Chapter 9—Training Human Resources

MULTIPLE CHOICE 1. ____ provides employees with specific, identifiable knowledge and skills for use in their present jobs. a. Orientation b. Learning c. Employee development d. Training ANS: D OBJ: 1 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 260 LOC: HRM

2. Development is distinguished from training, in that a. development is broader in scope, focusing on individuals gaining new capabilities useful for both present and future jobs. b. EEO laws and regulations apply primarily to training not development. c. training is usually provided internally whereas development takes place in external learning environments. d. development provides people with specific, identifiable knowledge and skills for use on their present jobs. ANS: A OBJ: 1 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 260 LOC: HRM

3. A fitness center is planning to invest in specialized pieces of exercise equipment. This equipment is highly effective, but the customers could be injured if the equipment is used incorrectly. So, the fitness center is sending its exercise instructors to a certified training program to learn how to use these machines correctly. This would be classified as a. required and regular training. b. job/technical training. c. problem-solving training. d. developmental training. ANS: B OBJ: 1 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 260 LOC: HRM

4. Henry is scheduling a program on handling hazardous materials for production employees at the chemical plant to comply with OSHA regulations. This type of program is classified as ____ training. a. job/technical b. required and regular c. developmental d. problem-solving ANS: B OBJ: 1 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 260 LOC: HRM

5. Ben, a new manager, is being sent to a series of seminars to bring his communication, meeting management, and team-building skills to the higher level needed for his new duties. Ben is being trained in ____ skills.

a. b. c. d.

emotional soft tangible concrete PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 260 LOC: HRM

ANS: B OBJ: 1 TOP: Application

6. Training is an area targeted by employment laws and regulations. A primary discrimination concern centers on the a. methods by which mentors are selected and allocated. b. diversity content of training programs. c. amount of expenditures on training of minority and disabled employees versus training of majority and able-bodied employees. d. criteria used to select individuals for inclusion in training programs. ANS: D OBJ: 1 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 260 LOC: HRM

7. The planned introduction of new employees to their jobs, coworkers, and the organization is a definition of a. orientation. b. organizational entry. c. employee development. d. indoctrination. ANS: A OBJ: 4 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 260 LOC: HRM

8. Amanda has just completed her MBA for which her company paid all tuition and book expenses. Amanda signed a training contract with her employer that runs for four years. A headhunter has contacted Amanda with an offer of a position that would be a significant promotion. Which of the following statements is TRUE? a. Amanda cannot leave to go to another firm for four years because of this contract. b. Training contracts that prohibit trainees from future employment with competitors are illegal. c. Amanda could ask the offering company for a signing bonus that would cover her obligation to her employer for her MBA expenses. d. If Amanda took the job offer from the other company, Worldwide Food Services could sue the new employer for the cost of Amanda’s educational expenses under the non-piracy law. ANS: C OBJ: 1 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 261 LOC: HRM

9. A growing number of companies have recognized that training and HR development are a. expensive substitutes for high quality public education. b. primarily associated with orienting new employees to the organization and their jobs. c. integral to competitive business success. d. generate high ROI when used tactically.

ANS: C OBJ: 1 TOP: Conceptual

PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking

REF: p. 261 LOC: HRM

10. Lyle has been hired as the first director of training at SISI, Inc. Lyle has been spending his first few weeks meeting with operating managers and learning the business at SISI. Lyle has told the managers he wants to partner with them to help solve their problems. Lyle a. probably believes that training can solve most organizational problems. b. is displaying a strategic training mindset. c. is taking a tactical approach to training. d. is focusing on knowledge management. ANS: B OBJ: 1 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 263 LOC: HRM

11. In order to remain competitive, organizations must continually train current employees because of a. the poor education system in the U.S. b. rapid technological innovation. c. competition from businesses in low labor cost countries. d. high voluntary turnover rates of U.S. employees. ANS: B OBJ: 1 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 262 LOC: Strategy

12. ____ management is the art of creating value by using the organization’s intellectual capital. a. Intellectual b. Knowledge c. Intelligence d. Creativity ANS: B OBJ: 1 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 263-264 LOC: HRM

13. The performance consulting approach to training a. is a process in which a trainer and the organization work together to decide how to improve organizational and individual results. b. focuses exclusively on improving job performance by employees through training programs. c. uses outside vendors to design and implement training programs. d. assumes that human factors are the major reasons for gaps between desired and actual employee performance. ANS: A OBJ: 1 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 263 LOC: HRM

14. Gloria is an HR professional who takes the performance consulting approach to training. Gloria is meeting with Beatrice, a manager who is has a poor-performing subordinate. Gloria is most likely to work with Beatrice to a. identify the tasks in which the subordinate’s performance is low and send the subordinate for training in that task. b. investigate whether the cause of the subordinate’s problem is something about the

subordinate or whether it is caused by Beatrice or some aspect of the workplace. c. determine whether the tasks being performed poorly are important to the organization’s strategic goal. d. give the subordinate a number of skill and psychological tests to assess the subordinate’s level of competence. ANS: B OBJ: 1 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 263 LOC: HRM

15. The New Heights Public School system has purchased an HR management software system from a major software vendor. As part of the sale, the vendor has included training for the school system’s HR staff. The vendor is doing this to help retain New Heights as a customer, making future sales to New Heights more likely, and to a. eliminate New Heights as a competitor for training other schools in use of this software. b. allow New Heights staff to become certified trainers for the vendor’s software, thus giving the school a new source of revenue. c. to ensure that critical skills are not transferred to the school system’s HR staff, but kept exclusively with the vendor. d. turn training into a revenue source for the vendor. ANS: D OBJ: 1 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 263 LOC: HRM

16. Providential Security, a firm specializing in protecting financial institutions, invests heavily in training its staff. One of its training exercises (which the company refers to as its “war games”) involves actually putting a high-rise office building of one of its clients on “lockdown” in reaction to a bomb threat. The building is evacuated and secured, then all the Providential staff are debriefed. This is an example of a. a simulation. b. integration of performance and training. c. a strategic mindset. d. real-world gaming. ANS: B OBJ: 1 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 264 LOC: HRM

17. The best example of “real time” learning would be a. using a virtual reality setting to train drivers of trolley cars in San Francisco. b. allowing trainee firefighters to put out a small building fire in the presence of trainers. c. a simulator in which trainee flight controllers can learn to cope with near misses of aircraft. d. having a trainee instructor deliver a lecture in the presence of a trainer without an audience. ANS: B OBJ: 1 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 264 LOC: HRM

