Introduction of HRM PDF

# Introduction of HRM 1. The basic functions of the management process include all the following EXCEPT outsourcing. The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is...

# Introduction of HRM 1. The basic functions of the management process include all the following EXCEPT outsourcing. The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. 2. **Manager** - is the person responsible for accomplishing an organization's goals by managing the efforts of the organization's people? The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. 3. **Planning** - is the function of the management process requires a manager to establish goals and standards and to develop rules and procedures. Planning, organizing, staffing, leading, and controlling are the five main functions of management. The planning function involves establishing goals and standards, developing rules and procedures, and forecasting. 4. Consuela, a manager, delegates the tasks for a project to Lee, her subordinates. Consuela is most likely involved in which function of the management process? **Organizing** The organizing function of the management process includes delegating authority to subordinates and establishing channels of communication. The organizing function also includes establishing departments and coordinating the work of subordinates. 5. When managers use metrics to assess performance and develop strategies for corrective action, they are performing the **controlling** function of the management process. The controlling function of the management process requires managers to set standards such as sales quotas, quality standards, or production levels. Managers then compare actual performance with the standards, which often involves the use of metrics. Corrective action is then taken when necessary. 6. In the management process, **motivating subordinates** is an activity associated with leading functions. The leading function of the management process requires a manager to get others to get the job done; maintaining morale, and motivating subordinates. 7. Human resource managers generally exert **line authority** within the human resource department and **staff authority** outside the human resources department. * **Line Authority** * Manager's right to issue orders to other managers or employees, which creates a superior-subordinate relationship. * Authorized to direct the work of subordinates and is responsible for accomplishing the organization's tasks. * **Staff Authority** * Manager's right to advise other managers or employees, which creates an advisory relationship. * Human resource managers are usually staff managers. They assist and advise line managers in areas like recruiting, hiring, and compensation. 8. Wilmar works in the HR department and is in charge of developing the plans for how people are paid and how employee benefits program is run. Wilmar is most likely holding the position of **Compensation Manager**. The compensation manager develops compensation plans and handles the employee benefits program. 9. Personnel activities associated with human resource management most likely include all of the following (orienting and training new employees, appraising employee performance, building employee commitment) EXCEPT **developing customer relationship**. Human resource management involves numerous personnel-related activities, and HR managers are less likely to interact with customers. Managing compensation, orienting new employees, appraising employee performance, and developing employee commitment are typical aspects of the HR manager's job. 10. An HR generalist at Wilson Manufacturing has been assigned to the sales department to provide HR management assistance as needed. Which of the following best describes the structure of the HR services provided of Wilson manufacturing? **Embedded HR Teams** In the embedded HR teams structure, a HR generalist is assigned directly to a department within an organization to provide localized human resource management assistance as needed. 11. Which organization of the human resource function involves dedicated HR members that assist top management in such as developing the personnel aspects of the company's long-term plan? **Corporate HR Teams** Corporate HR Teams – Assist top management in top-level issues such as developing the personnel aspects of the company's long-term strategic plan. 12. What term refers to the knowledge, skills, and abilities of a firm's workers? **Human Capital** Human Capital - is the knowledge, skills, and abilities of a firm's workers. In the modern workforce, employment is shifting from manual workers to knowledge workers. 13. **On-demand workers** - is the term for workforce like those at the company Uber, where freelancer and independent contractors work when they can, on what they want to work on, and when the company needs them. 14. The recent trend where in some occupations (such as high-tech) unemployment rates are low, while in other unemployment rate are still very high and recruiters in many companies can't find candidates, while in others there's a wealth of candidates is called **unbalance force labor** 15. Which of the following best exemplifies recent trends (Listing open positions on Monster.com/ Careerbuilder.com, and similar websites, The use of gaming feature to enhance training and performance appraisal, Allowing workers to telecommute, and Providing employees with laptops and tablets so they can work offsite) in technology that are affecting human resource management? **The use gaming feature to enhance training and performance appraisal** 16. Evidence-based human resource management relies on all of the following types of evidence (Scientific Rigor, Existing Data and Research Studies) EXCEPT **qualitative opinions** Qualitative information or opinions are not characteristic of evidence-based HR management because neither can be measured. Evidence-based human resource management is based on the use of data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated research/case studies to support human resource management proposals, decisions, practices, and conclusions. 