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Managing Performance through Training and Development , 8th Canadian Edition by Saks-Test Bank

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Test Bank for Managing Performance through Training and Development , 8th Canadian Edition, 8ce by Alan M. Saks,Robert R. Haccoun TEST BANK ISBN-13: 9780176798079 Full chapters included Chapter 1... The Training and Development Process Chapter Learning Outcomes Introduction Training Today 1.1: The Risks and Consequences of Failing to Provide Training Performance Management The Trainer’s Notebook 1.1: Smart Goals Training and Development Benefits of Training and Development Benefits to Organizations Training Today 1.2: The Effects of Training on Firm Productivity and Profits Benefits to Employees Benefits to Society Training and Development in Canada Is Training an Investment or an Expense? The Context of Training and Development The Environmental Context of Training and Development The Organizational Context of Training and Development The Trainer’s Notebook 1.2: The Strategic Alignment of Training and Development The Human Resources System The Instructional Systems Design (ISD) Model of Training and Development The Trainer’s Notebook 1.3: The Application of the ISD Model Summary and Road Map Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: Beer Ambassadors Case Study: Flotation Ltd. Running Case Study: Dirty Pools References Chapter 2 Learning and Motivation Chapter Learning Outcomes Introduction What Is Learning? Workplace Learning Training Today 2.1: Informal Learning Behaviours The Trainer’s Notebook 2.1: Facilitating Informal Learning in Organizations Learning Outcomes Stages of Learning and Resource Allocation Theory Learning Styles Learning Theories Conditioning Theory Social Cognitive Theory The Trainer’s Notebook 2.2: Prompting Self-Regulation Adult Learning Theory The Trainer’s Notebook 2.3: Implications of Adult Learning Theory for Training and Development Motivation Goal-Setting Theory Training Motivation A Model of Training Effectiveness Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: Management Training at IKEA Case Study: The Performance Appraisal Training Program Running Case Study: Dirty Pools References Chapter 3 The Needs Analysis Process Chapter Learning Outcomes Introduction What Is a Needs Analysis? The Needs Analysis Process Step One: A Concern Step Two: Importance Step Three: Consult Stakeholders Step Four: Data Collection Needs Analysis Outcomes Organizational Analysis Strategic Alignment Training Today 3.1: Strategic Alignment at MillerCoors Environment Resource Analysis Organizational Context The Trainer’s Notebook 3.1: Continuous Learning Culture Diagnosis Task Analysis Cognitive Task Analysis Team Task Analysis Person Analysis Determining Solutions to Performance Problems The Trainer’s Notebook 3.2: The Training Solution Checklist Needs Analysis Methods Needs Analysis Sources Obstacles to Needs Analysis The Trainer’s Notebook 3.3: How to Conduct a Rapid Needs Analysis Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: The Asthma Attack Case Study: The Incident and Apology Running Case Study: Dirty Pools References Chapter 4 Training Design Chapter Learning Outcomes Introduction Training Objectives Writing Training Objectives The Purchase-or-Design Decision Purchase Decision Factors Request for Proposal (RFP) The Trainer’s Notebook 4.1: An Effective Request for Proposal (RFP) Training Content The Trainer’s Notebook 4.2: Training Content for Privacy Training Training Methods Active Practice Training Today 4.1: Designing Training Programs for Older Workers Pre-Training Interventions Conditions of Practice During Training The Trainer’s Notebook 4.3: How to Give Training Feedback Active Learning Error-Management Training (EMT) Model of Training Effectiveness—Training Design Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: We ID 25 Case Study: Training the Sales Force Running Case Study: Dirty Pools References Chapter 5 Off-the-Job Training Methods Chapter Learning Outcomes Introduction Lecture Method Tips for Trainers Discussion Method Tips for Trainers Case Study Method 154` Tips for Trainers Case Incident Method Tips for Trainers Behaviour Modelling Training Tips for Trainers The Trainer’s Notebook 5.1: Implementing Behaviour Modelling Training Role Play Tips for Trainers The Trainer’s Notebook 5.2: Steps for Effective Role Plays Simulations Tips for Trainers Training Today 5.1: Simulations for Sales Success Games Tips for Trainers Action Learning Tips for Trainers Instructional Media Tips for Trainers Choosing an Instructional Method Cost and Resource Availability On-the-Job Application