PSY 385 Exam Notes PT1 PDF

PSY 385 Exam Notes PT1 Training and Development | Class 1 Syllabus overview Materials ○ Readings ○ Lecture outlines Lecture slides are not posted Major assignments ○ In-Class assignments (ICA’s) Only 2 are dropp...

PSY 385 Exam Notes PT1 Training and Development | Class 1 Syllabus overview Materials ○ Readings ○ Lecture outlines Lecture slides are not posted Major assignments ○ In-Class assignments (ICA’s) Only 2 are dropped ○ Team project Work with self selected teams Find organization interested in working with Get in-contact with a stakeholder of the organization Conduct training needs analysis Training intervention Plan to evaluate effectiveness of that plan ○ Final exam In-person Focus on application Get good in examples Learning goals and Format  By the end of the quarter ○ Explain important concepts (e.g., learning, transfer, design) ○ Apply concepts and methods in an applied setting ○ Conduct a training needs analysis ○ Develop a training intervention ○ Create a plan to evaluate training effectiveness Course Units Training within an organizational contexts Training needs analysis ○ How to train people to make good decisions on what is effective Instructional design Training evaluation Special Topics (e.g., onboarding, team training) Strategies for success Prepare for and attend class Take notes and ask questions Select project teammates intentionally ○ Around 2-4 members Things to Remember KSAOs ○ knowledges , Skills, Attitudes, and other characteristics ○ Knowledge Explicit Knowledge  Easily documented and transmitted from one person to another Ex. asked to read a book ○ Definitions of words Tacit Knowledge Personalized knowledge generally based on individual experiences Declarative Knowledge Same thing as explicit knowledge Fact-based knowledge Procedural Knowledge How to do some sort of procedure I.e., engaging in a behavioral procedure Or cognitive procedure ○ Skills Things that we actually can do Hard and Soft Skills ○ Abilities Our innate capability to develop skills Biology and Physiology place a “ceiling” in abilities ○ Attitudes How to perceive a situation ○ Other Characteristics Level of education Certifications  Personality Certain personality traits can predict job performance Training ○ Planned effort by a company to facilitate the learning of job relevant KSAOs to change behavior and improve performance ○ Important points: It is planned Underlined curricula Content method and sequence is determined by the company Focus is on KSAOs that are immediately job relevant Development ○ Broader than training and more future focused ○ Any experience that we choose to engage in that further broadens our KSAOs and those experiences may be directly relevant to the jobs we’re doing or helps us in jobs we’re interested in the future ○ Can include training But so could other initiatives: Coaching Formal education participating in ○ Articles the you read and watch can be development not dictated at you by the company also part of development Learning  ○ Process of acquiring new knowledge and behaviors as a result of practice, study, and/or experience ○ Learning involves relatively permanent change in cognition, behavior, and/or affect Transfer ○ The willingness and opportunity to transfer what we learn in training from the training context in the work context ○ Can we and do we apply what we learn during training to our jobs ○ If its not applied on the job then training wasnt effective Training needs analysis ○ Purpose is to gather the data we use to plan our training Organizational analysis Task analysis What the expected KSAOs are Person/Team analysis Getting a sense of what the current KSAOs are of our employees ○ What training methods would be most effective ○ Who should be trained ○ How training connects to personal organization and mission ○ Other issues : Budget, timeline, etc. Training evaluation ○ Evaluating the effectiveness of our training, to help us determine if people learn what we wanted them to learn  ○ If not why not ○ If not, is it necessary to offer other training, remedial training What's the goal of training and development? Have a more knowledgeable and efficient workforce Optimize performance Increase team cohesion Improve training itself Training> learning > transfer > change KSAOs and behaviors ○ Training will lead to increased learning, which is then transferred to the job, which will then ultimately change KSAOs and behaviors Better individual and team performance Improved organization performance Sometimes there's legal and risk management issues to offer training Training DOES NOT fix everything What do we, as I/Os, bring to the table Remember: We’re scientist-practitioners What are our strengths as psychological scientists ○ Skills and knowledge around research How might science play a role in T&D ○ Collect and analyze data using multi-method approaches ○ Conduct research to determine best practices What are our Main Points? Different ways to talk about/define knowledge Difference between T&D Questions to be asked in regard in a training needs analysis Ultimate goal of training What I/O psychologist bring that MBA students don't ○ Focus on science ○ Methodological rigor Training and Development | Class 2 Follow-up ICAs are due by the end of class Training in an Organizational Context What organizations have you interacted with today? Dunkin Instagram Shell gas Com Ed, Etc. What are Organizations? Organizations are tools that people