17. In small organizations, line managers frequently handle all personnel duties without the assistance of a human resource staff. **True** In small firms, line managers may carry out personnel tasks unassisted. However, large firms of over 100 employees require human resource specialists. 18. **Line authority** and **staff authority** are two distinct function carried out by human resource managers. The functions are a line function and a staff (assist and advise) function. HR managers exert line authority within the HR department because they direct the activities of the people in that department. In the staff (assist and advise) function, HR mangers assist in hiring, training, evaluating, rewarding, counseling, promoting, and firing employees. They also administer benefit programs and help line managers comply with EEO, occupational health and safety laws and play an important role in handling grievances and labor relations. 19. A line manager's human resource responsibilities most likely include all the following (Maintaining Department Morale, Controlling Labor Costs, Protecting Employees' Health) except **marketing new product and services**. Human resource management most often involves creating and maintaining department morale, controlling labor costs, and protecting employees' health and physical condition. Handling personnel is an integral part of every line manager's duties, but marketing new products in not a personnel issue and would be handled by the marketing department. 20. Yuki works at a position in his organization where he maintains contacts within the local community and travels to search for qualified job applicants. Yuki's position is best described as **recruiter**. ## Personal Planning and Recruitment 1. **Deciding What Positions to Fill** - is the first step in recruitment and selection process? The first step of the recruitment and selection process is deciding what positions to fill through personnel planning and forecasting 2. Marcus, An HR manager for Samsung, must decide what positions the firm should fill in the next six months, which means Marcus is currently working on **personnel planning** Workforce (or employment or personnel) planning is the process of deciding what positions the firm will have to fill and how to fill them. The process embraces all future positions from maintenance workers to CEO, and flows from the firm's strategic plans. 3. **Succession Planning** The process of deciding how to fill executive positions at a firm. * Also known as workforce (or employment or personnel) planning, although most firms use the term succession planning when determining how to fill top management positions. 4. **Trend Analysis** – Study of a firm's variation of past employment levels over a period of years to predict future needs. The purpose of a trend analysis is to identify trends that might continue into the future. A trend analysis can provide firms with an initial estimate of future staffing needs. 5. Newton Building Supplies hopes to generate an extra $4 million in sales next year, A salesperson traditionally generates $800,000 in sales each year. Using ratio analysis, how many new salespeople should Newton hire? 4,000,000/800,000 = 5 **Ratio Analysis** - is used to make a forecast in this case based on the number of salespeople and sales volume. Four million in sales divided by the $800,000 generated by each salesperson indicates that 5 extra salespeople should be hired by Newton. 6. **Skills or Qualifications Inventories** – Contains data regarding employees' education, career development, and special skills and is used by managers when selecting inside candidates for promotion. **Qualifications or Skills Inventories** - are used by managers when determining which employees should be promoted or transferred. A skills inventory contains data on employees' performance records, educational background, and promotability. 7. When managers need to determine which current employees are available for promotion or transfer, they will most likely use **skills inventories**. **Skills Inventories** - are manual or computerized records listing employees' education, career and development interests, languages, and special skills. They are used in selecting inside candidates for promotion or transfer 8. All of the following (Providing Internal Training, Implementing Job Rotation and Offering Global Assignments) are methods used by firms to develop high potential candidates for the future position EXCEPT **developing skills interventions**. 9. Smith industries is thinking of another company take care of its benefits management. This is called **outsourcing**. **Outsourcing** - Means having outside vendors supply services (such as benefits management, market research, or manufacturing) that the company's own employees previously did in-house. 10. Recruiting is necessary to **develop an applicant pool**. It is the primary reason to recruit. 11. **Potential to lose employees who are not promoted** – is the primary disadvantage of hiring from within or using internal sources of candidates to fill vacant positions in a firm. Employees who apply for jobs and don't get them may become discontented. 