18. Compared with a training director, a Chief Learning Officer a. is a line manager reporting directly to the CEO rather than being in a staff or advisory role. b. focuses more on academic learning and cooperative programs with universities. c. has risen through the ranks of operating managers rather than having a specialized

background in adult learning. d. is an organizational leader functioning in the area of knowledge through training. ANS: D OBJ: 1 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 264 LOC: HRM

19. An expected major benefit of cross-cultural training of employees moving to international assignments is a. a reduction of lawsuits brought against expatriate U.S. employees by foreigners. b. increased financial performance due to reduction in decision time and other efficiencies. c. a higher likelihood that U.S. expatriates will be willing to spend the remainder of their careers overseas, rather than returning prematurely. d. more effective use of intercultural knowledge of former expatriates when they reintegrate back to headquarters. ANS: B OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 265 LOC: HRM

20. Giles, a sales representative for a pipeline components manufacturer in the U.S., will be spending a month traveling in Eastern and Western Europe to develop potential buyers for his company’s product. Which of the following statements is TRUE? a. Since Giles will not be living overseas, and the business language of Europe is English, there would not be a positive cost-benefit result in Giles receiving cross-cultural training. b. The most beneficial pre-assignment training Giles could receive would be in legal practices in Eastern and Western Europe since he will be having to negotiate contracts with foreign firms. c. Giles would benefit from training in customs and business practices in the countries he will visit. d. It would be more important for Giles to receive language training, probably in German, before his trip overseas than training in customs and business practices. ANS: C OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 265 LOC: HRM

21. Which of the following statements is TRUE? a. Globally, there is a decline in the supply of specialized skilled and technical workers signaling a worldwide crisis in education. b. The U.S.’s leadership position in innovation is threatened by the decline in specialized and skilled workers in the U.S. c. Despite its shortcomings, the U.S. educational system is generating an increasing supply of specialized skilled and technical workers. d. In a global economy, one country’s supply of specialized skilled and technical workers is irrelevant to that nation’s success because labor is outsourced on a global scale. ANS: B OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 265 LOC: HRM

22. The “emotional” component of international competence is the person’s a. level of sensitivity to cultural issues. b. ability to connect with foreigners on an emotional level. c. ability to handle the emotional stress of an overseas assignment.

d. propensity to emotionally identify with a foreign culture. ANS: A OBJ: 6 TOP: Definitional PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 266 | Figure 9-3 LOC: HRM

23. Alex wishes to increase the behavioral competence of the company’s expatriates, most of whom are sent to countries in Africa. He should investigate ____ for expatriates. a. sensitivity training b. courses on the history of the African cultures c. communication training, especially in non-verbal cues, d. social skills training focusing on intercultural situations ANS: D OBJ: 1 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 266 | Figure 9-3 LOC: HRM

24. All of the following are questions that should be answered before training begins EXCEPT a. Is there a need for training? b. Will the training require the employees to be paid more? c. Who will do the training? d. How will the knowledge be transferred to the job? ANS: B OBJ: 2 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 266 LOC: HRM

25. EarthShapers, Inc., a U.S. manufacturer of heavy construction equipment, maintains large sales and support operations overseas. When sending new employees to its operations in Japan, the employees take courses in Japanese history and culture so that the Americans can adjust more easily to living in Japan. This training would apply to the ____ component of international competence training. a. cognitive b. conceptual c. emotional d. behavioral ANS: A OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 266 | Figure 9-3 LOC: HRM

26. In the ____ phase of the training process, organizational and employee performance issues are considered to determine if training can help. a. assessment b. implementation c. evaluation d. initiation ANS: A OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 266 LOC: HRM

27. Georgian Oaks Hospital is trying to reduce the number of hospital-based infections it is experiencing. Its director of training has determined that a training program to encourage all hospital employees who have contact with patients to wash their hands frequently would be effective in reducing these infections. The most appropriate criterion of success for this training program would be

a. a significant increase in the percentage of hospital staff who respond on a follow-up questionnaire that hand washing is important in reducing hospital-based infections. b. a significant increase in the number of times the hospital staff wash their hands per day in the year following the training. c. the total mortality and morbidity rates of patients in the hospital. d. the cost per staff member of the training program. ANS: B OBJ: 3 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 267 LOC: HRM

28. The loan review department at a major regional bank has an exceptionally high turnover of both administrative assistants and analysts. Several analysts have quit within six months of taking the job. A/an ____ analysis would reveal if there were a need for training in this department that would reduce this level of turnover. a. job/task b. organizational c. individual d. productivity ANS: B OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 268 LOC: HRM

29. Andrea, an intern in the HR department for a chain of upscale organic grocery stores, has been assigned to observe the activities that bakery managers perform during the day. Andrea is performing a/an ____ analysis. a. occupational b. group c. individual d. job/task ANS: D OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 268 LOC: HRM

30. The director of training at the headquarters of a large insurance company is considering various methods of gathering information on the training needs of specific individuals in the organization. Which of the following is NOT a source of information the director would consider? a. employee-of-the-month awards b. attitude surveys c. records of critical incidents d. skill tests ANS: A OBJ: 3 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 267 | Figure 9-5 LOC: HRM

31. Performance appraisal data is the most common approach used in ____ analysis. a. individual b. organizational c. group d. job/task ANS: A PTS: 1 DIF: Moderate REF: p. 268

OBJ: 3 TOP: Conceptual

NAT: AACSB Reflective Thinking

LOC: HRM

32. Luis, the director of training for Helotes International, wishes to increase employee support for new training programs. The best way to build this support is for Luis to a. write a monthly training newsletter that describes the training opportunities provided by Helotes. b. work with supervisors and managers to design a development-focused performance appraisal for subordinates. c. design an Internet survey of employees asking them to describe their training needs. d. send lower-level employees who might have management potential to an assessment center. ANS: C OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 268 LOC: HRM

33. NewPhase Modular Homes is located in a large, depressed urban area, partly because of the historically low labor cost there. It needs skilled workers who can do carpentry, wiring, plumbing and other construction work. But, in the last 10 years, it has become harder and harder to find applicants who have basic literacy and math skills, much less people who are already skilled electricians and plumbers. NewPhase does not want to relocate its plant to another city, so its realistic options INCLUDE all the following EXCEPT a. work with local elementary and high schools to help better educate potential employees. b. offer remedial training to current employees in lower-skilled jobs so that they can be moved into open positions in the more highly-skilled areas. c. weed out deficient applicants and fill open jobs by recruiting in other states with a more highly-educated population by offering above-market wages. d. hire deficient applicants and set up training programs for them. ANS: C OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 269 LOC: HRM

34. One of the objectives for the emergency medical technician’s certification is that the individual must be able to start an IV in an infant. This is a ____ type of training objective. a. knowledge b. skill c. tactile d. transferal ANS: B OBJ: 3 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 269 LOC: HRM

