HRM617 mid term questions paper 1

1.five basic skills needed in learning

2.role of customers in customer model
3.elaborate transfer of training
4.what is pedagogy

HRM617 mid term questions paper 2

1.which theory explains the concept of reward and punishment?

2.why fan type seating arrangement is better than class room type ?
3.discuss the discripencies of Krikpatrick evaluation crieteria
4.boot camp of trilogy
5.what refers carrier staffing topology? ans;supply flow and assignment flow
6.what was the aim of solomans ash experiment

HRM617 mid term questions paper 3

Q:discuess the relationship of external to internal conditions for different learning
outcomes.
Q:identify the five basic factors that influence employees performance and learning?
Q:why needs ssessment is important for successful training program?
Q:what are the min components of n action plan?
Qbeing manager how you cn improve self efficancy of your employees?give 3 points.

HRM617 mid term questions paper 4

1.which theory explains the concept of reward and punishment?
2.why fan type seating arrangement is better than class room type ?
3.discuss the discripencies of Krikpatrick evaluation crieteria
4.boot camp of trilogy
5.what refers carrier staffing topology? ans;supply flow and assignment flow
6.what was the aim of solomans ash experiment Here’s a detailed breakdown of the
questions from the HRM617 Midterm Papers you provided, along with possible answers and
explanations:
HRM617 Midterm Questions Paper 1
1. Five Basic Skills Needed in Learning
o Cognitive Skills: The ability to think critically and solve problems.
o Metacognitive Skills: The ability to manage one's own learning process
(self-regulation).
o Interpersonal Skills: The ability to communicate and work effectively with
others.
o Technical Skills: Specific skills needed to perform particular tasks or use
technology effectively.
o Creative Thinking: The ability to think outside the box and generate new
ideas.
2. Role of Customers in Customer Model
o The customer model in training emphasizes the importance of
understanding and meeting the needs of internal and external customers.
In this context, customers (both internal employees and external clients)
play a key role in shaping the quality and direction of training programs by
providing feedback, defining requirements, and setting expectations for
outcomes.
3. Elaborate Transfer of Training
o Transfer of training refers to the application of knowledge, skills, and
behaviors learned in training to the job. There are two types:
 Positive Transfer: When training leads to improved job
performance.
 Negative Transfer: When training results in behaviors that are
counterproductive.
o Effective transfer of training requires factors like managerial support, on-
the-job practice, and aligning training content with actual job tasks.
4. What is Pedagogy?
o Pedagogy is the method and practice of teaching, specifically how
teachers teach and how students learn. It involves the techniques and
strategies educators use to promote learning, with a focus on structured
learning environments.

HRM617 Midterm Questions Paper 2

1. Which Theory Explains the Concept of Reward and Punishment?
o Operant Conditioning Theory (by B.F. Skinner): This theory explains
that behavior can be shaped by consequences (rewards or punishments).
Positive reinforcement (reward) increases behavior, while negative
reinforcement (punishment) decreases undesirable behavior.
 2. Why Fan-Type Seating Arrangement is Better than Classroom Type?
o Fan-type seating encourages interaction and participation, as everyone
can see the instructor and engage in discussions more easily. It fosters
better communication, collaboration, and group dynamics compared to the
traditional classroom setup, which may be more passive and restrictive.
3. Discuss the Discrepancies of Kirkpatrick's Evaluation Criteria
o Kirkpatrick's Four-Level Evaluation Model includes:
 Reaction: Measures participant satisfaction.
 Learning: Assesses whether participants gained knowledge or
skills.
 Behavior: Evaluates if participants apply what they’ve learned.
 Results: Analyzes the business impact.
o Discrepancies: The model's simplicity might not account for external
factors influencing behavior and results. It also tends to focus more on
short-term outcomes, without sufficiently addressing long-term impacts on
the organization.
4. Boot Camp of Trilogy
o Trilogy Bootcamp: Trilogy was known for its intense, immersive training
programs for new employees, especially in software development. These
"boot camps" were designed to rapidly teach new hires the skills they
needed to be productive quickly, with a focus on practical, hands-on
learning.
5. What Refers to Career Staffing Topology?
o Supply Flow: The movement of employees into positions from within or
outside the organization.
o Assignment Flow: Refers to the allocation of employees to specific roles,
often based on skills, expertise, or career development needs.
6. What Was the Aim of Solomon’s Asch Experiment?
o Solomon Asch’s Conformity Experiment aimed to study how peer
pressure (group influence) can affect an individual’s judgment and
decisions, particularly in situations where the group's opinion conflicts with
the individual's beliefs.