use to coordinate their actions to obtain something they desire or value Social structures created by people to support the collaborative pursuit of specific goals Note: tools, social structures, coordination, valued outcomes ○ Organizations should serve the people, and their social structures ○ Outcome or interest those people want to go after Organizations have specific benefits Organizations allow for specialization and division of labor  ○ Enables the stakeholders and the people of organizations to become specialists in perciular areas of the organizations ○ The larger the organizations, the greater the degree of specialization ○ Small/New org may not have enough employees to allow for specialization ○ Sometimes specializations are called “functions” (i.e., HR functions) Control of the org environment ○ EX. Source the best quality but still cost-effective materials, as well as create a steady flow of supply ○ Basically, controlling an environment in many dimensions for the organization to succeed. Large-scale technology( scale and scope) Able org to facilitate effective transaction costs ○ Ex DePaul due to the size of the org doesmt require different persons to cover multiple classes, have singular people for many classes Mission and Purpose Back to valued outcomes Organizations should have a clear mission Questions we might ask What is the purpose? Why does it exist? Who does it serve? How? What can people do better as a group than as individuals? Ex1 DePaul Mission What is the purpose? Facilitate research and high quality teaching in a way that enables stakeholders to change the world All good organizations should have a pretty good mission ensuring everyone on the organization is on the same page Strategy We have to have a plan or strategy to help carry the mission out Strategy is the specific pattern of decisions and actions that leaders take to use core competencies to achieve a competitive advantage and outperform competitors. ○ Simplified: The decisions leaders make about how we can leverage what were really good at so that we can do better than our competitors A rode map or a blueprint for how we can go about achieving our mission Strategy should ensure competitive advantage ○ If we aren't better than the competition, then we will Strategy is shaped by an org ○ mission/vision values, ○ the stakeholders ○ environment(external forcer) Variety of strategic approaches Common typology Low-cost leader strategy  ○ Trying to sell a lot of product at a relatively low price point Focused cost leader ○ Focus on particular niche in a market Ex one type of fast food Differentiator ○ Provide a good or service that is significantly different than what competitors are offering, and thus companies can sell goods and services at a higher price point Focused differentiator ○ Ex Tesla Myles and Snow(1978) (Other strategies) Organizations can be Prospectors ○ Goal is to locate and exploit new products and new market opportunities ○ Especially beneficial in unstable environments Ex. Company that acts as a startup in a new space Defenders ○ Strive to maintain a share of the market they are already in ○ Nothing new or innovative Analyzers ○ Hybrid of both ○ Try to maintain share in whatever marker currently in ○ And try to get into new markets, new spaces Reactors ○ No strategy, just reacting to current trends  ○ Not reacting is a form of reacting ○ Ex. Kodak didn't adapt Approaches to Strategic Growth Backwards vertical integrations ○ Companies buy out their suppliers ○ RRs bought the sheep farms for which the leather was supplied Forwards vertical integrations ○ Buyout the distributors ○ Ex. Amazon buy out Fed Ex Related diversification ○ Creating to product line similar to original product ○ Ex Honda using engines in other product line such as lawnmowers Unrelated diversification ○ Creating products in unrelated areas ○ Ex Amazon basics Stakeholders What are stakeholders People or entities with an interest or concern in the organization ○ Ex Employees, Shareholders, Customers, Suppliers, Government entities. Labor Unions, Competitors ○ They want something, which is why they are involved in an organization An issue ○ Stakeholders interests may not align  ○ In I/O is the agency issue ○ Ex shareholders and employees ○ Share holders(want earn money) and customers (cheap products) Training connections Need to have a sense of the organizations to offer training Need to identify the salient stakeholder groups and what interests are because it may constrain training effectiveness If training doesn't enable the org to carry out its strategy then its ineffective ○ And should connect with mission ICA#2 Work in groups 3 One doc per group Create an organization Determine its mission/purpose, strategy, and stakeholders Energy drink Keep people productive alive → happy, full of serotonin  Class 3 | 9/12 Training in an Organizational Context Organizatonal Structure Why does structure matter? Provides clarity Structure is an antecedent of many outcomes ○ Structure has an impact on organizational culture ○ Effectiveness, efficiency, performance ○ Adaptibility and responsiveness to the environment Serves many functions ○ (Organizational structure help map out)Decision making, power, and authority ○ Division of labor, specilization ○ Coordination , integration The more an org grows, the more important these two become Various structural models exist Examples of different organizational structure Traditional Functional