WEEK 9: LECTURE

Question 1

total training spending

Answer 1

All
training-related expenditures for
the year, including training
budgets, technology spending,
and staff salaries.

Question 2

training staff payroll

Answer 2

The annual
payroll for all staff personnel
assigned to the training function.

Question 3

outside products and services

Answer 3

Annual spending on
external vendors and consultants,
including all products, services,
technologies, off-the-shelf and
custom content, and consulting
services.

Question 4

average training budget in 2024 for a large company

Answer 4

$13.3 million

Question 5

average training budget in 2024 for a medium company

Answer 5

$1.7 million

Question 6

average training budget in 2024 for a small company

Answer 6

$374,207

Question 7

biggest post-pandemic training-related challenges

Answer 7

1. lack of resources/personnel
2. learner engagement
3. budget cuts

Question 8

training

Answer 8

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

Question 9

learning

Answer 9

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

Question 10

learning produces three types of outcomes:

Answer 10

1. cognitive outcomes
2. skill-based outcomes
3. affective outcomes

Question 11

cognitive outcomes

Answer 11

declarative knowledge; i.e., facts, rules,
and principles.

Question 12

skill-based outcomes

Answer 12

concern the development of motor or
technical skills; more akin to procedural knowledge.

Question 13

affective outcomes

Answer 13

include attitudes or beliefs that predispose a
person to behave in a certain way.

Question 14

training needs analysis

Answer 14

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.

Question 15

organizational analysis

Answer 15

examines company-wide goals and problems to determine where training is needed

Question 16

task analysis

Answer 16

examines tasks performed and KSAOs required to determine what employees must do to perform successfully

Question 17

person analysis

Answer 17

examines knowledge, skills, and current performance to determine who needs training

Question 18

training design characteristics

Answer 18

1. objectives
2. principles of learning

Question 19

active learning

Answer 19

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

Question 20

fidelity

Answer 20

the extent to which the task trained is similar
to the task required on the job.

Question 21

types of fidelity

Answer 21

1. Physical
2. Psychological

Question 22

whole learning

Answer 22

when the entire task is practiced at once.

Question 23

part learning

Answer 23

when subtasks are practiced separately and later
combined.

Question 24

massed practice

Answer 24

conditions in which individuals practice
a task continuously and without rest

Question 25

distributed practice

Answer 25

conditions that provides individuals with rest intervals between practice sessions, which are spaced over a longer period.

Question 26

training readiness

Answer 26

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

Question 27

performance orientation

Answer 27

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

Question 28

mastery orientation

Answer 28

an 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.

Question 29

motivation

Answer 29

how interested trainees are in attending, learning from, and applying the skills and knowledge gained in training.

Question 30

expectancy framework

Answer 30

suggests that when trainees perceive a favorable work environment before training, they are more motivated to learn.

Question 31

learning organizations

Answer 31

companies that emphasize continuous learning, knowledge sharing, and personal mastery

Question 32

apprenticeships

Answer 32

formal programs used to teach a skilled trade.

Question 33

job rotation

Answer 33

involves moving employees to various departments or areas of a company or to various jobs within a single department.

Question 34

apprenticeships and job rotations are...

Answer 34

on-site training methods

Question 35

classroom lectures

Answer 35

training methods in which the trainer communicates through spoken words and audiovisual materials what trainees are supposed to learn.

Question 36

simulators

Answer 36

a teaching tool designed to reproduce the critical characteristics of the real world in a training setting that produces learning and transfer to the job.

Question 37

distance learning

Answer 37

allows trainees to interact and communicate with an instructor by using audio and video links that allow for learning from a distance.

Question 38

blended learning

Answer 38

use of distance learning in combo with face-to-face learning

Question 39

computer-based learning

Answer 39

material presented via computer for the express purpose of teaching job-relevant knowledge and skills

Question 40

classroom lectures, simulators, distance learning, blended learning, and computer based learning are...

Answer 40

off-site training methods

Question 41

transfer of training

Answer 41

the degree to which trainees apply the knowledge, skills, & attitudes gained in training to their jobs.

Question 42

transfer of training is affected by..

Answer 42

1. fidelity 2. transfer of training climate

Question 43

transfer of training climate

Answer 43

workplace characteristics that either inhibit or facilitate the transfer to the job of what has been learned in training.

Question 44

training evaluation

Answer 44

The systematic collection of descriptive & judgmental information that can be used to make effective training decisions

Question 45

why do we conduct training evaluations?

Answer 45

1. To determine whether trainees have achieved the objectives of the training program. 2. To provide feedback that can improve training programs for future participants, ultimately increasing their job performance and productivity. 3. To justify the costs of training programs.

Question 46

kirkpatrick's four level model

Answer 46

1. reaction criteria 2. learning criteria 3. behavioral criteria 4. results criteria

Question 47

reaction criteria

Answer 47

What were trainee’s reactions to the training? Did they like it? How useful did they find the training?

Question 48

learning criteria

Answer 48

How much did trainees learn from the training?

Question 49

behavioral criteria

Answer 49

How well did the trainees transfer what they learned from training to their jobs?

Question 50

results criteria

Answer 50

How well can the training be related to organizational outcomes (e.g., productivity gains, safety record)?

Question 51

revisions to kirkpatrick's framework

Answer 51

reaction criteria is now affective reaction/utility judgements learning criteria is now immediate knowledge, knowledge retention, and behavior/skill demonstration behavior was renamed to transfer

Question 52

what is the goal of training?

Answer 52

to lead to some sort of systematic change in KSAOs

Question 53

characteristics of good training evaluation designs

Answer 53

1. random assignment 2. control group 3. pre-test and post-test measures

Question 54

utility analysis

Answer 54

a technique that assesses the economic return on investment of human resource interventions such as staffing and training.

Question 55

benefits of a training program are based on:

Answer 55

1. the number of individuals trained 2. estimates of the difference in job performance between trained and untrained employees 3. the length of time a training program is expected to influence performance 4. the variability in job performance in the group of untrained employees

Question 56

development

Answer 56

Formal education, job experiences, relationships, & assessments of personality & abilities that help employees prepare for the future

Question 57

ethics training

Answer 57

Unethical behavior is costly to organizations

Question 58

coaching

Answer 58

A practical, goal-focused form of personal, 1- on-1 learning for busy employees that may be used to improve performance, enhance a career, or work through organizational issues or change initiatives

Question 59

informal training

Answer 59

Training experiences that occur outside of formal training programs (e.g., specific job assignments, experiences, & activities outside of work)

Question 60

sexual harrassment

Answer 60

sexual advances, requests for sexual favors, and other conduct of a sexual nature that affects an individual’s employment, interferes with an individual’s work performance, or creates a hostile work environment.

Question 61

quid pro quo sexual harassment

Answer 61

a situation that involves direct requests for sexual favors, for example, when sexual compliance is mandatory for promotions or retaining one’s job.

Question 62

hostile work environment

Answer 62

a situation that occurs when a pattern of conduct, which is perceived as offensive and is related to sex or gender interferes with work performance.

Question 63

culture shock

Answer 63

which is 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.

Question 64

cross-cultural training

Answer 64

training designed to prepare 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.