12. Maria Boyd has been by Barum Hotels to manage staffing for the regional hotel chain. Barnum intends to open two new hotels within the three years and will have many job positions to fill. Historically, employee turnover is high at Barnum as employees remain with the company for one or two years before quitting. Maria realizes that Barnum needs to make significant changes in its personnel strategy in order to meet the company's goals for the future and improve employee retention rates. All of the following questions: * What are the key managerial positions that are available at the new hotels? * What skills, education, and training have been provided to potential candidates? * What is the designated procedure for assessing and selecting potential candidates? Are relevant to maria's decision to fill top positions at the new hotels with internal candidates EXCEPT **what percentage of employers in the service industry use succession planning** 13. **Intranet Job Posting** is NOT a tool used by firms to recruit outside candidates. **Job Posting** - refers to publicizing an open job to employees through a firm's intranet or on bulletin boards. Outside candidates are recruited through advertisements, employment agencies, executive recruiters, and online job boards, such as Monster.com and CareerBuilder.com. 14. **Skills Needed for the Job** – Factor plays the greatest role in determining the best medium for a job advertisement The best medium for a job depends on the position and the skills needed for the job. For example, a local newspaper is probably best if an employer needs clerical workers or blue-collar help. For specialized employees, advertisement in trade and professional journals may be more appropriate. 15. An employer will most likely use a private employment agency in order to **fill a specific job opening quickly**. One of the main reasons an employer uses a private employment agency is to fill a specific job opening quickly. Other reasons include spending less time recruiting and reaching currently employed individuals who might feel more comfortable dealing with an agency than a competing firm. 16. Newton Manufacturing is using a private employment agency to recruit individuals for management position. As the HR manager at Newton, you need to ensure that applicants are screened properly, so you should **provide the agency with an accurate job description**. Employers can avoid improper applicant screening at private employment agencies by providing the agency with an accurate job description. Employers should also make sure that tests, applications, and interviews are part of the agency's selection process. The agency should be screened, but it would be costly and time consuming to have HR managers monitor the agency's activities. 17. Kate works a nurse on temporary assignment for hospitals throughout the region on an as-needed basis. Kate is most likely **working as a contingent worker**. **Temporary Workers** are known as contingent workers, so a nurse who floats from one assignment to another on a temporary basis is a contingent worker. Job rotation occurs when an employer systematically move a worker from one job to another to broaden the worker's experience. 18. **Applicant have received realistic reviews** - is an advantage of using employee referral campaigns. Current employees will usually provide accurate information about the job applicants they are referring, so the new employees have a more realistic picture of what the firm is like. 19. Publicizing an open job to current employees though a firm's intranet or bulletin boards is known as job posting. **True** ## Employee Testing and Selection 1. A reliable employment test will most likely yield **consistent scores when a person takes two alternate forms of the test**. **Reliability** - is a test's first requirement and refers to its consistency: A reliable test is one that yields consistent scores when a person takes two alternate forms of the test or when he or she takes the same test on two or more different occasions. 2. **Validity** - refers to the accuracy with which test fulfills the function for which it was designed. **Test Validity** - Answers the question "Does this test measure what it's supposed to measure?" Validity refers to the correctness of the inferences that we can make based on the test and the accuracy with which a test or interview fulfills the function it was designed to fill. 3. Selection tests should be used as supplements to other tools like interviews and background checks. **True** 4. As part of the selection process for the position at UPS, Jack has been asked to lift weights and jump rope. **Motor / Physical Abilities** is most likely being measured by UPS. **Motor or Physical Abilities** are measured by testing an applicant's static strength (lifting weights), dynamic strength, body coordination (jumping rope), and stamina. A UPS worker needs to have such skills to perform the job. 5. Carlos recently participated in a selection test for a position at Northern Aeronautics. The test measured Carlos's finger dexterity and reaction time, so it was most likely a(n) **Motor / Physical Abilities**. Some jobs require applicants be tested for motor abilities, such as finger dexterity, manual dexterity, and (if hiring pilots) reaction time. For example, the Crawford Small Parts Dexterity Test measures the speed and accuracy of simple judgment as well as the speed of finger, hand, and arm movements. 