35. If a person has internalized the training, he/she a. will need constant reinforcement on the job until the learning has been transferred. b. has only absorbed the training in a superficial way. c. has truly learned and is able to use the training. d. has integrated the training into his/her basic personality. ANS: C OBJ: 3 TOP: Definitional PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 269 LOC: HRM

36. There are 16 training programs which Brian, the director of training, wishes to implement during the coming year. After examining his training budget, Brian realizes he will not be able to conduct all these training efforts and he must prioritize them in order to reduce the number. Brian should prioritize these training programs based on a. the quantifiability of program criteria. b. the number of requests he has had from employees and managers for certain types of training. c. the cost per trainee of the programs. d. organizational strategic objectives. ANS: D OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 269 LOC: Strategy

37. One of the indicators that an employee is “ready to learn” is if he/she has a. a higher-than-average IQ. b. an extroverted personality. c. a desire to understand the training content. d. had success in previous training experiences. ANS: C OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 270 LOC: HRM

38. The primary considerations when designing training include all of the following EXCEPT a. cost-benefit analysis. b. learner readiness. c. learning styles. d. transfer of training. ANS: A OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 270 LOC: HRM

39. Jeanne is 62 years old. When she was in her 20s and 30s, Jeanne was a medical research librarian at a medical school. She left her job to take care of her children and disabled husband. Now that her family responsibilities are behind her, Jeanne has both a financial need and a psychological need to re-enter the workforce. But Jeanne is worried about applying for an open position at a university library because of the major changes in information technology that have occurred in library management. As the HR director of the library, you feel Jeanne is highly qualified for this position, but that the main barrier to her learning the job tasks will be a. the reduction in ability to learn new tasks as people age. b. the fact that Jeanne will lack the motivation to learn the new technology. c. that older adults learning styles are tactile and the library’s training system is visual. d. Jeanne’s low sense of self-efficacy. ANS: D OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 270 LOC: HRM

40. The elements of training design that make learning possible include all of the following EXCEPT: a. trainer knowledge of learner styles b. learner readiness. c. design for transfer of training. d. trainer’s sense of self-efficacy.

ANS: D OBJ: 2 TOP: Conceptual

PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking

REF: p. 270 | Figure 9-6 LOC: HRM

41. Self-efficacy refers to a. a person's desire to learn training content. b. learners possessing the basic skills and sufficient cognitive abilities to learn the new tasks. c. the perceived ability of the instructor to transfer the knowledge to the student. d. a person's belief that he/she can successfully learn the training program content. ANS: D OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 270 LOC: HRM

42. Coretta, the director of training for a regional bank, is frustrated with Allen, one of the new teller trainees. Allen is progressing too slowly to be able to complete the two-week course successfully. Coretta is considering whether Allen is really ready to learn. Coretta examines all of the following possibilities EXCEPT a. whether Allen has a learning style that is not being addressed by the current teller training program. b. whether Allen has the self-confidence that he can successfully learn the tasks. c. whether Allen is really interested in learning how to do the teller tasks. d. whether Allen has the cognitive ability to understand the teller tasks. ANS: A OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 270-271 LOC: HRM

43. At Plantsman’s Eden nursery, new greenhouse workers are trained in proper techniques for transplanting rooted cuttings. As part of the training, the workers are given 10 seedlings of different kinds of plants to transplant. These efforts will be checked by the trainer. This is an example of a. active practice. b. behavior modeling. c. Gestalt learning. d. visual learning. ANS: A OBJ: 1 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 271 LOC: HRM

44. ____ learners must "get their hands on" and use the training resources. a. Auditory b. Action c. Tactile d. Visual ANS: C OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 271 LOC: HRM

45. When Abner presents week-long training programs on negotiation techniques to experienced managers, he deliberately starts out with a general overview of negotiation and how it contributes to better employer-employee relations. Then, he describes to the trainee-managers the specific parts of the negotiation training program they will cover in the following week. Abner is using

a. b. c. d.

behavior modeling. Gestalt learning. efficacy enhancement techniques. active practice. PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 271 LOC: HRM

ANS: B OBJ: 2 TOP: Application

46. ____ occurs when trainees perform job-related tasks and duties during training. a. Whole learning b. Transfer of training c. Positive reinforcement d. Active practice ANS: D OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 271 LOC: HRM

47. ____ occurs when several practice sessions are stretched out over a period of hours or days. a. Spaced b. Massed c. Alternate d. Active ANS: A OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 271 LOC: HRM

48. All of the following are principles for designing training for adults EXCEPT a. building in confidence-raising experiences for the trainees. b. providing structure and direction. c. centering the training around problems. d. clarifying why the training is needed. ANS: B OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 271 LOC: HRM

49. Cole, the director of training for a manufacturer of heavy equipment, is designing a training program for new sales representatives. The sales reps need to be able to quote “chapter and verse” from the company catalog regarding types of equipment, their functions, their appropriate and inappropriate uses, pricing, and financing packages. Cole’s training program would be most effective if he designed it using ____ practice for the sales reps. a. computer-based b. spaced c. massed d. virtual ANS: C OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 272 LOC: HRM

50. The most elementary way in which people learn is ____, or copying someone else's behavior. a. behavior modification

b. behavior modeling c. cognitive practice d. positive reinforcement ANS: B OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 272 LOC: HRM

51. In order to encourage employees to take an emergency first aid course and CPR training, the HR director is giving each employee who completes the first aid and CPR courses a “lottery ticket.” In July, a plant-wide lottery will be held with prizes worth up to $100. The director of HR has decided to use the concept of a. Gestalt learning. b. behavior modeling. c. immediate confirmation. d. reinforcement ANS: D OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 272 LOC: HRM

52. The concept of reinforcement is based on the law of a. effect b. behavior. c. reaction. d. modification. ANS: A OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 272 LOC: HRM

53. Soltura Products, Inc., has a training program for customer service representatives that tests trainees on their knowledge of company products. Every time the trainee answers a question, he/she learns whether the answer is right or wrong. This is called a. behavior modeling b. primary reinforcement c. immediate confirmation d. active practice ANS: C OBJ: 2 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 272 LOC: HRM

54. One way to aid transfer of training to job situations is to ensure that a. trainers have high levels of self-efficacy. b. immediate confirmation is provided. c. the specific details of the training tasks are addressed early in the process. d. the training mirrors the job context as much as possible. ANS: D OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 272 LOC: HRM

55. Which of the following statements about transfer of training is TRUE? a. On the whole and in most circumstances, training results in learning and has a long-term

effect on employee behavior. b. If employees make the initial transfer of their new skills to the workplace, they will retain these skills for the long term. c. Training may have an initial impact on employee behavior, but its impact erodes dramatically over a year’s time. d. Transfer of training is so poor that most training efforts must be repeated annually. ANS: C OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 272 LOC: HRM