HRM617 Midterm Questions Paper 3

1. Discuss the Relationship of External to Internal Conditions for Different
Learning Outcomes
o External conditions (e.g., organizational culture, workplace environment,
tools, and resources) can influence how employees learn and apply
knowledge. Internal conditions (e.g., motivation, individual learning styles,
cognitive abilities) determine how employees absorb and retain
 information. Both play critical roles in shaping the effectiveness of learning
outcomes.
2. Identify the Five Basic Factors That Influence Employee Performance and
Learning
o Motivation: The drive to learn and perform.
o Ability: The employee’s current skills and knowledge.
o Environment: Resources, tools, and support available in the workplace.
o Feedback: The input employees receive on their performance and
progress.
o Reinforcement: Rewards or consequences that influence future behavior.
3. Why Needs Assessment Is Important for a Successful Training Program?
o A needs assessment helps identify the gap between current and desired
employee performance, ensuring that the training program addresses the
specific needs of the organization and employees. It also ensures that
resources are allocated efficiently and that training objectives are relevant
and targeted.
4. What Are the Main Components of an Action Plan?
o Objective: Clear goals of what the action plan aims to achieve.
o Tasks/Steps: Specific actions to be taken to achieve the objective.
o Timeline: Deadlines for completing tasks.
o Responsibilities: Who is responsible for each task.
o Resources: Necessary resources to accomplish the tasks.
5. Being a Manager, How Can You Improve Self-Efficacy of Your Employees?
(Give 3 Points)
o Provide Positive Feedback: Reinforce employees’ belief in their
capabilities through constructive and encouraging feedback.
o Set Achievable Goals: Set clear and attainable goals that help
employees build confidence as they achieve them.
o Offer Training and Support: Equip employees with the knowledge and
skills they need to succeed, boosting their self-efficacy through
development opportunities.

HRM617 Midterm Questions Paper 4

1. Which Theory Explains the Concept of Reward and Punishment?
o Operant Conditioning Theory (same as in Paper 2).
2. Why Fan-Type Seating Arrangement is Better than Classroom Type?
o Fan-type seating allows for greater interaction and visibility, fostering
collaboration and engagement during discussions and activities, unlike the
passive, one-directional classroom seating arrangement.
 3. Discuss the Discrepancies of Kirkpatrick’s Evaluation Criteria
o Discrepancies: Criticisms include oversimplification, lack of focus on
long-term results, and difficulty in measuring behavioral changes and
organizational impacts. The model doesn’t adequately address the
external factors that could influence training outcomes.
4. Boot Camp of Trilogy
o Trilogy Boot Camp refers to Trilogy's intensive, hands-on training
programs designed to quickly bring new employees up to speed,
particularly in technical roles.
5. What Refers to Career Staffing Topology?
o Supply Flow and Assignment Flow (same as in Paper 2).
6. What Was the Aim of Solomon’s Asch Experiment?
o Solomon Asch’s Experiment was aimed at understanding the impact of
group pressure on individual judgment, particularly in situations involving
clear contradictions between group opinion and personal belief.

These answers should guide you in preparing for your HRM617 midterm exam. Each
question relates to foundational concepts in human resource management, training, and
organizational development.
In the context of HRM617 (Training and Development), this topic focuses on the processes and activities
that help employees acquire, improve, and update the skills, knowledge, and competencies necessary to
perform their jobs effectively and to develop their careers. Here's a breakdown of key concepts in
Training and Development:

1. Training vs. Development

 Training: Aimed at enhancing employees' current skills and abilities for their present job. It is
short-term, job-specific, and often focused on improving performance.

 Development: Focuses on preparing employees for future roles and career growth. It is more
long-term, broader in scope, and often includes leadership, managerial, and personal
development.

2. Training Needs Analysis (TNA)

 Purpose: To determine whether training is necessary and identify specific areas where training
will have the most impact.

 Process: The TNA process typically involves:

o Organizational analysis: Identifying organizational goals and determining if the

workforce's skills align with them.

o Task analysis: Examining job descriptions and specific tasks to identify skill gaps.

o Person analysis: Assessing individual employees’ current performance and determining

training needs based on their skills and career goals.

3. Types of Training

 On-the-Job Training (OJT): Employees learn by performing tasks under the supervision of
experienced colleagues. Examples include shadowing, coaching, and job rotation.

