...* * * * Distance Perception and Throwing Bean-Bags * Does Verbal Training Improve Perception Estimates and Actions * Emily Satel * Texas Tech University * * * * * * * * * * * * * * * * * Abstract * Our research examined the relationship between verbal estimates of depth perception and active tasks involving depth perception by studying 20 participants in two conditions: the feedback condition and the no feedback condition. Participants in each condition completed tasks related to depth perception then underwent training involving making verbal estimations of distances before finally completing the task again. The only difference between the two groups was that those in the feedback condition were given feedback about the accuracy of their judgments during training and those in the no feedback condition were not. Our results suggest that verbal estimate training helps participants who receive feedback complete their active tasks more accurately. This suggests that training can help improve peoples abilities to make verbal estimates about distance and thus complete tasks related to depth perception with greater ease and more accuracy. * * * * * * * * * * Introduction * Our ability to accurately judge distances and perceive depths is an important skill in everyday tasks like driving. Unfortunately this is...
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...of clean driving record Training Evaluation Strategies Now, that we have reviewed the training methods we also have to assess and evaluate the effectiveness of the training. Accoriding to Cascio (2013), evaluation is a twofold process that involves (1) establishing indicators of success in training, as well as on the job, and (2) determining exactly what job-related changes have occurred as a result of the training.” Effective evaluation not only happens at the conclusion of the training, but it happens before training, during training, and after training. The recommended evaluation strategy for Landslide Limousines would be Kirkpatrick’s Four-Level Model of Evaluation. ("Ensure Your Training Is Effective", 2014). 1. Reaction – What does the learner feel about the training? 2. Learning – What facts or knowledge did the learner gain? 3. Behavior – What skills did the learner develop; what new information is the learner using on the job? 4. Results – What results occurred? Did the learner apply the new skills to the necessary tasks in the organization and, if so, what results were achieved. Reaction. This first level evaluates how well the trainees liked the training session. This level gives trainees the opportunity to give feedback to the trainer on the pros and cons of the session. Here are some strategic ways in collecting this feedback: * Observe trainings to acquire your own perception of their reception * Obtain feedback in writing immediately...
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...Orientation Human Resource Development Management Development Career Planning & Development Organizational Development Compensations Management Compensation Compensations and Benefits 21 23 23 23 24 25 25 26 7 8 7.0 8.0 8.1 8.2 8.3 8.4 8.5 Human Relations Human Resource Management in Bank HRM in Cooperative Banks HRM in Regional Rural Banks (RRBs) HRM in Public Sector Banks HRM in Private Banks & Foreign Banks HRM in Public Sector Unit Banks (PSU Banks) 27 28 28 28 28 29 29 31 31 31 32 9 9.0 Responsibilities of the Human Resource Management Department in Banks 9.1 9.2 Role Responsibilities 10 10.0 Employee Relation in Banks -3- 11 12 Current Challenges Faced by banks in HRM 12.0 Development in Banks 12.1 Training and Development 12.2 Recruitment 12.3 Selections 33 35 35 39 40 45...
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...new behaviors have to be introduced and consistently reinforced over the long term. This means following up programs with enough continued learning, feedback, coaching and accountability to stimulate the growth of new neuronal connections that eventually take the place of old ones. Unaware of this reality, organizations have wasted billions of dollars annually investing in learning programs that fail to change behavior. The greater challenge of the quest for this "Holy Grail" is that the solution doesn't involve fixing just one thing. A myriad of variables within an organization influence whether learning is reinforced until new behavior patterns are established. A process I call Train-to-Ingrain was designed to achieve permanent, measurable improvements in performance by optimizing aspects of training and development that impact on learning transfer: - COMMITMENT - Support follow-up reinforcement - COACHING - Prepare direct managers for their development role - FOLLOW-UP - Integrate reinforcement programs with assessment and training programs - ACCOUNTABILITY - Measure performance improvement and calculate ROI - TRAINING FOR TRANSFER - Incorporate learning strategies that promote application and reinforcement of skills - LEARNING NETWORKS - Coordinate support for reinforcement - FOCUS - Identify training needs that will have a positive impact on business results - CULTURE - Align the organization's policies and practices to support performance improvement ...
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...Phoenix. Outline of PowerPoint Presentation Slide 2 These are the topic areas that will be discussed today, in reference to the assessment interviews that were conducted: Introduction Interview Questions Purpose of Assessment Development of Assessment Implementation of Assessment Analysis of Assessment Conclusion Introduction Notes Slide 3 Team A interviewed two post-secondary instructors and two corporate trainers. When asked several questions on assessments, the answers showed a variance in techniques and purposes. In addition, a variety of assessment tools produce results appropriate for the diverse educational environments. Purpose of Assessment Notes Slide 4 Assessment is the systemic collection and analysis of information. When comparing and contrasting both the post-secondary and corporate trainer, the following was found for each question asked on the Purpose of Assessments: 1. Based on your purpose for assessment, which format for assessment do you use in your learning environment and why? a. Both the corporate trainers and the post-secondary instructors stated many forms of assessments. b. One trainer mentioned doing an initial level of knowledge questionnaire to understand needs of employees, and the only one that mentioned using a performance matrix to monitor employee job performance. The other trainer adds narrative response questions, so that students are able to add comments on what was best and what could be better...