56. The most common method for delivering training in the workplace is a. face-to-face internal training. b. self-guided training. c. web conferencing. d. outside training. ANS: A OBJ: 4 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 273 | Figure 9-7 LOC: HRM

57. ____ is an internal source of training that occurs through interactions and feedback among employees. a. Informal training b. Vestibule training c. Employee development d. New employee orientation ANS: A OBJ: 4 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 274 LOC: HRM

58. The most common type of training at all levels in an organization is/are a. simulation exercises. b. role playing. c. on-the-job training. d. classroom instruction. ANS: C OBJ: 4 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 274 LOC: HRM

59. Which of the following is TRUE about on-the-job training (OJT)? a. It is less disruptive to the work flow than other types of training. b. It is flexible and relevant to what employees do. c. It is more expensive than classroom training. d. OJT is most effective when it arises spontaneously out of job activities. ANS: B OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 274 LOC: HRM

60. Dr. Smith, a small-animal veterinarian, has hired Carlos as an assistant. On Carlos’ first day, Dr. Smith shows Carlos the technique for holding a cat during vaccinations. First, Dr. Smith describes the technique. Then he shows Carlos the technique. Then he asks Carlos to hold the cat and sees if Carlos is successful. This is an example of

a. b. c. d.

cross-training. cooperative training. apprenticeship. on-the-job training. PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 274 | Figure 9-8 LOC: HRM

ANS: D OBJ: 4 TOP: Application

61. Unions view cross-training unfavorably because it a. threatens job jurisdiction. b. may make layoffs easier for the employer to implement. c. reduces effective wages per hour. d. increases worker productivity, and thus threatens job security. ANS: A OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 275 LOC: HRM

62. The two major advantages for the employer of cross-training employees is development and a. individual employee productivity increases. b. cost efficiencies. c. better union relations. d. flexibility. ANS: D OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 275 LOC: HRM

63. Outside training would be appropriate in all the following situations EXCEPT a. the organization has few employees who need a particular set of skills. b. the employees need to be trained quickly. c. the employees have low learner readiness levels. d. the organization’s HR staff lacks the expertise needed to in the training content. ANS: C OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 275 LOC: HRM

64. In a small organization without an HR department, new employee orientation is the responsibility of a. the new employer him/herself. b. the business owner. c. the new employee's supervisor or manager. d. the new employee's coworkers. ANS: C OBJ: 4 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 277 LOC: HRM

65. WWFS has a large number of cooks and other food service workers who will be sent to hostile environments overseas to prepare meals for the military. The workers have been hired, but they need to be trained almost immediately because of the contract with the military, and the HR staff at WWFS is overloaded. It would be most wise for WWFS to a. cancel the military contract. b. hire external trainers.

c. hire and train new HR staff to do the training. d. use on-the-job training when the new hires arrive in the hostile environment. ANS: B OBJ: 4 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 275 LOC: HRM

66. ____ involves the use of vendors to train employees. a. Outsourcing b. Job instruction training c. Performance consulting d. Cooperative education ANS: A OBJ: 4 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 276 LOC: HRM

67. The Workforce Investment Act encourages employers to hire ____ through tax credits. a. single mothers b. disabled adults c. disadvantaged youths d. ex-felons ANS: C OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 276 LOC: HRM

68. Susan, the new director of training, has noticed that the orientation program for new employees is quite abbreviated. Basically, the employees are directed to the organization handbook on the organization’s Web site and told to read it. Susan wants to design and implement a more thorough and well-designed orientation program, because the company hires about 100 new employees per year at all levels. In listing her arguments in favor of spending money on this new program, Susan lists all of the following positive points EXCEPT a. effective orientation will establish a favorable employee impression of the organization. b. effective orientation will reduce the number of discrimination lawsuits by employees. c. effective orientation will ensure employee performance and productivity begin more quickly. d. effective orientation will improve employee retention rates. ANS: B OBJ: 4 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 277-278 LOC: HRM

69. ____ is the general term for the use of the Internet or an organizational intranet to conduct training online. a. Distance education b. E-learning c. Computer education d. Web-learning ANS: B OBJ: 4 TOP: Definitional PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 279 LOC: HRM

70. Which of the following statements about e-learning is TRUE?

a. b. c. d.

E-learning has a much lower drop-out rate than conventional training. E-learning is strongly preferred as a training medium by employees. E-learning provides easy access to more employees than does conventional training. E-learning is somewhat more expensive per trainee than conventional training methods. PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 279 LOC: HRM

ANS: C OBJ: 4 TOP: Conceptual

71. Which of the following would be identified as a form of cooperative training? a. simulations b. e-learning c. on-the-job training d. school-to-work transition ANS: D OBJ: 4 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 276 LOC: HRM

72. ____ combine job training with classroom instruction from schools, colleges and universities. a. Apprenticeships b. Educational assistance programs c. Internships d. Sabbaticals ANS: C OBJ: 4 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 276 LOC: HRM

73. The generic term for training that combines on-the-job experiences with classroom instruction is a. internship. b. apprenticeship. c. job instruction training (JIT). d. cooperative training. ANS: D OBJ: 4 TOP: Definitional PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 276 LOC: HRM

74. Apprenticeships are used most often to train people for jobs in a. management development. b. assembly line work. c. skilled crafts. d. technology-related areas. ANS: C OBJ: 4 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 276 LOC: HRM

75. The director of HR is reluctant to institute an educational assistance program. His major argument against such a program is a. tuition reimbursement is more expensive than other types of training that have greater benefit to the organization. b. employees who graduate with new degrees expect promotions and raises, and this is unrealistic.

c. employees who are enrolled in night or weekend programs tend to neglect their jobs because of the need to study and their reluctance to work overtime. d. when an employee graduates, he/she may quit and take an offer from another company. ANS: D OBJ: 4 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 276 LOC: HRM

76. Bruce, the director of training, is redesigning the company’s orientation program. He must consider all of the following variables in deciding what training delivery method to use EXCEPT a. on average, how many new employees the company hires each month. b. whether the orientation training can be marketed to other companies in order to generate a revenue stream. c. the size of the training budget. d. whether the new hires are geographically dispersed or whether they work in the same location. ANS: B OBJ: 4 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 277-278 LOC: HRM

77. In large part, ____ is a socialization tool. a. on-boarding b. apprenticeship c. mentoring d. on-the-job training ANS: A OBJ: 4 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 277 LOC: HRM

78. A common failure of new employee orientation is a. focusing on managerial-level employees and neglecting non-exempt employees. b. over-reliance on Web-based techniques that do not facilitate employee socialization. c. overloading the new employee with information. d. neglecting to convey the organization’s history and mission. ANS: C OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 278 LOC: HRM