 Off-the-Job Training: Conducted away from the workplace, often in a classroom or training
center. Examples include seminars, workshops, and online courses.

 E-Learning: Online training that allows employees to learn at their own pace. It’s cost-effective
and flexible.

 Simulations and Role-playing: Practical exercises that mimic real-world scenarios to help
employees develop skills in a controlled environment.

4. Training Methods

 Lecture Method: Traditional classroom teaching by an instructor to a group of employees.

  Case Studies: Analyzing real or hypothetical business scenarios to develop problem-solving and
decision-making skills.

 Group Discussions: Facilitated discussions to encourage active participation and exchange of

ideas.

 Behavior Modeling: Employees observe and then practice the behaviors of successful role
models to improve their own performance.

 Blended Learning: Combining various training methods (e.g., e-learning, classroom training, and
on-the-job training) to enhance learning outcomes.

5. Training Delivery Modalities

 Instructor-Led Training (ILT): Traditional method where an instructor leads a session, whether in
person or virtually.

 Self-Directed Learning: Employees are provided with resources (e.g., books, online courses) and
are responsible for their own learning.

 Virtual Instructor-Led Training (VILT): A digital version of instructor-led training, where the
instructor and learners interact online via video conferencing tools.

6. Evaluation of Training

 Kirkpatrick’s Four Levels of Evaluation:

1. Reaction: How participants feel about the training (e.g., satisfaction surveys).

2. Learning: The increase in knowledge or skills as a result of the training.

3. Behavior: The transfer of learned skills to the workplace and changes in behavior.

4. Results: The overall impact of training on organizational outcomes, such as increased

productivity, quality, or profitability.

 ROI (Return on Investment): Measures the financial return on the training investment. The
formula is: ROI=Net Benefits of TrainingTraining Costs×100ROI = \frac{\text{Net Benefits of
Training}}{\text{Training Costs}} \times 100

7. Employee Development Programs

 Leadership Development: Training aimed at enhancing the skills and capabilities of current and
future leaders. It may include mentoring, coaching, and specific leadership programs.

 Career Development: A continuous process where employees are given opportunities to

develop their skills to meet their career aspirations. This may include job rotations, promotions,
or specialized training.

 Mentoring and Coaching: One-on-one developmental relationships where a mentor or coach

provides guidance and advice to help the employee achieve career goals.

8. Learning Theories in Training

  Behavioral Learning Theory: Focuses on reinforcing desired behaviors and skills through
rewards and feedback.

 Cognitive Learning Theory: Emphasizes the internal process of understanding, remembering,

and applying new information.

 Constructivist Learning Theory: Suggests learners build their own understanding and knowledge
by actively engaging with the training material and experiences.

9. Challenges in Training and Development

 Resource Constraints: Limited budgets and time can affect the scope and effectiveness of
training programs.

 Resistance to Change: Employees may be resistant to new training methods or new skills.

 Measuring Effectiveness: It can be difficult to measure the success of training programs,

especially when the outcomes are not immediately visible.

 Technological Advancements: The rapid pace of technological change requires constant

updates to training content and methods to stay relevant.

 Customization: Training programs must be tailored to meet the specific needs of diverse
employee groups.

10. Trends in Training and Development

 Mobile Learning: Training that can be accessed on mobile devices, making it easier for
employees to learn on the go.

 Artificial Intelligence and Learning Analytics: AI tools that help customize training content and
predict the effectiveness of training programs.

 Microlearning: Short, focused segments of learning delivered in bite-sized pieces to

accommodate employees’ busy schedules and improve retention.

 Virtual Reality (VR) and Augmented Reality (AR): Interactive technologies used for immersive
training experiences, particularly in fields like healthcare, aviation, and manufacturing.

11. Importance of Training and Development

 Improved Performance: Enhances employee skills, resulting in better job performance and
productivity.

 Employee Motivation and Satisfaction: Training programs show employees that the company
invests in their growth, leading to higher job satisfaction and engagement.

 Reduced Turnover: Well-trained employees are more likely to stay with the organization due to
opportunities for personal growth and career advancement.

 Organizational Success: Training aligns the skills of employees with the goals and strategies of
the organization, contributing to its success.
In summary, Training and Development is a crucial HRM function that drives organizational success by
continuously enhancing employees' skills and preparing them for future roles. A well-designed training
program not only improves individual and team performance but also contributes to the overall growth
and competitiveness of the organization.