6. The Big Five personality dimensions include all of the following (Neuroticism, Extroversion, Conscientiousness) EXCEPT **optimism**. Industrial psychologists (proposed by Lew Goldberg) often focus on the "big five" personality dimensions: extroversion, emotional stability/neuroticism, agreeableness, conscientiousness, and openness to experience. Optimism is not one of the big five. 7. **Miniature Job Training** - refers to training candidates to perform several of the job's tasks and then assessing the candidate's performance prior to hire. Miniature job training and evaluation means training candidates to perform several of the job's tasks, and then evaluating the candidates' performance prior to hire. The approach assumes that a person who demonstrates that he or she can learn and perform the sample of tasks will be able to learn and perform the job itself. 8. **Management Assessment Center** * Is a multi-day simulation in which candidates performs realistic tasks in hypothetical situations and are scored on their performance. * Is a 2- to 3-day simulation in which 10 to 12 candidates perform realistic management tasks (like making presentations) under the observation of experts who appraise each candidate's leadership potential. 9. In an effective talent management system, an employee's performance appraisal would initiate training and development opportunities. **True** 10. All of the following types of information will most likely be collected by a human resources specialist through a job analysis EXCEPT **job analysis**. Work activities, human behaviors, performance standards, job context, and human requirements are the types of information typically collected through a job analysis. Information gathered through a job analysis is used to develop job descriptions and job specifications. Managers use job analysis for the purpose of recruitment, compensation, training, and performance appraisal but not for assessing employee benefits options. 11. **Employee Benefits Options** – refers to the procedure used to determine the duties with job positions and the characteristics of the people to hire for those positions. 12. Jennifer, a manager at an engineering firm, has been assigned the task of conducting a job analysis. What should be Jennifer's first step in the process? **Deciding how the gathered information will be used**. The first step in performing a job analysis is deciding how the job analysis will be used because this determines the data that will be collected and how it will be collected. Collecting data, selecting which job positions to analyze, reviewing background information like organization charts and process charts, and writing job descriptions are additional steps in the job analysis process. 13. Ian is currently being trained on the job and is at the first step in the OTJ process, which involves **familiarizing the trainee with equipment, tools and trade term**. Preparing the trainee is the first step in the OJT process, and it involves familiarizing a worker with equipment, materials, tools, and trade terms. 14. When jobs consist of logical sequence of steps and are best taught step-by-step, the most appropriate training method to use is **job instruction training**. **Job Instruction Training** - Many jobs (or parts of jobs) consist of a logical sequence of steps that one best learns step-by-step. ## Performance Appraisal 1. **Performance Appraisal** * Refers to the process of evaluating an employee's current and/or past performance relative to his or her performance standards. * Always involves setting work standards, assessing the employee's actual performance relative to those standards, and providing feedback to the employee. 2. The primary purpose of providing employee with feedback during a performance appraisal is to **motivate employees to remove any performance deficiencies**. The purpose of providing feedback to the employee is to motivate him or her to eliminate performance deficiencies or to continue to perform above par. 3. All of the following are reasons for appraising an employee's performance * Correcting any work-related deficiencies * Determining appropriate salary and bonuses * Making decision about promotion EXCEPT - **creating an organizational strategy map** Most employers still base pay and promotional decisions on the employee's appraisal. Appraisals also let the boss and subordinate develop a plan for correcting any deficiencies, and serve a useful career planning purpose. Creating a strategy map is not a likely purpose for conducting a performance appraisal. 4. In most organizations, **employee's direct supervisor** is primarily responsible for appraising an employee's performance. The supervisor-not HR-usually does the actual appraising, and a supervisor who rates his or her employees too high or too low (or all average) is doing a disservice to them and to the company. Subordinates rate supervisors in some organizations, but the upward feedback is not the primary appraisal of the supervisor. 5. **Setting Work Standards** are the first step of any performance appraisal. Performance appraisal always involves the three-step performance appraisal process: * (1) setting work standards, * (2) assessing the employee's actual performance relative to those standards, and * (3) providing feedback to the employee with the aim of helping him or her to eliminate performance deficiencies or to continue to perform above par. 6. **Ratings are higher than when provided by supervisors** - occurs when employee rate themselves for performance appraisal. Employees usually rate themselves higher than they are rated by supervisors or peers. Self-ratings are neither reliable nor valid in most cases. 