Trainer Skill and Preferences Trainee Preferences and Characteristics Blended Training Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: The Altercation Case Study: The Customer-Service Training Program Running Case Study: Dirty Pools References Chapter 6 On-the-Job Training Methods Chapter Learning Outcomes Introduction On-the-Job Training (OJT) Methods The Problem with On-the-Job Training Job Instruction Training Step 1: Preparation Step 2: Instruction Step 3: Performance Step 4: Follow-up Tips for Trainers Performance Aids Training Today 6.1: Operating Room Checklist Saves Lives Tips for Trainers Job Rotation Tips for Trainers Apprenticeships Tips for Trainers The Trainer’s Notebook 6.1: Increasing Employer Participation in Apprenticeship Training Coaching Tips for Trainers Mentoring The Trainer’s Notebook 6.2: Developing an Effective E-Mentoring Program Tips for Trainers Off-the-Job versus On-the-Job Training Methods Off-the-Job Training Methods On-the-Job Training Methods Combining On-the-Job and Off-the-Job Training Methods Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: Davco Machine Ltd. Case Study: TPK Appliances Running Case: Dirty Pools References Chapter 7 Technology-Based Training Methods Chapter Learning Outcomes Introduction What Is Technology-Based Training? Computer-Based Training and E-Learning Instructor-Led Training and Self-Directed Learning Asynchronous and Synchronous Training Online and Distance Education Electronic Performance Support Systems The Virtual Classroom The Trainer’s Notebook 7.1: Designing Effective Virtual Training Programs Social Media and Web 2.0 Technology Mobile Learning (M-Learning) Synthetic Learning Environments (SLEs) Training Today 7.1: Virtual Reality Training at BNSF Railway Designing Effective Technology-Based Training Programs The Trainer’s Notebook 7.2: Design Principles for Computer-Based Training Benefits of Technology-Based Training Advantages Disadvantages Effectiveness of Technology-Based Training Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: Playing Video Games to Learn Case Study: E-Learning at Flotation Ltd. Case Study: The Korea Ginseng Corporation Running Case Study: Dirty Pools References Chapter 8 Training Delivery Chapter Learning Outcomes Introduction The Lesson Plan The Trainer’s Notebook 8.1: Guidelines for Developing a Lesson Plan The Trainer The Trainer’s Notebook 8.2: Getting Trainees Engaged Train-the-Trainer The Trainer’s Notebook 8.3: Train-the-Trainer Fundamentals The Trainees Training Today 8.1: Training a Multi-Generational Workforce Trainability Test Training Materials and Equipment Training Site Seating Arrangement Scheduling the Training Program Training Administration The Role of Ethics in Training and Development Implementing the Training Program Learning Climate Gagné’s Nine Events of Instruction Closing a Training Program Training Delivery Problems The Trainer’s Notebook 8.4: Solutions to Training Delivery Problems Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: Training the Trainer at the Running Room Case Study: The Houghton Refrigeration Company Running Case: Dirty Pools References Chapter 9 Transfer of Training Chapter Learning Outcomes Introduction What Is Transfer of Training? The Transfer of Training Problem Transfer of Training Process Trainee Characteristics Training Design Work Environment Transfer of Training Strategies Transfer of Training Strategies before Training Management Trainer Trainees Transfer of Training Strategies during Training Management Trainer Trainees Transfer of Training Strategies after Training Management Trainer Training Today 9.1: The Effects of Follow-Up Sessions on the Transfer of Training Trainees The Trainer’s Notebook 9.1: Best Practice Strategies for Transfer of Training Training Today 9.2: Using Technology to Facilitate Transfer of Training Transfer of Training Interventions Relapse Prevention Self-Management Goal-Setting Post-Training Supplements Booster Sessions Self-Coaching Upward Feedback Transfer System Model of Training Effectiveness—Transfer of Training Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: BC Assessment Case Study: The School Board Running Case: Dirty Pools References Chapter 10 Training Evaluation Chapter Learning Outcomes Introduction What Is Training Evaluation? Why Conduct Training Evaluations? Do Organizations Conduct Training Evaluations? Barriers to Training Evaluation Pragmatic Barriers to Training Evaluation Political Barriers to Training Evaluation Training Today 10.1: Upper Management’s Role in Training Evaluation Types of Training Evaluation Models of Training Evaluation Kirkpatrick’s Hierarchical Model: The Four Levels of Training Evaluation