structure ○ People doing the same times of tasks all housed in the same department or function Market structure ○ Housing people based on the particular markets or types of customers the organization serves Product division structure  ○ Focus on the unique products offered to the costumers Product Team structure ○ Different variation Geographic structure ○ The needs of different customers and in different geographies are structured Multidivisional structure Matrix structure Hybrid structure Major takeaway: Multiple structures exist Choose the one that makes most sense ○ Based on mission ○ Strategy ○ Environemtnal stability Organizational Culture Define organizational culture ○ Culture is shared ○ Stakeholdors in an org have a common understanding of what clture is ○ Culture is pervasive It guides almost everything ○ Culture is enduring Very strong and very difficult to change ○ Culture is implicit  ○ A force that guides and constrains Why is culture important ○ Enables group survival, growth, adaptation to environment ○ If people act in ways that go against the org culture, those people may be forced out ○ Culture facilitates integration that permits daily functioning ○ When aligned with strategy and leadership, strong culture drives positive organizational outcomes; a strong culture can be a liability when its not aligned with strategy Where does culture come from? ○ Founders ○ Employees ○ Outside environment ○ Leaders decisions about/ articulation of Mission, vision, values, beliefs, rituals, etc. ○ The way in which organizations design organizational structures, the syustems they put in place, the policies they inact, the way in which places are assigned or decorated ○ Allocation of resources, rewards, power, status, etc. ○ Socialization Onboarding process ○ Organic, spontaneous interactions among stakeholders ○ National, regional, industry, occupation cultures An issue Because culture is implicit, its not observable We look to artifacts to give us insights into culture For example, we already have a class culture What are some of the artifacts? What do they tell us? ○ Class is more informal as a component of culture Moderators of a cultures strength Something that changes the strength of the culture Average group tenure, stability of membership Group size, cohesiveness, diversity Degree of within-group socialization interactions; task interdependence ○ Pooled interdependence ○ Sequential interdependence ○ Reciprocal interdependence Emotional intensity of shared experiences Subcultures What are subcultures ○ Different divisions within an organization Why might they emerge? ○ Different organizations ○ Divide and conquer culture Are subcultres problematic? Why or why not?  ○ It depends What we probably dont want: ortogonal subcultures ○ At right angles ○ Completely against each other Organizational Effectiveness Lots of ways to measure Various stakeholders used different criteria ○ Shareholders How much the share goes up ○ Partners, investors, donors Quantify student success How successfull are the organizations the achieve the mission ○ Board of directors ○ Employees Bonuses Raises ○ Customers Consistency Quality ○ Suppliers From organizations to people Human resource management (HRM) Organizations need people to carry out strategy/achieve mission HRM practices we should be aware of Recruitment Selection Performance management Training These practices are interrelated HRM decisions are influenced by mission, strategy, etc. Training within organizations Structural options Internal Support function/business partner (part of or along side of HR) Corporate university External Outsource training function or projects (e.g., to consultants) Buy canned programms Send employees to professional workshops, conferences Partner with colleges/universities/trade schools ICA3 With your prior team, discuss and answer Which approach would you use in your new organization ? why?  Class 4 | 9/17 Learning What is learning ? ○ A process of acquiring new knowledge and behaviors as a result of practice, study or experience ○ Learning involves a relatively stable or permanent change in cognition, behavior, and affect Stages of learning ○ Declarative learning Fact-based learning Obtaining factual knowledge ○ Knowledge compilation Transition beyond knowing the facts, to knowing when and how to apply that knowledge Doing it consciously ○ Proceduralizatin, generalization, and overlearning Apply knowledge, apply procedures, engage knowledge automatically Over learned The overall goal its to increase organizational performance ○ The goal> improved individual, team, org performance During training(tx=training), facilitate the right level of knowledge (know/access) Learning can inhibit organizational performance Adult learning Theory Assumptions of adult learning ○ Its helpful for adults to know what they are learning ○ Adult learners have a need to know why they are learning what they're learning ○ Self-directed Adults benefit and desire it ○ Work-related experiences ○ Problem-centered approach Additional Theories We Should Know Need-based theories Basic premise: needs act as motivators for us to engage in behavior we experience a need, we engage in search behaviors that will help us determine something we need to do to satisfy or address that need Well-known need theories Maslows hierarchy of needs ○ Why do IO hate it It's a step theory; not everyone works in steps Not falsifiable Doesn't help us predict anything in the