MHR Exam Review (Ch 8-17)
CH 8- Orientation and Training
Orientation: A procedure for providing new employees with basic background information about the
firm and the job.
Socialization: ongoing process of instilling in all employees the prevailing attitudes, standards, values,
and patterns of behaviour that are expected by the organization.
Reality Shock: discrepancy between what new employee expects from his/her new job and realities of it.
Purpose of Orientation:
improved job performance
reduced first day jitters and reality shock
foundation for ongoing performance management
improved retention levels and reduced recruitment costs
Problems with Orientation:
too much information in a short time leading to an overwhelmed employee
too many forms to fill out
little or no orientation provided
HR information too broad; supervisory information too detailed
Executive Integration: integration at senior levels in the organization requires ongoing process that can
continue for months as the new executive learns about unspoken dynamics of the organization that are
not covered in orientation programs.
The Training Process:
Step 1. Training Needs Analysis
1. determine what training is required, if any
2. for new employees, determine what the job entails and break it down into subtasks,
each of which is taught to the new employee
3. for current employees, determine whether or not training is the solution
Step 2. Instructional Design
1. prepare curriculum
2. ensure training materials support learning objectives
3. ensure quality and effectiveness of program elements Step 3. Validation
1. an often-overlooked step in the training process
2. validate training using representative audience
3. make revisions based on pilot results
Step 4. Implementation
1. once the program has been validated, it is ready to be implemented by professional
2. train-the-trainer workshops may be required
3. focus on presentation as well as content
Step 5. Evaluation of Training
CH 9- Career Development
process through which an employee becomes aware of personal career-related attributes and
the lifelong series of activities that contribute to his or her career fulfillment.
Individuals Role In Career Development:
accept responsibility for own career
2. independent learning
3. effective time and money management
networking is the foundation of effective career management
Managers Role In Career Development:
provide timely and objective performance feedback
offer developmental assignments and support
participate in career development discussions
act as coach, appraiser, advisor, and referral agent Employers Role In Career Development:
provide training and development opportunities
offer career information and career programs
offer a variety of career options
Factors That Affect Career Choices
Identify Career Stage
growth stage (birth to age 14)
exploration stage (age 15 to 24)
establishment stage (age 24 to 44)
maintenance stage (age 45 to 65)
decline stage (retirement age)
Identify Occupational Orientation
Identify a Career Anchor a concern or value you will not give up if a choice must be made:
autonomy and independence
Responsibilities of the Organization:
provide realistic job previews
avoid reality shock
provide challenging initial jobs be demanding
provide period developmental job rotation
provide career oriented performance appraisals
provide career planning workshops
provide opportunities for mentoring
become a learning organization
Making Promotion Decisions:
Is Seniority or Competence the Rule?
How Is Competence Measured?
Is the Process Formal or Informal?
Vertical, Horizontal, or Other Career Path?
Management Development- attempt to improve current or future management performance by
imparting knowledge, changing attitudes, or increasing skills.
the ultimate aim of management-development programs is to achieve business strategy
the management-development process consists of:
1. assessing HR needs to achieve strategic objectives
2. creating a talent pool
3. developing managers
Succession Planning- a process through which senior-level and critical strategic job openings are
planned for and eventually filled.
successful succession planning begins with CEO leadership and involvement in the following
1. establishing a strategic direction for the organization
2. identifying core skills and competencies needed in jobs that are critical to achieve the
3. identifying people inside the organization who have, or can acquire, those skills and
providing them with developmental opportunities.
On-the-Job Management-Development Techniques:
Developmental Job Rotation
Off-the-Job Management-Development Techniques:
case study method