Research on Kirkpatrick’s Model COMA MODEL Decision-Based Evaluation Model Training Today 10.2: The Learning Transfer System Inventory (LTSI) Training Evaluation Variables Reactions Learning Behaviour Motivation Self-Efficacy Perceived and/or Anticipated Support Organizational Perceptions Organizational Results Data Collection Designs in Training Evaluation Descriptive Training Evaluation Models The Trainer’s Notebook 10.1: Understanding Pre-Post Differences The Limit of the Three Descriptive Evaluation Models Causal Evaluation Designs The Internal Referencing Strategy (IRS): A Compromise Evaluation Model Summary of Data Collection Designs A Final Integrative Comment: Models, Outcomes, and Data Collection Designs Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: The Social Agency Case Study: The Alcohol/Drug Abuse Prevention Program (ADAPP) Running Case Study: Dirty Pools References Chapter 11 Training Costs and Benefits Chapter Learning Outcomes Introduction Training and the Bottom Line The Trainer’s Notebook 11.1: Business Impact-Driven Learning Training and the Bottom Line in Canadian Organizations Costing Training Programs Direct Costs Indirect Costs Developmental Costs Overhead Costs Trainee Compensation Costs Training Costs at the Wood Panel Plant The Benefits of Training Programs Return on Investment (ROI) Training Today 11.1: The Investing in People Project The Trainer’s Notebook 11.2: Converting Benefits to Monetary Values Utility Analysis Break-Even Analysis The Credibility of Benefit Estimates The Trainer’s Notebook 11.3: Increasing the Credibility of Benefit Estimates Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident 1: The Harmony Remote Case Incident 2: Renswartz Realty Company Case Study: DATAIN Running Case: Dirty Pools References Chapter 12 Training Programs Chapter Learning Outcomes Introduction Orientation Training Essential Skills Training Technical and Non-Technical Skills Training Information Technology Training Health and Safety Training Total Quality Management Training Team Training Sales Training Customer-Service Training Sexual and Racial Harassment Training Ethics Training Diversity Training Cross-Cultural Training The Trainer’s Notebook 12.1: How to Design an Effective Cross-Cultural Training Program Health and Wellness Training Training Today 12.1: Mental Health Training at the Government of the Northwest Territories Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: Saving Theatre Calgary Case Study: The Foreign Assignment Running Case Study: Dirty Pools References Chapter 13 Management and Leadership Development Chapter Learning Outcomes Introduction Training Today 13.1: Bench Strength What Is Management? Management Development versus Employee Training What Is Management Development? Is Management Development Important? Management Development Core Managerial Roles Interpersonal Roles Informational Role Decisional Role Managerial Functions Controlling Organizing Planning Leading Leadership: A Critical Function of Management? Leadership and Its Development: A Work in Progress Training Today 13.2: Authentic Leadership Training Today 13.3: Taking Management Development Seriously: The PricewaterhouseCoopers Story Management Skills Emotional Intelligence Project Management and Emotional Intelligence Models of Management Skills Development The Trainer’s Notebook 13.1: The TIMS (Training in Management Skills) Procedure Error Training for Management Development The Content of Management Development Programs Conceptual Skills Technical Skills Interpersonal Skills Methods of Management Development Training Today 13.4: The Origins of Outdoor Wilderness Training Management Education Programs Training Today 13.5: Are Corporate Universities Useful? Management Training Programs Sources and Lengths of Management Training Sessions On-the-Job Management Development Is Management Development Effective? Leadership Training: What’s Wrong and What Is Needed? Summary Key Terms Discussion Questions The Great Training Debate Exercises Case Incident: Middle Manager Burnout Case Study: Market Research Inc. References Chapter 14 The Evolution and Future of Training and Development Chapter Learning Outcomes Introduction The Evolution of Learning in Organizations A Multilevel Systems Model of Organizational Learning Organization Level Group Level Individual Level Linkages Between the Levels The Changing Role of Learning Professionals The Trainer’s Notebook 14.1: Learning Material and Activities in a Learning Environment Making Training and Development Programs Effective The Trainer’s Notebook 14.2: Making Training and Development Programs Effective [Show More]

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