7. **Upward Feedback** - refers to the process of allowing subordinates to rate their supervisor's performance anonymously. Many employers let subordinates anonymously rate their supervisor's performance, a process some call upward feedback. The process helps top managers diagnose management styles, identify potential "people" problems, and take corrective action with individual managers as required. 8. **360-Degree Feedback** - refers to a performance appraisal based on surveys from peers, supervisors, subordinates, and customers. Many firms expand the idea of upward and peer feedback into "360-degree feedback." Here ratings are collected "all around" an employee, from supervisors, subordinates, peers, and internal or external customers. 9. Supervisors should provide employees with feedback, development, and incentives necessary to help employees eliminate performance deficiencies or to perform well. **True** Performance appraisal always involves setting work standards, assessing the employee's actual performance relative to those standards, and providing feedback to the employee with the aim of motivating him or her to eliminate performance deficiencies or to continue to perform above par. 10. The HR department monitors the performance appraisal system, but it is typically not involved in Rating employees. **True** The human resources department serves a policy-making and advisory role but does not usually rate the performance of employees. It is the role of the supervisor to conduct a performance appraisal. The human resource team should also be responsible for training supervisors to improve their appraisal skills, for monitoring the appraisal system's effectiveness, and for ensuring that it complies with EEO laws. 11. In order to ensure that performance appraisals are effective, Felicia, a line supervisor, should make sure to schedule a feedback session to address each subordinate's performance, progress, and future development plans. **True** An effective appraisal requires a feedback session. Here, you and the subordinate discuss his or her performance and progress, and make plans for any development required. 12. **Alternation Ranking Method** - refers to ranking of employees from best to worst on particular various trait or traits, choosing highest that lowest until all are ranked. 13. Rolf, the supervisor of the manufacturing department at a computer firm, is in the process of evaluating his staff's performance. He has determined that 15% of the group will be identified as high performers, 20% as above average performers, 30% as average performers, 20% as below average performers, and 15% as poor performers. Which performance appraisal tool has John chosen to use? **Forced Distribution** **Forced Distribution** – Method is similar to grading on a curve. With this method, you place predetermined percentages of appraisees into various performance categories. 14. Management by objectives requires a manager to set specific measurable, organizationally relevant goals with each employee and then periodically discuss the employee's progress toward these goals. **True** 15. This may be submitted by the manager of a job's band when written information seems unrealistic on his/her part * Identify recommendations * Process * Appeals * **Job description review process** 16. These are a necessity for an organization to thrive and business leaders are recognizing the importance of a highly engaged workforce and its impact on customers as well as the company's bottom line * Job description review process * Identify recommendation * **Finalize job descriptions and recommendations** * Appeals 17. This section conveys the expectations of the job and depicts the knowledge, skills, and abilities necessary to be successful in the job * The job description review process * **Finalize job descriptions and recommendations** * Job duties writing methods * The performance standards 18. The **Performance Standards** are helpful and highly quantifiable novel way to collect feedback from the employees, including the leveraging technology * Formal surveys * Informal surveys * Observation * **Experiment** 19. The three main activities to be carried out during finalizing job descriptions are? * Finalizing the report to be reviewed by the upper management, understand employees goals and provide a space for Ongoing recommendation as well as feedback * Finalizing the report to be reviewed by the upper management, disseminating the final report and supporting the implementation of recommendation made in the final report * Finalizing the report to be reviewed by the upper management and make employees feedback public within the organization * **Finalizing the report to be reviewed by the upper management and encourage managers to collect recommendations** 20. Forward-thinking business leaders understand that employee feedback is crucial for their organizations and want staff members to provide employee insights to them regularly * Understand employee goals * Conduct focus group with employees * **Make employee feedback public within the organization** * Provide a space for Ongoing recommendations as well as feedback 21. The more detailed and descriptive the job description can be the better it would be for attracting and retaining high quality employees who will love their jobs * Quality recruitment * Establishing expectations * Employee accountability * **Promoting productivity** 22. This involves punishing people who resist or using force to ensure their cooperation. * Education * **Coercion** * Reward * Reinforcement 23. They should regularly review job descriptions to ensure that they