Training Chapter 7 (lecture/book notes)• Can help the organization respond to changing environment• Can contribute to an organizations performance• Helps to improve employee performanceNeeds Assessment- the process of evaluating the organization, individual employees tasks to determine what kinds of training, if any are necessary: Answers three questions : 1. Organization: What is the context in which training will occur?2. Person- Who needs training?3. Task- What subjects should the training cover?• Managers increase the success of training when they support it through actions•Person Analysis- A process of determine individuals needs and readiness for trainingExamples: - Who needs training?- Are these employees ready for training?- Training variables that are affected by training are skill and ability- Before planning a training program make sure problems stem from lack of knowledge and skillsTask Analysis- the process of identifying and analyzing tasks to be trained for.To carry out the task analysis the HR professional looks at the conditions in whichtasks are performed. TA Includes: The equipment and environment on the job. Time constraints. Safety considerations. Performance Standards.- Readiness for training depends on two broad characteristics of the work environment: situational constraints and social support. - RFP- Request For Proposal - Planning the training program begins with establishing objectives for the training program.- Most effective way to measure employee satisfaction with training is survey and learning acquired is pre-post test with control group.Two types of training that have become widespread in the US Orientation and Diversity Training-change employees attitudes about diversity and/or develop skills needed to workwith a diverse workforce.(go over training methods)Chapter 8 Managing Employees' PerformanceStrategic purpose means effective performance management helps the organization achieve its business objectives. Validity- is the extent to which a measurement tool actually measures what it is intended to measure. Reliability- with regard to a performance measure, reliability describes the consistency of the results that the performance measure will deliver. Interrater Reliability- is consistency of results when more than one person measures performance. (example:asking a supervisor to rate an employee's performance on a scale of 1 to 5 would likely have low interrater reliability)Test-retest Reliability- refers to consistency of results over time. Acceptability-people who use it must believe it is not too time consuming.Contamination- information that is gathered but irrelevantexample: Comparing salespeople based on how many calls they make to customers could be a contaminated measure. Deficiency- information that is gathered but is relevant;example: suppose a company measures whether employees have good attendancerecords but not whether they work efficiently. This limited appraisal is unlikely to provide a full picture of employees' contribution to the company. Performance measure should minimize both contamination and deficiency.BARS- Behaviorally Anchored Rating Scale-intended to define performance dimensions specifically using statements of behavior that describe different levels of performance. Improve integrator reliability, this method can bias the manager's memory. BOS- Behavioral Observation Scale- developed from critical incidents. Ask the manager to rate the frequency with which the employee has exhibited the behavior duringthe rating period. -draw back is amount of information required. OBM- Organizational Behavior Modification- is a plan for managing the behavior of employees though a formal system of feedback and requirements. Four components:1. Define a set of key behaviors necessary for job performance2. Use a measurement system to assess whether the employee exhibits the key behaviors. 3. Inform employees of key behaviors, perhaps in terms of goals for how often to exhibit behaviors.4. Provide feedback and reinforcement based on employees' behavior. 5. Behavioral methods do not work as well for complex jobs in which it is difficult to see a link between behavior and results, or there is more than one good way to achieve success.Performance Management- The process through which managers ensure that employees' activities and outputs contribute to the organization's goals. At the provide performance feedback stage= problem solving and rewardsEXAMPLE:Sarah is a computer programmer whose job mainly consists of independently coding software. Interpersonal skills and teamwork are included on performance appraisal. Measuring these skills most closely represents: A. Criterion contamination. EXAMPLE: The performance management system at XYZ company currently is perceived as unfair and is time-consuming for managers. Which of the following system is the most likely and least likely used: Paired Comparison and Results. EXAMPLE: Bill rates all his employee's very low except Jan. Jan gets above average ratings because she consistently comes to work on time. The rating errors Bill makes are __________ and __________ (Strictness and Halo)(go over attributes behavioral etc.)Chapter 9Lecture and Book NotesEmployee Development- The combination of formal education, job experiences, relationships and assessment of personality and abilities to help employee's prepare for the future of their careers.Today’s employee's are likely to have a protean career-a career frequently changes based on changes in the person's interests, abilities, and values and in the work environment.Example: An engineer might decide to take a sabbatical from her job to become a manager with Engineers w/o Borders, so she can develop managerial skills and decide whether she likes managing.• Employee's in protean careers take responsibility for managing their career• must develop new skills to remain marketable• look for jobs to provide not to climb ladder; develop opportunitiesAssessment-collecting information and providing feedback to employee's about their behavior, communication style, or skills.• May come from employees, their peers managers, and customers• must frequent use is to identify employees with managerial potential to measure current managers' strengths and weaknesses• also identify those with potential to move up the ladder.Myers-Briggs Type Indicator-(most popular psychological inventory for employee development) identifies individuals'