workplace Alderfers ERG Theory Categoris ○ Same issues as with Maslow Mclalends Three needs ○ Achievement  ○ Affiliation ○ Power - A needs theory is important to talk about as it can help develop training programs - These training programs may heighten needs and motivate people to satisfy such needs Social learning theory Learn by observing others Particularly when the people we are observing we believe to be credible and knowledgeable Basic premise: observed, vicarious learning, self-efficacy ○ Out trainees may have low efficacy, therefore we pre-train So what? Increase self-efficacy; model desired behavior Goal-setting theory Goals motivate outcome-driven behavior ○ Should be time-bound ○ It should be moderately challenging ○ Should be relevant ○ Specific and measurable to other characteristics ○ Want to facilitate people's goal commitment and provide feedback If assigned, help people buy in the goal ○ So what? Create training/transfer goals Reinforcement theories Basic premise: people are motivated based on past outcomes So what? Use feedback during training as a reinforcer  Training Design Process A basic design process 1. Conduct training needs analysis 2. Design training 3. Facilitate the learning environment 4. Ensure transfer 5. Evaluate the training Conduct a training needs analysis Training needs analysis (TNA) ○ Organizational analysis What’s the mission and strategy used to achieve the mission Whats the culture of the org Whats the structure Whats the budget and timeline ○ Task analysis What are the task asking people to accomplish What are the KSAOs needed to accomplish the task ○ Person/team analysis What's their past training What's their current level of training What’s the degree of task interdependence Training self-efficacy Mixed-methods process of data collection  ○ Performance evaluation ○ Interview ○ Observation ○ Any sort of survey tool we can use We use the data to create objectives and plan training ○ A clear statement in which you articulate the training objective ○ Ex..By the end of training employed will be able to use the new software programm Design Training Determine ○ Who Who is going to attend the training? If team members, are we training everyone at the same time? Who the trainers are? ○ What What are our training objectives? (should be articulated from the outcome of the TNA) What levels of knowledge should we facilitate What pretraining interventions if any, are necessary ○ When We need to make sure training isn't offered to far into the training ○ Where Will it be in person  What are the logistics Online Synchronous or Asynchronous ○ How What training methods will we use Lectures? On-the-job training? E-learning Facilitate the learning environment Establish and maintain a positive learning environment ○ Facilitate cognitive processes Encoding, modeling, etc. Create a space of psychological safety ○ Safe environment for asking questions, making mistakes, etc. Encourage practice and provide feedback Engage in “classroom management” Consider trainee comfort Ensure transfer Only 30% of what is learning is transferred(based on studies) Why so low? What might inhibit? ○ Information overload ○ Skill decay ○ Training the wrong content  ○ Not helping trainees generalize ○ Maybe the training environment is a “low fidelity environment” Facilitate transfer throughout the training process ○ Before training Ensure manager support Ensure once people leave training they will have access to tools and software they were training on ○ During training Training the right content using the best methods in a high-fidelity environment Provide opportunities for practice and feedback Using materials to help people encode ○ After training More practice and feedback Manager support Peer support Evaluate the training A common approach Kirkpatrick model for training evaluation ○ Reactions Did trainees like the training? ○ Learning ○ Behavior  Are you applying your new KSAOs on the job ○ Results Connect training outcomes with org outcomes Does training further the ROI Something is better than nothing The specific approach depends on the frequency of the training ○ If its regular process offered every month, need comprehensive evaluation ICA#4  Class 5 | 9/19 Project Overview The project goal Select a team and an org with a training need Conduct an actual TNA Develop a training intervention Create a plan for evaluating the training 1st assignment guide briefly : Meet with your team; discuss your strategy Document your decisions in a team charter Brainstorm and describe organizations Team charters Documents created by the team Ensure members are on the same page Include information about taskwork/teamwork strategies ICA #5 Think about prior team experiences and the KSAOs that will be necessary for this project Write 4-5 interview questions that you can use to screen for those KSAOs and to determine whether someone would be a good team member Use behavioral questions Public speaking  Class 6 | 9/26 Training and Development Context: Someone decides training is needed Someone could be C-suite, HR/T&D, manager, etc. Training may be needed for a variety of reasons New employees Change in jobs Change in technology Change in products/ services Change in legislation/regulation Performance issues Before we can plan training, we need data! What dont we know? Mission/strategy Resources ○ Time ○ People ○ Money ○ Whats our training budget ○ Who are the people we might include Who and when Content