79. An artificial surgical environment in which a surgeon could practice a new type of operation without harming a human being or sacrificing a laboratory animal would be called a. virtual reality. b. humanitarian training. c. gaming. d. artificial learning. ANS: A OBJ: 4 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 279 LOC: HRM

80. The ultimate goal in using e-training techniques is to a. improve employee technology skills. b. convey the training content.

c. reduce costs per trainee. d. increasing consistency in training experiences for employees. ANS: B OBJ: 4 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 279 LOC: HRM

81. Andrew is enrolled in a university course on project management. His class meets at the local community college, but the instructor’s lecture is carried over two-way television from the state university located in another city. This is an example of a. simulation. b. distance learning. c. conference training. d. e-learning. ANS: B OBJ: 4 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 279 LOC: HRM

82. Combining short, fast-paced, interactive computer-based lessons and teleconferencing with traditional classroom instruction and simulation is called a. internship. b. combined training. c. blended learning. d. job-instruction training. ANS: C OBJ: 4 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 280 LOC: HRM

83. Presenting training content in a gaming simulation format has all the following advantages EXCEPT a. enhancing employee interest in training. b. improving transfer of training. c. performance improvement. d. low-cost design. ANS: D OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 280 LOC: HRM

84. All of the following are advantages of e-learning EXCEPT a. it leads to significantly greater retention of training content. b. e-learning allows trainees to progress at their own speed. c. e-learning incorporates built-in feedback. d. e-learning allows trainers to update the content relatively easily. ANS: A OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 281 | Figure 9-10 LOC: HRM

85. The director of training is evaluating whether an e-learning method should be used for a supervisordevelopment program. The director should consider all the following factors EXCEPT a. whether supervisors who need training are in distant locations. b. whether current training materials can be easily adapted to an e-learning format. c. if the supervisors are self-motivated enough to work through the training program alone.

d. whether current supervisor training is meeting organizational goals. ANS: B OBJ: 4 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 281 LOC: HRM

86. In order to qualify as a tax-preparer for a seasonal job at a tax-preparation chain, Martin must answer written questions on tax terminology covered in an e-learning course. Martin’s scores on this test evaluate the training on a ____ level. a. results b. learning c. reaction d. behavior ANS: B OBJ: 5 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 282 LOC: HRM

87. Theresa, a company trainer, is reading the results of her customer-service training program evaluations. She has very high ratings in the areas of class enjoyability and trainee willingness to take the program again. This evaluation of Theresa’s training is on the ____ level. a. reaction b. learning c. behavior d. results ANS: A OBJ: 5 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 282 LOC: HRM

88. The difficulty with evaluating results by measuring the effect of training on the achievement of organizational objectives is a. pinpointing whether it actually was training that caused the changes. b. that organizational results are not clearly quantifiable. c. the criteria are hard to obtain. d. the difficulty of interpreting subjective performance measures. ANS: A OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 283 LOC: HRM

89. The ____ level of evaluation involves measuring the effect of training on job performance through interviews of trainees and their coworkers and observing job performance. a. reaction b. learning c. results d. behavior ANS: D OBJ: 5 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 283-284 LOC: HRM

90. The most difficult level of training evaluation, but the one that has the most value to the organization is the ____ level. a. reaction

b. learning c. behavior d. results ANS: D OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 282 | Figure 9-11 LOC: HRM

91. Which is the best way to determine if training is cost effective? a. measure improvements in performance resulting from training b. compare costs and benefits associated with training c. calculate the cost per employee of the training d. determine whether training expenses came within budget ANS: B OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 283 LOC: HRM

92. What is NOT a cost of training that should be taken into account when calculating the costs and benefits of a training program? a. trainer’s salary and time b. hotel and food expenses for trainees if training is off-site c. opportunity cost of trainees being away from work d. reduction in morale of employees who were not selected for training ANS: D OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 284 | Figure 9-12 LOC: HRM

93. Conrad, the director of training, must establish for top management the amount of financial benefit the company has realized for the amount of money that has been put into the mechanics’ training program. Conrad needs to prepare a a. return on investment analysis. b. net gain calculation. c. actual versus proposed budget comparison. d. results evaluation. ANS: A OBJ: 5 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 284 LOC: HRM

94. ____ to evaluate training, HR professionals in an organization gather data on training and compare them to data on training at other organizations of similar size in their industry. a. When using the results approach b. When using benchmarking c. To use a cost/benefit analysis d. When implementing a return on investment analysis approach ANS: B OBJ: 5 TOP: Definitional PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 284 LOC: HRM

95. The best way to determine if the training caused the change in performance, or whether it was some other factor, is to use a. a control group.

b. a pre-test measure. c. benchmarking. d. pre-/post-measure. ANS: A OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 285 LOC: HRM

96. A problem with the pre/post measure of evaluating training is a. the difficulty of constructing a good test. b. whether employees were randomly assigned to the control group. c. being able to intervene in the workplace at the appropriate times. d. knowing if the training was responsible for any changes in performance. ANS: D OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 285 LOC: HRM

97. The training manager is reporting on the results of the training of new cashiers at the soon-to-open theme park. In his report, the training manager says the training program was highly effective because 90% of the cashiers could operate at the required speed when tested at the end of the program. As director of HR a. you are pleased that the training program is so effective, and you will ask the manager to repeat the same program in the future. b. you ask if the training manager tested the new cashiers before they received the training. c. you are pleased with this results-level evaluation because the cashiers will perform at least this well when they are on the job. d. you ask if the director collected any data on whether the cashiers liked the training. ANS: B OBJ: 5 TOP: Application TRUE/FALSE 1. If employees view e-learning tools as an Internet game that they enjoy playing, the training has succeeded because the employees are not avoiding the training process. ANS: F OBJ: 1 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 259 LOC: HRM PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 285 LOC: HRM

2. Christopher has a heart problem that makes vigorous activity dangerous. His work team is going to Utah for a white-water rafting outdoor experience to learn team building skills. Christopher is invited to go along, but he will have to wait at the hotel while everyone else is on the water and camping out. Christopher may have a legal case that he has not been accommodated in this training program. ANS: T OBJ: 1 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 260 LOC: Legal Responsibilities

3. Training focuses on improving employee capabilities needed for their current job. Development focuses on employee capabilities needed for both their current and their future jobs.

