Training The process of teaching new employees the basic skills they need to perform

their jobs.

Task Analysis A detailed study of a job to identify the skills required so that an appropriate

training program may be instituted.

Performance Analysis Careful study of performance to identify a deficiency and then correct it with

new Equipment, a new employee, a training program, or some other

adjustment.

On-the-job Training (OJT)Training a person to learn a job while working at it.

Vestibule or Simulated Training employees on special off-the-job equipment, as in training airplane

pilot training, whereby training costs and hazards can be reduced.

Coaching/Mentoring A method of on-the-job training where an experienced worker or Method the

trainee’s supervisor trains the employee.

Action Learning A training technique by which management trainees are allowed to work fulltime

analyzing and solving problems in other departments.

Case Study Method A development method in which the manager is presented with a written

description of an organizational problem to diagnose and solve.

Business Games A development technique in which teams of managers compete with one

another by making computerized decisions regarding realistic but simulated

companies.

Behavior Modeling A training technique in which trainees are first shown good management

techniques in a film, are then asked to play roles in a simulated situation, and

are then given feedback and praise by their supervisor.

Learning Organization An organization skilled at creating, acquiring, and transferring knowledge and

at modifying its behavior to reflect new knowledge and insights.

Training The heart of a continuous effort designed to improve employee competency

and organizational performance.

A major HRM function that consists not only of T&D but also individual

career planning and development activities and performance appraisal.

Learning Organizations Firms that recognize the critical importance of continuous performancerelated

training and development and take appropriate action.

Job Rotation It involves moving employees from one job to another for the purpose of

providing them with broader experience.

Assistant to Position: Employees with demonstrated potential are sometimes given the opportunity

to work under a successful manger.

Job Rotation: It involves moving employees to various positions in organization in an effort

to expand their skills, knowledge and abilities.

Career: Career can be defined as a general course of action a person chooses to pursue

throughout his or her working life

Career planning: Career planning is an ongoing process through which an individual sets career

goals and identifies the means to achieve them.

Career Paths: Career paths have historically focused on upward mobility within a particular

occupation.

Career Development: A formal approach taken by an organization to help people acquire the skills

and experiences needed to perform current and future jobs is termed as career

development.

Mentoring & Coaching: When senior employee takes an active role in guiding another individual, we

refer to this activity as mentoring and coaching

Dual-Career Path: A career-path method, that recognizes that technical specialists can and should

be allowed to continue to contribute their expertise to a company without

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having to become managers.

Performance: Performance can be defined as efforts along with the ability to put efforts

supported with the organizational policies in order to achieve certain

objectives.

Motivation: Activities in HRM concerned with helping employees exert high energy levels

and to get performance in desirable direction.

Performance Management: A process that significantly affects organizational success by having managers

and employees work together to set expectations, review results, and reward

performance.

Performance: Performance appraisal is a system of review and evaluation of an individual or

team’s job performance.

Halo Error Occurs when the evaluator perceives one factor as being of paramount

importance and gives a good or bad overall rating to an employee based on

this factor.

MBO: It is a goal-oriented performance appraisal method, requires that supervisors

and employees determine objectives for employees to meet during the rating

period, and the employees appraise how well they have achieved their

objectives

360-Degree Feedback: Involves input from multiple levels within the firm and external sources as

well.

Central Tendency Occurs when employees are incorrectly rated near the average or middle of

the scale.