Methods  Barriers ○ Training Effectiveness ○ Learning ○ Transfer Careful! What else dont we know? Is training the necessary/right/best fix? Costly performance issue? ○ Are the costs minimal? ○ Because people dont know what their managers expect of them Is it a manger performance issue If yes then we dont need training, just a conversation Will or skill? ○ How effective are the reinforcers we’re using? Feedback What are the factors that will extrinsically or intrinsically motivate people Clear expectations? Effectiveness of the reinforcers? The Three Components 1. Organizational analysis The organizational context in which training will take place What are possible topics? ○ Mission,values, culture, structure ○ Are there subcultures? How might they have an impact on training  ○ Short- and long-term strategy ○ Company size and location How or in what ways might a company size impact training? No of training sessions Budget Location MNC(multi national corporation) ○ Trainer must be culturally competent ○ Environmental Scan Forces external to the company Information about competition Environmental stability ○ TMT/Manager support (Top management team) (CIO, CFO) ○ Resources and timeline Aside: additional factors that can influence training HRM trends (HR management) ○ Ex. Are people expected to work in an office or can they be at home Workforce/economic trends ○ Labor market may force general hires (not too choosy) Job trends ○ To what degree is AI going to change job Industry-level trends, benchmarks 2. Task analysis Similar to job analysis but in a training context What are the tasks and KSAOs needed for those tasks? What are possible topics Primary responsibilities, duties, tasks Expected level of proficiency The KSAOs/ materials needed to carry out tasks at that level Materials and supplies they need ○ Access to a computer Tasks that are especially difficult to learn and/or prone to error Whether tasks are completed independently or in teams If in teams, the type of interdependence thats used ○ 3 types Pooled interdependence Independent work eventually pooled together Sequential interdependence Assembly line Reciprocal interdependence The criteria used to evaluate performance 3. Person/team analysis Whats the gap between where we are and where we want to be? What are the possible topics  Incumbents current KSAOs Incumbents current proficiency level Whether gaps are due to skills issues, a lack of motivation, etc. Incumbents training readiness, motivation, and self-efficacy ○ Help us recognize whether we need any pre training interventions Physical and social work environment, including team dynamics Incumbents characteristics ○ What is the job tenure (how long) This can influence training design by.. Participants (if were conducting a TNA)Whom might we include? Managers Employees Business owner Trainers Skip managers ○ Above our manager Other business partners Maybe customers Considerations when inviting stakeholders to participate Only gather high-skilled people Unless the process is to help develop new onboarding, do not include new hires in a TNA ○ They may not have enough information to provide useful feedback Consciences about the number of people we invite in the process Maybe sufficient to gather a sample Organizations are social entities ○ Therefore, it might include or exclude people from political reasons Sometimes, people are hesitant to participate. Why might that be? Impression management Burden if they have a busy schedule Might be afraid of performance appraisal What can we do to mitigate these concerns? How we communicate or sell the TNA process ○ Explain the benefits to them Clearly explain why were collecting data ○ How will it be used ○ Who will be collecting it Assure confidentiality and anonymity Use the TNA process to facilitate stakeholder buy-in to training Help people buy in the training intervention A word about tasks teams Try to identify a relatively stable group of stakeholders to serve as task team members that i can convene throughout the training process A group of people whom I would ask to give me insight to help develop the TNA as well as serve as TNA participants If external consultant they might have personal information on the landscape  Help pilot some of the training activities. Group of people you can convene to bounce ideas off of Data collection TNA=Research If this is a research process, what methods might we use to gather data? Survey, tasks inventories ○ ONAD has created a set of surveys for Job analysis ○ But can be used for TNA as well Observations Interviews and focus groups Archival data ○ Previous training Diaries ○ Asking people what tasks they worked on ○ How much time they spent on them Wearable tech A few additional points Conducting TNAs in the “real world” Conducting a cohesive analysis (i.e., three components at once) ○ Types of questions (1 analysis per person) The required depth may vary depending on the issue/need ○ Is the person internal or external to the company  May not need to asses org culture if you're already part of the org But: the process may be (often is) recursive (use task team) What are the implications of skipping the TNA process? Wasting resources Providing wrong content/ focusing on wrong KSAOs The wrong time Training the wrong people ○ Issue in Team based work Misalignment with mission and goals, is it connected to strategy Assuming that training is the fix (skill or will issue) ○ Throw training at a motivation issue