HRIR 3021 FINAL EXAM QUESTIONS AND ANSWERS WITH
COMPLETE SOLUTIONS GRADED A++ LATEST UPDATE
4 approaches to employee development
1. formal education
2. assessment
3. job experiences
4. interpersonal relationships
Formal education
Organizations may support employee development through a variety of formal
educational programs, either at the workplace or off-site
Job experience
the combination of relationships, problems, demands, tasks, and other features of an
employee's jobs
-employees must learn new skills, apply them, and master new experiences to develop
-job enlargement
Career management systems and their steps
data gathering
feedback
goal setting
action planning
follow up
,Career management systems: feedback
employees receive information about their skills and knowledge and where these assets
fit into the organization's plans
-may hold separate discussions for performance feedback and career development
Career management systems: goal setting
categories of long and short term goals
-desired positions
-levels of skill to apply
-work setting
-skill acquisition
Job enlargement
Adding challenges or new responsibilities to employees' current jobs
-Promotion, temporary assignment, transfer, downward move, job rotation
Job rotation & when it succeeds
enlarging jobs by moving employees among several different jobs
-establish clear policies about which positions are eligible
-expectations and understood & agreed upon
-goals for the program support business goals
-schedule is realistic
-top management is committed
-someone is responsible for measuring whether the program is meeting its goals
Job transfer
,the organization assigns an employee to a position in a different area of the company.
Transfers do not necessarily increase job responsibilities or compensation. They are
usually lateral moves
Promotion
moving an employee into a position with greater challenges, more responsibility, and
more authority than in the previous job
Types of temporary assignments
externships (a full time temporary position at another org), sabbaticals to acquire new
skills and perspectives
Downward move
assignment of an employee to a position with less responsibility and authority,
sometimes to develop different skills
Assessment
collecting information and providing feedback to employees about their behavior,
communication style, or skills
Training vs development
training: helping employees improve performance of their current jobs
development: help employees prepare for changes in responsibilities in their current
jobs
MBTI (Myers-Briggs Type Indicator)
identifies individuals' preferences for source of energy, means of information gathering,
way of decision making, and lifestyle
, MBTI: energy
E or I, extroverted or introverted
MBTI: information-gathering
preparation ppl make before making a decision, Sensing or N Intuiting
Sensing: gathering facts/details before making a decision
-Intuitive: focus less on facts and more on possibilities and relationships among them
MBTI: decision-making
individuals differ in the amount of consideration they give to their own and others' values
and feelings, as opposed to the hard facts of a situation
-T thinking: objectivity
-F feeling: impacts on others and their own feelings
MBTI: lifestyle
an individual's tendency to be either flexible or structured
-J judging: focus on goals, deadlines, conclusions
-P perceiving: surprises and change, dislike deadlines
Employee development
the combination of formal education, job experiences, relationships, and assessment of
personality and abilities to help employees prepare for the future of their careers
HRM and employee development
human resource professionals can contribute to the system's success by ensuring that it
is linked to other HR practices such as performance management, training, and
recruiting
COMPLETE SOLUTIONS GRADED A++ LATEST UPDATE
4 approaches to employee development
1. formal education
2. assessment
3. job experiences
4. interpersonal relationships
Formal education
Organizations may support employee development through a variety of formal
educational programs, either at the workplace or off-site
Job experience
the combination of relationships, problems, demands, tasks, and other features of an
employee's jobs
-employees must learn new skills, apply them, and master new experiences to develop
-job enlargement
Career management systems and their steps
data gathering
feedback
goal setting
action planning
follow up
,Career management systems: feedback
employees receive information about their skills and knowledge and where these assets
fit into the organization's plans
-may hold separate discussions for performance feedback and career development
Career management systems: goal setting
categories of long and short term goals
-desired positions
-levels of skill to apply
-work setting
-skill acquisition
Job enlargement
Adding challenges or new responsibilities to employees' current jobs
-Promotion, temporary assignment, transfer, downward move, job rotation
Job rotation & when it succeeds
enlarging jobs by moving employees among several different jobs
-establish clear policies about which positions are eligible
-expectations and understood & agreed upon
-goals for the program support business goals
-schedule is realistic
-top management is committed
-someone is responsible for measuring whether the program is meeting its goals
Job transfer
,the organization assigns an employee to a position in a different area of the company.
Transfers do not necessarily increase job responsibilities or compensation. They are
usually lateral moves
Promotion
moving an employee into a position with greater challenges, more responsibility, and
more authority than in the previous job
Types of temporary assignments
externships (a full time temporary position at another org), sabbaticals to acquire new
skills and perspectives
Downward move
assignment of an employee to a position with less responsibility and authority,
sometimes to develop different skills
Assessment
collecting information and providing feedback to employees about their behavior,
communication style, or skills
Training vs development
training: helping employees improve performance of their current jobs
development: help employees prepare for changes in responsibilities in their current
jobs
MBTI (Myers-Briggs Type Indicator)
identifies individuals' preferences for source of energy, means of information gathering,
way of decision making, and lifestyle
, MBTI: energy
E or I, extroverted or introverted
MBTI: information-gathering
preparation ppl make before making a decision, Sensing or N Intuiting
Sensing: gathering facts/details before making a decision
-Intuitive: focus less on facts and more on possibilities and relationships among them
MBTI: decision-making
individuals differ in the amount of consideration they give to their own and others' values
and feelings, as opposed to the hard facts of a situation
-T thinking: objectivity
-F feeling: impacts on others and their own feelings
MBTI: lifestyle
an individual's tendency to be either flexible or structured
-J judging: focus on goals, deadlines, conclusions
-P perceiving: surprises and change, dislike deadlines
Employee development
the combination of formal education, job experiences, relationships, and assessment of
personality and abilities to help employees prepare for the future of their careers
HRM and employee development
human resource professionals can contribute to the system's success by ensuring that it
is linked to other HR practices such as performance management, training, and
recruiting