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...MAssignment front sheet |Qualification |Unit number, title and level | |BTEC Level5 HND Diploma in Business |Unit 14: Working With and Leading People | | |Level 5 | |Student name and ID number |Assessor name | | |Urmila Chooramun | | | | |Date issued |Completion date |Submitted on | |22nd September 2014 |12th December 2014 before 12.00 midday | | | | | ...
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...Training and Education Diploma Assignment: Selection of a Learner Management System for a University in Spain 1 Part 1 – Introduction 1.1 Background The subject matter I have chosen for my Assignment is the selection and planning of a Learning Management System for a University in Spain. 1.2 Objectives of the Project I have identified that a LMS could provide a number of potential advantages for our college, including the following: Improvement in the quality of learning outcomes, Improvement in customer service quality, Efficiencies and cost savings. The specific objectives of the project is as follows: To identify the particular benefits to learners and the college from such a system To prioritise functionality which will be of most benefit to the college and its learners. To identify implementation considerations which help ensure success. 1.3 What is a Learning Management System? Wikipedia defines a LMS as “a set of software tools designed to manage user learning interventions”. 1 SearchCIO define it as “a software application or Web-based technology used to plan, implement, and assess a specific learning process.”2 Typically, a Learning Management System is a computer based system which facilitates creation and delivery of content, communication between stakeholders in the training process, monitoring of student participation, and assessment of student performance. A learning management system may also provide students with the ability to...
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...TRAINING & DEVELOPMENT BY DR HAZEL GACHUNGA TRAINING PROCESS Today companies are taking training seriously due to the deeply held value that successful companies are the ones that take the training of their people seriously. Continuous improvement in process has meant that new technologies are being used and so people need the skills to operate these. Again skills are getting outdated very quickly because requirements are getting stringent and changing by the day. Organizations are facing fierce competition, which is accelerating the pace of change. Flatter organization structures coupled with technology help people to take on more work and greater spans of control. This structure can only be effective if the workforce is highly motivated, trained and educated. Alignment Training must be aligned with a company’s business direction and values. Training philosophy Expresses the degree of importance the company attaches to training. Training philosophy should be based on: 1) Strategic approach to training Takes a long-term view of what skills, knowledge and level of competence employees need. 2) Relevant 3) Problem – based 4) Action – action oriented 5) Continuous development Missions The training philosophy should be guided by the mission of the organization The mission should be communicated to all Example of a Training Department’s...
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...One-on-one discussion of issues • Opportunity to focus on work activities and goals • Provides employee recognition • Lets employee know the company is interested in their performance and development Optimal Results of Performance Appraisals • Measure performance • Establish job expectations • Nurture growth • Open communication • Increase motivation • Merit increase or bonus Pre-Appraisal Activities • Constantly ongoing • Monthly or weekly “catch up” meetings • Maintain running list of projects or achievements • Give employee a copy of appraisal before meeting Post-Appraisal Activities • Keep dialogue open • Set additional meeting for merit discussion • Document key points of appraisal meeting • Set expectations for next year Appraisal Feedback • Make feedback constructive • Do not “sugar-coat” the feedback • Feedback is an open discussion • Not a time to train/coach • Avoid feedback that can be considered personal • Ask correct questions Giving an Optimal Performance Appraisal • Take notes during appraisal • Understand different points of view • Encourage or offer help • Help with weaknesses • Set short, long-term and company goals Company Benefits • Skilled workforce • Increased productivity and loyalty • Decreased turnover • Interactive ideas Assessing Teams • Evaluated just as often as individuals • Interact, not observe teams • Use an objective team assessment • Use team members as additional assessors Recommended Strategy for Assessing...
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...Project Phase | Education/Training Event Name | Description | Client Attendees | Duration | Location | ENGAGE PHASE - Project Planning & Team Preparation | Client Executive Session | ● Executive level project kickoff ● Review Cerner's implementation methodology, key dates, project success factors, roles/responsibilities, governance structure/project staffing needs, benefits/outcomes and Meaningful Use Objectives (in the US) etc. | Executive & Clinical Leadership Team, (Note: ensure the Quality Director is also included as benefits will be discussed) | 2-4 hrs | Client Site | | Strategic Assessment | The Strategic Assessment is a diagnostic approach that assesses an organization’s culture and readiness for change. During this assessment, leadership, end-users and prospective project team members are engaged to assess the healthcare organization’s current situation, challenges and opportunities. | Client Physician ResourcesClient Transformation Consultant | Assessments are conducted over a wk period and results presented in a combined session | Client Site | | Project Preparation Session | ● Project Overview Presentation - Review Project Roles/Expectations, Key Events/Dates, Meaningful Use objectives for project etc. ● Solution and Tools Workshop - MethodM Online (Online Project Plan and Sharepoint Site), WBTs (Web-based training tools to introduce the project team to Millennium), Bedrock (Wizards used to design/build components of the database) ● Open House...
