MHR 523 Study Guide - Final Guide: Labour Candidates And Parties In Canada, Total Rewards, Performance Appraisal

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17 Apr 2012

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MHR Final Exam Notes
Ch 8: Orientation and Training
Employee orientation (onboarding)
o Providing new employees with basic back-ground information about the employer
(company) and specific information that they need in order to do their job well
o Can lead to less turnover, increased morale and less problems with disciplining
o Helps employees to become more productive faster than they would have been without
o The ongoing process of instilling the proper behaviors and attitudes that are expected of
them by the organization
Reality shock
o The difference between what the employee expected of the job, and the reality of it
Kind of like “realized gain/loss” in financial terms
Purpose of Orientation Programs
Reduced “reality shock”
Improved productivity
Special Orientation Situations
Diverse workforce
o New (diverse) employees should be aware of what reactions to expect from current
employees and which ones are appropriate and which aren’t
Mergers and Acquisitions
o New employees should be informed about the merger in company history and any
operational issues it could impose on their work
Union vs. non-union employees
o Need to informed if they are unionized or not and given a copy of the collective
Multi-location organizations
o Employees need to be told which location does what
Problems with Orientation Programs
1. Too much information in one day makes employees feel overwhelmed
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2. Too little information is given and the employee is left confused
Evaluation of Orientation Programs
The success of orientation can be evaluated by three points
o Employee reaction
Their thoughts on the usefulness of the orientation
o Socialization effects
Asses progress towards adopting company culture and beliefs
o Cost/benefit analysis
Compare costs of orientation to the benefits of it
The Training Process
o The process of teaching employees basic skills that they need to successfully perform
their jobs
Can strengthen employee commitment
o Training -> skills for today
o Development -> skills for the future
The 5 Step Training Process
1. Needs Analysis
a. Identify what tasks and skills are needed to perform the tasks of the job properly
b. Use research to develop objectives
Task Analysis (training): identifying skills needed to perform a job for new employees
Performance analysis (employee development): identifying if there are any problems
with employee performance that can be improved
2. Instructional Design
a. Design a method to achieve the goals set out in step 1
3. Validation
a. Present the method to a small group and work out the problems
b. Conduct a “pilot” study
4. Implementation
a. Put the plan into action
5. Evaluation of training
a. Review the results
Transfer of training: the application of skills acquired during the training program into
the work environment and the maintenance of these skills over time
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Training Effects to Measure
o Trainees’ reaction to the program
o What they think
o Test the trainees to determine if they learned anything
o What they learned
o Ask whether their behaviour has changed because of the training program
o Did they use it on the job?
o How they act
o Review specific measures of workplace results (i.e., change in customer complaints,
change in turnover)
o What changed
Training for Special Purposes
Literacy and essential skills training
Diversity training
Customer service training
Training for teamwork
Training for first-time supervisors
Training for global business
Chapter 9: Career Development
Career Planning and Development
o The process through which employees become aware of career-related attributes and
life-long set of activities that contribute to fulfilling their career
Roles in Career Development (whos responsible?)
The individual, the manager and the employer all play a part in the individual’s career
o Individual must accept responsibility for their own career
Individual’s role: accept responsibility for own career
o This requires self-motivation, independent learning, effective time and money
management, self-promotion, and networking as the foundation
Managers role: provide timely objective performance feedback, offer challenging assignments
and participate in career-development discussions
o Essentially act like a coach and mentor
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