Industrial Psychology Notes (week of 4/18)
Industrial Psychology Notes (week of 4/18) Psyc 3640
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This 3 page Class Notes was uploaded by Courtney Luber on Thursday April 21, 2016. The Class Notes belongs to Psyc 3640 at Clemson University taught by Eric S McKibben in Fall 2016. Since its upload, it has received 8 views. For similar materials see Industrial Psychology in Psychlogy at Clemson University.
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Date Created: 04/21/16
4/18/2016 Chapter 7 cont’d Transfer of Training o Degree to which trainees apply knowledge, skills, & attitudes gained in training to their job o Transfer of training climate Workplace characteristics that either inhibit or facilitate transfer of training Horizontal Transfer: what you learn is representative of your job; you can’t really apply it to other jobs Vertical Transfer: i.e. leadership training or diversity training; can apply to other aspects of an organization Evaluating Training Programs o Training evaluation Systematic collection of descriptive & judgmental information that can be used to make effective training decisions o Several purposes of training evaluations Training Criteria o Kirkpatrick’s 4-level model: 4 types of data we can collect to decide if training is working or not Reaction criteria (Level 1) internal criteria Reactional data to the training environment; based on opinions of training; if you like it, you’ll most likely learn from it Learning criteria (Level 2) internal criteria We can determine if someone actually learned from the training by evaluating/testing at the end of training Behavioral criteria (Level 3) external criteria Look at behavior/performance Result criteria (Level 4) external criteria Does the training result in higher profits, fewer customer complaints, fewer instances of sexual harassment, etc. Augmented Framework of Kirkpatrick’s Model o 1) Reaction Affective reactions (feelings) Utility judgments (judgments of how useful the training is) o 2) Learning Immediate knowledge Knowledge retention (make clear associations with what you learned and what you already know) Behavior/skill demonstration (i.e. taking a test) o 3) Transfer o 4) Results Utility Analysis--- o Benefits of training programs based on: # of individuals trained Difference in job performance between trained & untrained employees Length of time training expected to influence performance Variability in job performance in untrained employees Training Evaluation Designs--- o Strongest training evaluation designs include: Random assignment of participants to conditions Control group Measures obtained before & after training o Pretest Posttest Control Group Design Special Topics in Training Evaluations--- o EEO issues Organizations should document training practices & programs thoroughly Special consideration of age discrimination o Training/coaching for tests In general, score gains from coaching are small Specialized Training Programs--- o Development Formal education, job experiences, mentoring relationships, & assessments of personality & abilities that help employees prepare for future Management & Leadership Development--- o Assessment centers Evaluate organizational, leadership, & communication skills Managers with high potential generally invited to participate o 360 degree feedback Received positively & effective at improving performance o Coaching*** Practical, goal-focused form of personal, one-on-one learning for busy professionals Practical, flexible, targeted form of individualized learning for managers/executives o Informal training Include specific job assignments, experiences, & activities outside work Specialized Training Programs o Sexual harassment awareness training Quid pro quo – direct exchanges Hostile working environment – not necessarily exchanges, but inappropriate comments may be made, staring, etc. o EEOC encourages following steps: Clearly communicate a zero tolerance policy Establish an effective grievance process Take immediate & appropriate action when employee complains Sexual Harassment Training o Supervisors should receive additional training beyond what employees receive o Effective in increasing knowledge of & ability to identify sexual harassment o More field research necessary to understand short- & long-term effects Specialized Training Programs--- o Ethics Training Appropriate approach likely is to use both selection & training to increase likelihood that employees will perform jobs ethically Cross-Cultural Training (CCT)--- o Critical in helping expatriates adapt to new environments o Symptoms of culture shock Homesickness Irritability Loss of ability to work effectively o Cross-Cultural Training Designed to prepare individuals from one culture to interact more effectively with individuals from different cultures o Cultural assimilator Culture-specific assimilator Culture-general assimilator --- = not on test (except coaching! – marked by ***)
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