ANS: T OBJ: 1 TOP: Conceptual

PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking

REF: p. 260 LOC: HRM

4. Training should be viewed tactically because it is focused on employees’ current job capabilities. Development should be viewed strategically because it is focused on employees’ needed future capabilities. ANS: F OBJ: 1 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 261 LOC: Strategy

5. The frequent changes to which the organization must adapt demands that employees be continually trained to update their capabilities. ANS: T OBJ: 1 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 262 LOC: HRM

6. Cross-cultural training is needed for U.S. employees being transferred to foreign assignments, but it is less necessary for foreign employees being transferred to U.S. assignments because of the pervasiveness of the U.S. culture through movies, television and the Internet. ANS: F OBJ: 1 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 265 LOC: HRM

7. Because of the U.S.’s commitment to training specialized and skilled workers, the U.S. will remain the innovative and strategic leader in the world economy for the foreseeable future. ANS: F OBJ: 1 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 265 LOC: HRM

8. A gap analysis identifies the difference between what an employee knows and what the employee should know in order to perform the job satisfactorily. ANS: F OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 268 LOC: HRM

9. It is essential that objectives for training be related to the budgetary priorities identified in the organizational analysis. ANS: F OBJ: 2 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 269 LOC: HRM

10. Many job applicants and current employees have low readiness to learn because they lack sufficient reading, writing and math skills to comprehend the needed training. ANS: T OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 269 LOC: HRM

11. Carlene arrives at the training facility full of enthusiasm because she is really excited about learning how to cope with difficult customers. She has encountered a number of intransigent customers and is eager to see what “tricks” the trainers can show her. Carlene has motivation to learn. ANS: T OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 270 LOC: HRM

12. Adult learners are more interested in a theoretical approach to training rather than a problem-centered approach since adults prefer seeing the “big picture.” ANS: F OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 271 LOC: HRM

13. Alicia will be traveling extensively in Brazil for her employer. Alicia knows no Portuguese and she will be traveling in areas where there will be few fluent English speakers. Alicia’s employer is sending her to a two-week language immersion program, where Alicia will be in a totally Portuguese-speaking environment. This would be classified as massed practice. ANS: T OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 271-272 LOC: HRM

14. Behavior modeling is the most elementary way in which people learn, and it is one of the best. ANS: T OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 272 LOC: HRM

15. The concept of reinforcement is based on the law of confirmation, which states that people tend to repeat behaviors that receive an immediate confirmation. ANS: F OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 272 LOC: HRM

16. Phillip waited a week for feedback on how he did on his first sales presentation to clients because his boss was out of town and had to review a recording of the presentation. This undermines the Phillips learning because of the lack of immediate confirmation. ANS: T OBJ: 2 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 272 LOC: HRM

17. If a year after the equine safety program, the volunteers at the therapeutic riding stable always cross-tie the horses while they brush and saddle them, that aspect of the training could be said to have transferred. ANS: T OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 272 LOC: HRM

18. On-the-job training is by far the most commonly used form of training, because it can be smoothly integrated into the regular work flow. ANS: F OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 274 LOC: HRM

19. One problem with on-the-job training is the risk that supervisors can transfer bad habits or incorrect information to the trainees. ANS: T OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 274 LOC: HRM

20. Employees do not always like to do cross-training, but a learning bonus often makes completing the training more appealing. ANS: T OBJ: 4 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 275 LOC: HRM

21. Like apprenticeships, internships are a type of cooperative training. ANS: T OBJ: 4 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 276 LOC: HRM

22. The primary purpose of an orientation program is to provide a realistic job preview for new hires when joining a new organization. ANS: F OBJ: 4 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 277-278 LOC: HRM

23. Virtual reality can be used to create an artificial environment for police officers, training them when to use weapons when chasing suspects in darkened and crowded areas. ANS: T OBJ: 4 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 279 LOC: HRM

24. The major cost savings of e-learning programs come from low up-front development costs. ANS: F OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 281 | Figure 9-10 LOC: HRM

25. Since most of the benefits of training are intangible (such as attitude changes and safety awareness), it is rarely possible to evaluate the cost effectiveness of training programs. ANS: F OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 281 LOC: HRM

26. If a training program scored high at the reaction level, the learning level and the behavior level, but there was no improvement at the results level, one can definitely say the training failed. ANS: F OBJ: 5 TOP: Conceptual ESSAY 1. What learning principles would you consider in designing a training program? ANS: In order to design an effective training program, the basic principles of learning must be incorporated. The trainees must be ready to learn. They must have: a) the ability to learn, b) the motivation to learn, and c) a sense of self-efficacy. In addition, some persons learn by listening (auditory learning), some by having hands-on experiences (tactile learning), and some by seeing (visual learners). So, training programs should engage all styles of learning by using multiple methods. Moreover, adults learn differently than do younger persons. Adults are self-directed, need to know why they are learning something, bring work-related experiences in to the training process, have a problem-solving approach, and are motivated by both extrinsic and intrinsic factors. Adults do best in a whole learning or Gestalt learning environment, where they are presented with the “big picture” first, and the smaller elements of training later. A training program should be designed with the appropriate amount and type of spaced or massed practice. If possible, trainees should actively practice what they have learned. The principles of behavior modeling, reinforcement, and immediate confirmation can strengthen a training design. Ultimately, what is learned in training should transfer to the workplace. Both whole learning and mirroring the job context in the training environment is helpful here. PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 269-272 LOC: HRM OBJ: 2 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 282-283 LOC: HRM

2. What is the purpose of an orientation program? What should the format and content of an effective orientation be? ANS: Orientation is the planned introduction of new employees to their jobs, coworkers, and the organization. For employers, the purpose is to provide organizational and job information, accelerate socialization and integration, and accelerate employee performance and productivity. For new employees it can help create a favorable impression and enhance interpersonal acceptance by coworkers. A well-done orientation can enhance the “person-organization fit,” and improve employee retention. New employees must receive information about company policies, work rules, and benefits. The information can be presented in an e-learning format, with specific questions and concerns answered by HR staff and other employees. Ideally, orientation will be followed up after a month or so with interviews. This will assess the effectiveness of the orientation. PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 277-278 LOC: HRM OBJ: 2 TOP: Conceptual

3. What is cooperative training? Describe its usefulness. ANS:

Cooperative training mixes classroom training and on-the-job experiences. There are several types of cooperative training. 1) School-to-work transition helps high school or community college students move into jobs while still in school or soon after graduation. 2) Internships combine job training with classroom instruction from institutions of higher education. This gives both the intern and the employer a chance to assess their mutual fit. 3) Apprentice training is used in unionized workplaces and government agencies. It provides on-the-job experience with the guidance of a skilled and certified worker. This is often used for skilled crafts, such as carpentry, plumbing, and bricklaying. PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking 4. REF: p. 276-277 LOC: HRM OBJ: 4 TOP: Conceptual

