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MHR 523 Study Guide - Organizational Culture, Training And Development, Wrongful Dismissal


Department
Human Resources
Course Code
MHR 523
Professor
Margaret Yap

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Chapter 7 orientation/ training/ development
1. What/why/who and how?
Onboarding is a series of aligned strategic process that take into account all of
the new employees’ early experience
It provide tools, resources, and knowledge to become successful and
productive
Successful onboarding increase employees engagement, and reduce the
time of a new hire takes to get up to speed in their job
Orientation involves those activities that introduce the employee to the
organization
To reduce turnover, reduce errors, develop clear expectation, improve
job performance, organizational stability, reduce anxiety, reduce
grievances, reduce need for discipline
HR professional to under how to engage a new employee right from the
beginning
○ By formal orientation program familiarize new employees with their
roles
Training and development is a strategic tools
Training is short term. Development is mid to long term
Training objective - desired behaviour, conditions and performance
criteria
Training Goal: enhance skills in current job
Development Goal: optimize potential -future developmental/growth
opportunities
Training Range: individual
Development Range: group/organization
Human resources development(HRD) leverages these skills and
competencies so these resources can continue to make meaningful
contributions to the organization over the long term.
HRD - a part of human resources management that integrates that use of
training and employee and career development effort to improve
individual, group, and organizational effectiveness
Training method: programmed instruction, role plays, job shadowing,
simulation, self-study
Development method: Coaching, counselling, mentoring, conferences,
case study, simulations, job rotations
2. How do we evaluate effectiveness?
Approaches to evaluate the effectiveness of orientation programs
Reactions from new employees
Effects of socialization on job attitudes and roles
Degree to which the program is economical
Continued use of orientation resources
Evaluation of T&D
reaction

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knowledge
behaviour
organizational results
3. What are the challenges?
Global competition has forced companies to flatten structures and reduce
employees
Teed to foster life-long learning to attract and retain multi-skilled employees
Training is needed to work effectively with diverse employees
Development in information technologies require new skills and training
strategies
Chapter 8 Performance Management (pg 302 - 322)
1. Why do it?
Organizations try to achieve the following: (performance management system
goals)
Transform organizational objectives into clearly understood,
measurable outcomes
Provide instruments for measuring, managing, and improving the
success of the organization
Include measures of quality, cost, speed to provide an in-depth,
predictive system
Shift to an ongoing, forward-looking strategic partnership between
management and employees
2. Who does it?
HR department
3. Uses of performance appraisal information
Performance appraisal
The process by which organizations evaluate employee job performance
Provides data to assess every employee
Uses of performance appraisal information
Feedback and performance improvement
Administrative decisions
Employee development and career planning

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Criteria for test validation
Training program objectives
Job re-design
4. Criteria for effective goals/objectives
Performance objectives
performance goals
Performance measurement
Output measures
Outcome measures
5. Method: advantages & disadvantages
Noncomparative evaluation methods
○ advantages
Use scales or reports with performance criteria developed by
supervisors or a committee.
○ disadvantages
Do not compare one employee against another
Comparative evaluation methods
○ advantages
Useful for deciding merit pay increases, promotions, and
organizational rewards because they can result in a ranking of
employees from best to worst.
○ disadvantages
They too are subject to bias and offer little job-related
feedback.
6. Raters errors and how to avoid them????
Rater biases
Halo effect - Avoid supervisor to rate anyone that have a relationship
with him/her.
Error of central tendency - Human resource departments sometimes
unintentionally encourage this behaviour by requiring raters to justify
extremely high or low ratings.
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