give a good picture of what the job responsibilities are: * Supervisors * **Executives** * Peers * Self 24. Job description can serve as helpful legal documentation if an employee files a lawsuit against a company * Quality recruitment * Promoting productivity * Employee accountability * **Limiting liability** 25. A well written job description will establish a solid set of expectations from employers to communicate to their employees. When employees have a concrete understanding of their responsibilities, they will work more efficiently and effectively in their respective roles. * Limiting liability * Employee accountability * **Establishing expectations** * Promoting productivity 26. When employees understand specific demands of their jobs, chances are that productivity will be higher. * Promoting productivity * Limiting liability * **Establishing expectations** * Quality recruitment 27. If a job description is vague or open to interpretation, it will be more difficult for an employer to address a lack of performance or areas of improvement when it comes time for constructive critique or review. * Employee accountability * Promoting productivity * Limiting liability * **Establishing expectations** 28. These are the basic stages for a company in making a strategic change except one: * Realizing that the current strategy is no longer suitable for the company's situation * Establishing a vision for the company's future direction * Implementing the change and setting up new systems and jobs to support it * **Determine what to change and change it immediately** 29. This is the first step in managing change effectively which involves identifying problems the company faces, assigning a level of importance to each one, and assessing the kinds of changes needed to solve the problems. * Understanding the current state of the organization * Competently envisioning and laying out the desired future state of the organization * Implementing the change in an orderly manner * **Implementing the change and setting up new systems and jobs to support it** 30. This is the summary of the tasks and duties assigned to a position and are an effective tool for employers to have in the workplace * Job title * Job enhancement * Job description * **Job Analysis** ## Training and Development 1. On Letitia's first day of work at a software firm, she attended a meeting with the HR manager and other new employees. Letitia learned about employee benefits packages, personnel policies, and the structure of the company. In which on of the following did Letitia most likely participate? **Employee Orientation** **Employee Orientation or Onboarding** - Provides new employees with the basic background information (such as computer passwords and company rules) they need to do their jobs; ideally it should also help them start becoming emotionally attached to and engaged in the firm. 2. **Assisting New Employee in Selectin the Best Labor Union** - is most likely NOT one of the goals of a firm's employee orientation program. During employee orientation, firms try to make the new employee feel welcome and at home and part of the team, make sure the new employee has the basic information to function effectively, help the new employee understand the organization in a broad sense, and start the person on the process of becoming socialized into the firm's culture, values, and ways of doing things. It is less likely that the firm would help employees join a labor union. 3. Employee orientation program range from brief, informal introductions to lengthy, formal courses. **True** The length of the employee orientation process depends on the firm and the job. In some cases, onboarding-type programs may take many days, while in other cases, orientation consists of showing someone around and making introductions. 4. Hiring highly-skilled employees with great potential eliminates the need to provide orientation and training. **False** Having high-potential employees doesn't guarantee they'll succeed. Instead, they must know what you want them to do and how you want them to do it. If they don't, they will improvise or do nothing useful at all. 5. **Strategic Training Needs Analysis** identify the training employees will need to future jobs. **Strategic Goal** (perhaps to enter new lines of business or to expand abroad_ often mean the firm will have to fill new jobs. Strategic training needs analysis identifies the training employees will need to fill these future jobs. 6. **Analyzing the Training Need** – is the first step in the ADDIE training process. The gold standard of training programs is the basic Analysis-Design-Develop-Implement-Evaluate (ADDIE) training process model that training experts have used for years. The first step is to analyze the training need. 7. Amy, an accounting supervisor, has been asked to provide training for her subordinates about new tax laws. In order to motivate the individuals who, attend her training session, Amy should most likely do all of the following: * Use as many visual aids as possible during the session * Provide an overview of the material to be covered * Give information in logical, meaningful section EXCEPT - **Use New Terminology And Technical Concept**. Using visual aids, providing an overview at the beginning of the session, and organizing information in logical, meaningful units will likely motivate employees. Terms and concepts used during a training session should be familiar to trainees rather than unfamiliar. 