How can an organization determine if its training expenditures are cost effective? ANS: Training results can be assessed on the basis of costs and benefits. If the benefits outweigh the costs, the training has been cost effective. Some benefits are hard to quantify directly, such as changes in attitudes, but will have an impact on the organization nevertheless. Typical training costs are: trainer’s salary and time, trainees’ salaries and time, training materials, expenses for trainer and trainees, cost of facilities and equipment and lost productivity while trainees are away from the workplace (opportunity cost). Typical benefits are: increased productivity, fewer errors and accidents, less turnover, less supervision necessary, employee ability to use new capabilities, and attitude changes. Costs and savings can be calculated per participant. A return on investment calculation can be done to see whether resources have been used efficiently on training. PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 283-284 LOC: HRM OBJ: 5 TOP: Conceptual

5. The advantages of e-learning are widely touted, but there are disadvantages to it as well. Summarize some of the disadvantages or challenges to be overcome with e-learning. ANS: E-learning may make some trainees anxious, and some trainees may not be interested in it. Not all trainees may have easy and uninterrupted access to computers, nor are all employees computer literate. Employees must be self-motivated enough to direct their own learning. Not all kinds of training content, such as leadership training or cultural change training, may be appropriate for e-learning. Existing training materials must be adapted and redesigned to be appropriate for e-learning formats. Consequently, a significant investment is required before e-learning can be implemented. Top management support is required for successful implementation. Research studies shows no significantly greater learning over other techniques. Finally, technology frequently changes, which may affect the format of e-learning programs. PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 279-281 LOC: HRM OBJ: 4 TOP: Conceptual

Chapter 10—Talent Management and Development
MULTIPLE CHOICE 1. The focus on talent management has intensified in the last few years due to all of the following factors EXCEPT a. shortages of skilled workers. b. increasing global competition for employees. c. technology enabling the automation of talent management process. d. the obsolescence of baby boomers’ skills. ANS: D OBJ: 1 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 291 LOC: HRM

2. ____ is concerned with the attraction, development and retention of human resources. a. HR planning b. Training and development c. The HR flow process d. Talent management ANS: D OBJ: 1 TOP: Definitional PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 292 LOC: HRM

3. Which of the following statements is TRUE? a. Because of the conversion of the U.S. economy from a manufacturing economy to a service-based economy, the need for skilled manufacturing workers will continue to decline. b. U.S. employers will lose over 10% of their current workforce by 2010 as baby boomers retire. c. China and Brazil have rapidly growing populations with increasingly high quality education systems. Consequently, these countries will be “exporting” their skilled labor to the U.S. and Europe through outsourcing. d. The focus of talent management is limited to key executives, high contributors, and high potential employees. ANS: B OBJ: 1 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 292 LOC: HRM

4. Talent management includes all of the following HR activities EXCEPT a. training. b. job design. c. career planning. d. performance management. ANS: B OBJ: 1 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 292 | Figure 10-1 LOC: HRM

5. You have been hired by a national accounting firm to lead the firm’s talent management program. In order to evaluate the existing talent management program and how well it is linked to organizational strategy, you would seek data on all the following issues EXCEPT

a. b. c. d.

Do the employees feel that the organization’s culture values people as individuals? Does the organization have an effective upward communication system? Have the future staffing needs of the firm been identified? Is there a pool of talented people who are ready to move into new positions as the positions become open? PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 292 LOC: Strategy

ANS: B OBJ: 1 TOP: Application

6. A common problem with talent management information systems is that a. they are often purchased “off-the-shelf” from vendors and so are not useful for the firm. b. they mainly provide the same information as an HR planning system so that the extra expense brings little additional benefit. c. few human resources professionals are qualified to use them effectively. d. multiple programs are not integrated with each other. ANS: D OBJ: 1 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 293 LOC: HRM

7. As a tool for development needs analysis, performance appraisals are most useful in evaluating a. leadership style. b. employee reasoning skills. c. motivation. d. job knowledge. ANS: D OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 293 LOC: HRM

8. A good automated talent management system could be expected to answer the question a. Is the compensation for regional sales managers competitive? b. How many of the HR staff have their PHR certifications? c. Has the incidence of discrimination complaints per employee declined over the last 10 years? d. Which vendor’s proposed training program will be most effective for teaching budgeting skills to newly-promoted line managers? ANS: B OBJ: 1 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 293 LOC: HRM

9. If talent management is effective in a firm a. the voluntary turnover among the high potential employees will be essentially zero. b. the quantity and quality of the HR talent pool will be the deepest in the industry. c. the cost of labor in the firm will be the lowest of its direct competitors. d. the firm will have the right people with the right talents available at the right time in the right places. ANS: D OBJ: 1 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 294 LOC: HRM

10. In comparison to people who graduated from college twenty years ago, current college graduate entering the job market can expect all of the following EXCEPT a. less job security. b. fewer job opportunities. c. a higher likelihood of being a freelancer. d. more frequent job changes. ANS: B OBJ: 2 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 295 LOC: HRM

11. Ernest has always been a person who has said “People make their own luck.” Throughout his career he has taken charge of his personal career goals. But lately his industry has been rocked by bankruptcies of major competitors and his own employer has had several episodes of layoffs among the hourly ranks. Now, managers are being laid off and Ernest knows he will be in the next group to be cut. Ernest is probably experiencing a. some insecurity. b. denial. c. an enhanced sense of personal control. d. a sense of renewed opportunities. ANS: A OBJ: 2 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 295 LOC: HRM

12. As the HR director of a small speciality engineering consulting firm, you can expect a. your most valuable engineers to be the most likely to have frequent job offers from other companies and likely to quit to join other firms. b. your most valuable engineers to be the most difficult to manage because of their “prima donna” attitudes. c. the highest turnover to be among average and below-average performing engineers because the engineering skills shortage assures them of finding another, better job elsewhere. d. you can retain talented engineers even if the workplace is undesirable if you pay high enough. ANS: A OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 295 LOC: HRM

13. The result of flexibility in careers is ____ for employees. a. job insecurity b. occupational security c. high demand d. work/life balance ANS: A OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 295 LOC: HRM

14. The trend in careers is for a. individuals to choose careers based on life-time earning potential. b. people to dedicate themselves to achieving success in one occupation. c. people to use them to satisfy individual needs. d. technical capabilities to be more valuable in long-term success than purely management

capabilities. ANS: C OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 295 LOC: HRM

15. A/an ____ is a sequence of work-related positions a person occupies throughout life. a. career b. job ladder c. profession d. occupation ANS: A OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 295 LOC: HRM

16. A sequence of jobs in which an individual joins a national news magazine as a staff reporter, then is promoted to technology reporter, then to editor of the business department, then to deputy managing editor, would be an example of a. a non-traditional career path. b. organization-centered career planning. c. job-hopping. d. a series of career transitions. ANS: B OBJ: 2 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 296 LOC: HRM

