favors, and other conduct of a sexual nature constitute sexual harassment when submission to or rejection of this conduct explicitly or implicitly affects an individual’s employment, unreasonably interferes with an individual’s work performance, or creates a hostile work environment.
65
quid pro quo sexual harassment
Situation that involves direct requests for sexual favors, for example, when sexual compliance is mandatory for promotions or retaining one’s job.
66
hostile working environment
Situation that occurs when a pat tern of conduct, which is perceived as offensive and is related to sex or gender, unreasonably interferes with work performance.
67
expatriate
Manager or professional assigned to work in a location outside of his or her home country.
68
culture shock
Condition typically experienced four to six months after expatriates arrive in a foreign country; symptoms include homesickness, irritability, hostility toward host nationals, and inability to work effectively
69
cross-cultural training
Training designed to pre pare individuals from one culture to interact more effectively with individuals from different cultures; the goal is to develop understanding of basic differences in values and communication styles.
70
cultural assimilator
Written or computer-based tool for individual use that presents a collection of scenarios describing challenging cross-cultural critical incidents.
71
culture-specific assimilator
Assimilator developed for a particular culture.
72
culture-general assimilator
Assimilator used to sensitize people to cross cultural differences they might encounter across a wide variety of cultures.
PSYC 3500
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