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MHR Exam Review.docx

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Ryerson University
Human Resources
MHR 523
Kristyn Scott

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 productivity 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 trainers 2. train-the-trainer workshops may be required 3. focus on presentation as well as content Step 5. Evaluation of Training 1. Reaction 2. Learning 3. Behaviour 4. Results 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 requires: 1. self-motivation 2. independent learning 3. effective time and money management 4. self-promotion 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 realistic investigative social conventional enterprising artistic Identify a Career Anchor a concern or value you will not give up if a choice must be made: technical/functional managerial competence creativity autonomy and independence security service/dedication pure challenge lifestyle 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 steps: 1. establishing a strategic direction for the organization 2. identifying core skills and competencies needed in jobs that are critical to achieve the strategy 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 Coaching/Understudy Approach Action Learning Off-the-Job Management-Development Techniques: case study method management games
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