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...HUMAN RESOURCE MANAGEMENT Civil Service Branch December 1995 HUMAN RESOURCE MANAGEMENT FOREWORD MANAGING PEOPLE BETTER AIMS and PRINCIPLES VALUES WHERE RESPONSIBILITIES LIE Civil Service Branch Policy Branches and Departments Managers and Individual Civil Servants DEPARTMENTAL HUMAN RESOURCE MANAGEMENT PLANS Manpower Planning Succession Planning Turnover Recruitment Deciding on Terms of Appointment Selection of Candidates Probation Performance Management Motivation Performance Appraisal Promotion Guidance and Supervision Addressing Poor Performance Training and Development Training • Induction • Management Development • Vocational • Language and Communication • Computer Development • Posting • Acting Appointment • Secondment Staff Relations Securing Staff Commitment • Consultation • Communication • Recognition Resolving Disputes Addressing Grievances Welfare Management Information Systems THE WAY AHEAD FOREWORD One of the measures of success of our Civil Service is our responsiveness to the changing needs and circumstances of Hong Kong. We are learning how to work with a fully elected legislature and how to deliver new and improved services demanded by a more affluent and sophisticated community. We have become more open and accountable, and have committed ourselves to specific standards of performance against which the public can gauge what they can and should expect from us. Such responsiveness and adaptability call for an enormous amount of resilience, dedication...
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...HUMAN RESOURCE MANAGEMENT Civil Service Branch December 1995 HUMAN RESOURCE MANAGEMENT FOREWORD MANAGING PEOPLE BETTER AIMS and PRINCIPLES VALUES WHERE RESPONSIBILITIES LIE Civil Service Branch Policy Branches and Departments Managers and Individual Civil Servants DEPARTMENTAL HUMAN RESOURCE MANAGEMENT PLANS Manpower Planning Succession Planning Turnover Recruitment Deciding on Terms of Appointment Selection of Candidates Probation Performance Management Motivation Performance Appraisal Promotion Guidance and Supervision Addressing Poor Performance Training and Development Training • Induction • Management Development • Vocational • Language and Communication • Computer Development • Posting • Acting Appointment • Secondment Staff Relations Securing Staff Commitment • Consultation • Communication • Recognition Resolving Disputes Addressing Grievances Welfare Management Information Systems THE WAY AHEAD FOREWORD One of the measures of success of our Civil Service is our responsiveness to the changing needs and circumstances of Hong Kong. We are learning how to work with a fully elected legislature and how to deliver new and improved services demanded by a more affluent and sophisticated community. We have become more open and accountable, and have committed ourselves to specific standards of performance against which the public can gauge what they can and should expect from us. Such responsiveness and adaptability...
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...feel about how the material is presented. Evaluation can bridge the gap between how the instructor assumes or believes the material is coming across, and how the learners are actual grasping the material. In addition, learners that take the course or are administered the instruction can provide necessary unbiased feedback about how the information...
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...1: HR Practices utilized by Marks & Spencer to address strategic needs 17 Question 1: In an industry where competition is intense, developing staff has probably never been so important. By training and developing its staff, discuss how Marks & Spencer is in a position to develop a competitive advantage over its competitors. Introduction A competitive advantage is a superiority that an organization can gain over its competitors by providing the same value at lower prices or charging higher prices for providing greater value through differentiation, Business Dictionary (2015). Grobler et al (2011:9) noted that in the past the focus of Human Resources (HR) was an administrative one (traditional HR) with focus on personnel issues, more recently HR has been recognized as being contributory to the organization’s overall strategy. HR is therefore an integral part of achieving competitive advantage. One such HR practice that enables competitive advantage is in training and development of its staff. Noe et al (2012:98) noted that in the knowledge economy it is the organization’s intangible assets which provide for competitive advantage. A company’s intangible assets comprise human capital, intellectual capital, social capital and customer capital. Training and Development When there are deficiencies in key skills required by an organization, this can result in poor performance and a loss of competitive advantage. Employee programs...
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...Centralized Training Workshop Proposal Centralized Training Workshop Proposal The Centralized Training Workshop is being formed to train all managers on the new system and compliance policies being introduced across the organization. To ensure organization resources and the manager’s time is not wasted several issues need to be addressed and resolved. These issues include though not limited to organization and infrastructure problems and social concerns within the organization and have been addressed and resolved to facilitate training. All training will be customized to the manager’s background, training objectives and system requirements. CTW (Centralized Training Workshop) is a combined effort of HR and IT department managers to streamline the new organization’s system and policies being implemented company wide. The proposed workshop will be conducted at the organization headquarters, a suitable site for all satellite location managers. Workshop sessions will be held in a three day period, each training day will be for a five hour period. Stakeholders Stakeholders concerned with the workshop include committee members and financial department of the main branch, along with advertising and all satellite managers. Indirectly involved are all uses of our services and products. In addition to any individuals invested in the organization. Objective The main purpose for the proposed workshop is proper training and feedback from the training experience. By complete understanding...
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