Arrange the following steps of training and development process in the right sequence: a. Need analysis b. Validation c. Evaluation d. Implement the programme e. Instructional design
a, e, b, d, c
Training and development is carried out as a logical cycle in which each step depends on the one before it, so the order matters.
It begins with a need analysis (a), which compares the performance the job requires with the performance actually shown and pinpoints the gap that training must close. Only once the gap is known can the content, methods and materials be prepared, and that is the instructional design stage (e).
The designed programme is then tried out and confirmed in validation (b) - a check, often on a pilot group, that the programme actually teaches what it is meant to. After it is validated, the programme is delivered to the full body of trainees in implementation (d).
Finally, evaluation (c) judges the results - whether learning took place and whether it transferred to the job - and feeds back into the next cycle.
So the steps run need analysis, instructional design, validation, implementation, evaluation.
Hence the correct sequence is a, e, b, d, c.
Similar Questions
Following steps are undertaken for developing a workforce score card.
(a) Identify critical and carefully defined outcome measures.
(b) Translate the measures into specific actions and outcomes.
(c) Identify high and low performing employees.
(d) Develop and communicate detailed description of what is expected.
(e) Develop supporting HRM and measurement systems.
What is the correct chronological order of these steps ?
Read the following passage and answer the questions :
The Chairman astonished HR leaders by announcing the company’s discontinuation of annual reviews, substituting them with immediate feedback, goal-oriented coaching and weekly incentives. This transformation, once considered heretical, has gained widespread acceptance: around one-third of U.S. companies, including Adobe, Deloitte, GE, Microsoft and PwC, have transitioned from inflexible annual evaluations to regular, informal assessments. Conventional performance evaluations, previously effective for determining compensation and recognizing talent, have evolved into expensive, bureaucratic processes that are unpopular among both employees and managers. Critics contend that they prioritize historical conduct over prospective development, hinder collaboration and do not fulfill commercial requirements. Originating from the military’s merit rating system, performance appraisals have transitioned between accountability and development, influenced by variables including inflation, compulsory ranking at GE, executive compensation reforms and the competitive pursuit of talent. Currently, low inflation, streamlined organizational structures, agile work methodologies and the necessity for ongoing innovation have made annual reviews redundant. Organizations are currently emphasizing agility, collaboration, and personnel development, concentrating on continuous dialogue and immediate objective. Despite ongoing challenges-such as bias, salary discrepancies and inadequate supervisor training-organizations that implement continuous feedback mechanisms experience enhanced satisfaction, superior coaching and greater alignment with corporate objectives. The transition signifies a necessity: performance management must adapt to cultivate future talent.
__________ is a profile of job holders department-wise and offers a snapshot of who will replace if there is a job opening.
Under which method of performance appraisal many evaluators join together to judge employee’s performance in several situations with the use of a variety of criteria ?
Following steps are undertaken for developing a workforce score card:
(a) Identify critical and carefully defined outcome measures.
(b) Translate the measures into specific actions and outcomes.
(c) Identify high and low performing employees.
(d) Develop and communicate detailed description of what is expected.
(e) Develop supporting HRM and measurement systems.
What is the correct chronological order of these steps?
Which one of the following statements is not true in the case of Human Resource Management?
Which one of the following training methods is not a managerial on-the-job training method?
Match the following:
List - I List - II (a) Programmed learning (i) A development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations. (b) Case study (ii) Any attempt to improve current or future management performance by imparting knowledge, changing attitudes or increasing skills. (c) Management Game (iii) A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve. (d) Management development (iv) A systematic method for teaching job skills, involving presentation of questions or facts, allowing the person to respond and giving the learner immediate feedback on the accuracy of his answers. Match the following:
List - I List - II (a) Career management (i) The lifelong series of activities that contribute to a person's career exploration, establishment, success and fulfilment. (b) Career development (ii) The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations and other characteristics and establishes action plans to attain specific goals. (c) Career planning (iii) The process for enabling employees to better understand and develop their career skills and interests and to use these skills and interests more effectively. Match the following:
List – I
(Concept)List – II
(Term)a. An ongoing and formalised effort that focuses on developing enriched and more capable workers i. Direction phase b. A career development activity in which managers make decisions regarding the advancement potential of subordinates ii. Career development c. A career development activity that focuses on preparing people to fill executive positions iii. Promotability forecast d. Determining the type of career that employees want and the steps they must take to realise their career goals iv. Succession planning
Important Questions from Concept, role and functions of HRM
Male staff should take which of the following precautions?
Match List - I with List - II:
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- Match the items of List-I with those of List-II with regard to operative functions of HRM and indicate the code of correct matching.Codes :
List – I List – II a. Procurement i. Performance appraisal b. Development ii. Discipline c. Integration iii. Induction d. Maintenance iv. Personnel research Following steps are undertaken for developing a workforce score card.
(a) Identify critical and carefully defined outcome measures.
(b) Translate the measures into specific actions and outcomes.
(c) Identify high and low performing employees.
(d) Develop and communicate detailed description of what is expected.
(e) Develop supporting HRM and measurement systems.
What is the correct chronological order of these steps ?
Read the following passage and answer the questions :
The Chairman astonished HR leaders by announcing the company’s discontinuation of annual reviews, substituting them with immediate feedback, goal-oriented coaching and weekly incentives. This transformation, once considered heretical, has gained widespread acceptance: around one-third of U.S. companies, including Adobe, Deloitte, GE, Microsoft and PwC, have transitioned from inflexible annual evaluations to regular, informal assessments. Conventional performance evaluations, previously effective for determining compensation and recognizing talent, have evolved into expensive, bureaucratic processes that are unpopular among both employees and managers. Critics contend that they prioritize historical conduct over prospective development, hinder collaboration and do not fulfill commercial requirements. Originating from the military’s merit rating system, performance appraisals have transitioned between accountability and development, influenced by variables including inflation, compulsory ranking at GE, executive compensation reforms and the competitive pursuit of talent. Currently, low inflation, streamlined organizational structures, agile work methodologies and the necessity for ongoing innovation have made annual reviews redundant. Organizations are currently emphasizing agility, collaboration, and personnel development, concentrating on continuous dialogue and immediate objective. Despite ongoing challenges-such as bias, salary discrepancies and inadequate supervisor training-organizations that implement continuous feedback mechanisms experience enhanced satisfaction, superior coaching and greater alignment with corporate objectives. The transition signifies a necessity: performance management must adapt to cultivate future talent.