8. Employers will most likely use all of the following methods to identify training needs for new employees: EXCEPT - **Questioning Current Job Holders** * Analyzing job description * Reviewing performance standards * Conducting a work sampling 9. Training session should be half day of the three fourths day in length rather than a full day, because of the learning curve goes down late in the day. **True** The learning curve goes down late in the day, so that "full day training is not as effective as half the day or threefourths of the day." 10. **Holding On-The-Day Training Sessions** - most likely occur during the fourth step of the ADDIE training process. The basic Analysis-Design-Develop-Implement-Evaluate (ADDIE) training process model that training experts have used for years. The fourth step involves providing the training to a targeted employee group. Training methods vary but may include on-the-job training or online training. 11. Rebekah was hired soon after graduation and assigned to complete a management trainee program. She will move to various jobs each month for a nine-month period of time. Her employer is utilizing the **Job Rotation** form of training. **Job Rotation**, in which an employee (usually a management trainee) moves from job to job at planned intervals, is another OJT technique. 12. A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training is called **Apprenticeship training**. **Apprenticeship Training** – is a process by which people become skilled workers, usually through a combination of formal learning and long-term on-the-job training. It traditionally involves having the learner/apprentice study under the tutelage of a master craftsperson. 13. Ian is currently being trained on the job and is at the first step in the OTJ process, which involves **familiarizing the trainee with equipment, tools and trade term**. Preparing the trainee is the first step in the OJT process, and it involves familiarizing a worker with equipment, materials, tools, and trade terms. 14. When jobs consist of logical sequence of steps and are best taught step-by-step, the most appropriate training method to use is **job instruction training**. **Job Instruction Training** - Many jobs (or parts of jobs) consist of a logical sequence of steps that one best learns step-by-step. ## Performance Appraisal 1. **Performance Appraisal** * Refers to the process of evaluating an employee's current and/or past performance relative to his or her performance standards. * Always involves setting work standards, assessing the employee's actual performance relative to those standards, and providing feedback to the employee. 2. The primary purpose of providing employee with feedback during a performance appraisal is to **motivate employees to remove any performance deficiencies**. The purpose of providing feedback to the employee is to motivate him or her to eliminate performance deficiencies or to continue to perform above par. 3. All of the following are reason for appraising an employee's performance * Correcting any work-related deficiencies * Determining appropriate salary and bonuses * Making decision about promotion EXCEPT - **creating an organizational strategy map** Most employers still base pay and promotional decisions on the employee's appraisal. Appraisals also let the boss and subordinate develop a plan for correcting any deficiencies, and serve a useful career planning purpose. Creating a strategy map is not a likely purpose for conducting a performance appraisal. 4. In most organizations, **employee's direct supervisor** is primarily responsible for appraising an employee's performance. The supervisor-not HR-usually does the actual appraising, and a supervisor who rates his or her employees too high or too low (or all average) is doing a disservice to them and to the company. Subordinates rate supervisors in some organizations, but the upward feedback is not the primary appraisal of the supervisor. 5. **Setting Work Standards** are the first step of any performance appraisal. Performance appraisal always involves the three-step performance appraisal process: * (1) setting work standards, * (2) assessing the employee's actual performance relative to those standards, and * (3) providing feedback to the employee with the aim of helping him or her to eliminate performance deficiencies or to continue to perform above par. 6. **Ratings are higher than when provided by supervisors** - occurs when employee rate themselves for performance appraisal. Employees usually rate themselves higher than they are rated by supervisors or peers. Self-ratings are neither reliable nor valid in most cases. 7. **Upward Feedback** - refers to the process of allowing subordinates to rate their supervisor's performance anonymously. Many employers let subordinates anonymously rate their supervisor's performance, a process some call upward feedback. The process helps top managers diagnose management styles, identify potential "people" problems, and take corrective action with individual managers as required. 8. **360-Degree Feedback** - refers to a performance appraisal based on surveys from peers, supervisors, subordinates, and customers. Many firms expand the idea of upward and peer feedback into "360-degree feedback." Here ratings are collected "all around" an employee, from supervisors, subordinates, peers, and internal or external customers. 9. Supervisors should provide employees with feedback, development, and incentives necessary to help employees eliminate performance deficiencies or to perform well. **True** Performance appraisal always involves setting work standards, assessing the employee's actual performance relative to those standards, and providing feedback to the employee with the aim of motivating him or