17. The HR department at Cabildo Utilities is planning an internal career day which will feature workshops on various careers at Cabildo Utilities, opportunities for work in Cabildo’s overseas locations, and presentations by HR staff on training and development opportunities available at Cabildo. This is an example of a. individual-based career development. b. an organization-centered career planning tool. c. career mapping. d. training and development outreach. ANS: B OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 296 LOC: HRM

18. Over the past 15 years Bob has held seven different jobs with three different employers, one of which was in the non-profit sector. Of the seven jobs, three were horizontal moves rather than upward moves. Bob chose each job because it would increase his skills and would be interesting and rewarding rather than whether the job would advance him up the organizational hierarchy. Which of the following statements is TRUE? a. Bob has had a dysfunctional career because of his frequent changes of employers. b. Bob’s job experiences can be considered a career path. c. Bob is in a career plateau because he has not steadily risen in organizational hierarchy or occupational status. d. Bob has had a linear career even though he has changed organizations because he has remained in the same occupation. ANS: B OBJ: 2 PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 296 LOC: HRM

TOP: Application 19. The key activities in individual career management include all of the following EXCEPT a. self-promotion. b. feedback on reality. c. setting of career goals. d. self-assessment. ANS: A OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 297 LOC: HRM

20. Josh is 32 years old. He worked for one organization for seven years after graduating with a bachelor’s degree. He received three promotions in that time. Since then, he was “downsized” out of the organization, and is working part-time at a video store while pursuing an MBA at night. Josh is experiencing a. a career plateau. b. a career transition. c. career sequencing. d. career retrogression. ANS: B OBJ: 3 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 297 LOC: HRM

21. Web sites that list careers in the organization a. mainly target external applicants. b. tend to encourage unqualified internal applicants to apply for jobs. c. should tap both the internal and external labor pool. d. limit the number of applicants for jobs because many people do not have access to computers. ANS: C OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 297 LOC: HRM

22. Individual-centered career planning focuses on a. the employee’s life and work goals. b. identifying the organization’s future staffing needs. c. succession planning for key positions. d. the logical progression of people through jobs in an organization. ANS: A OBJ: 2 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 297 LOC: HRM

23. Clark has wanted to be a broadcast reporter since he was a kid watching Wolf Blitzer’s war reporting. He got a degree in broadcast journalism and has been working two years as a reporter for the local news in a medium-sized Western city. Clark’s boss has given him discouraging performance appraisals at the last two evaluation periods. In addition, surveys show that the news show’s audience gives Clark a mediocre rating. Which of the following statements is TRUE? a. Clark probably did not set clear career goals with timetables and plans for getting the training and experience he needed. b. Clark’s socioeconomic background has probably set him up to fail. Successful broadcast journalists usually come from upper-class or Ivy-League backgrounds.

c. Clark has gotten feedback on reality which he should use in his career planning. d. If Clark took the Strong Interest Inventory it would probably show that he does not truly have an interest in broadcast journalism. ANS: C OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 297 LOC: HRM

24. In part, people choose their careers based on their interests. ____ is/are tools to help people identify their interests, what they do well, what they like, and their strengths and weaknesses. a. Performance appraisals b. Self-assessment tests c. Career goal-setting d. Envisioning ANS: B OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 297 LOC: HRM

25. Which of the following components of individual career choice is most likely to change as a person matures? This means that the career the individual first selected may not be appropriate as time passes. a. socioeconomic background b. interests c. self-image d. personality ANS: B OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 297 LOC: HRM

26. Ambrose is discussing his college major with his best friend. Ambrose says that his parents want him to be a CPA just like they are and to join their prosperous tax practice when he graduates. “But,” Ambrose says, “I just can’t SEE myself as an accountant!” Which of the following statements is most likely to be true? a. Ambrose should take a self-assessment test to see if he is really not interested in tax accounting. b. Ambrose’s self image is not compatible with a career as an accountant. c. Ambrose needs feedback on reality because he is prematurely ruling out a desirable and lucrative career. d. Ambrose should not make a firm decision to avoid tax accounting at this stage of his education because his career goals will probably change. ANS: B OBJ: 2 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 297 LOC: HRM

27. Which of the following is TRUE? a. Linear career paths are a thing of the past. Most people will experience periods of plateauing and career reverses rather than steady advancement. b. A person’s early career is marked by stability, but his/her later career is marked by frequent job changes as the individual disengages from the work world. c. In the U.S. the socioeconomic class in which a person is born has little impact on his/her eventual career. d. A person’s interests are stable over their lifetime.

ANS: A OBJ: 2 TOP: Conceptual

PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking

REF: p. 298 LOC: HRM

28. If a person who is looking for a job has a number of organizations to choose from and has quite of bit of information available about these organizations, the person will tend to choose to work for a. the organization offering the highest salary. b. the organization that offers the greatest opportunities for training and development in the person’s occupation. c. the organization that seems to have the best fit between its climate and the individual’s characteristics, interests and needs. d. the organization that offers the greatest potential for career advancement within the organization. ANS: C OBJ: 2 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 298 LOC: HRM

29. Gerald is confused as to why his 28-year-old daughter is changing jobs for the third time since she graduated from college. His daughter told Gerald that she’s learned everything she could from her current job and that it’s time to move on. Gerald’s daughter is in the stage of her career where most people need to a. gain competence and learn how they can make a mark on the world. b. focus on making a good income. c. achieve personal integrity and incorporate their values into their work life. d. establish their political power base within their organization. ANS: A OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 298 LOC: HRM

30. Carla is 52. She has been laid off twice in her life, once when her employer downsized, and once when her next employer was acquired by a larger rival. Now she has hit a career plateau after five years with her current employer. Carla is rather frustrated. Each time she has changed employers, she has “retooled” and acquired more skills and expanded her knowledge base. When talking to a career counselor at her employer, the counselor suggested Carla view her career as a. a rollercoaster. b. cyclical. c. dysfunctional. d. lateral. ANS: B OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 298-299 LOC: HRM

31. A career plateau occurs when a/an a. employee cannot advance within the organization. b. working mother decides to use job sequencing. c. employee becomes burned out and unmotivated. d. employee’s skills have become obsolete. ANS: A OBJ: 3 TOP: Definitional PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 299 LOC: HRM

32. Kevin is a member of the board of directors for a non-profit organization that is engaged in environmental causes. The group does fund-raising, legislative lobbying, and publicizes the need for action to reduce pollution. With his knowledge of the general periods in the typical person’s career, Kevin knows that the organization should look to recruit new full-time employees a. among people who are in their early career stages because they tend to be idealistic. b. among people in the mid-career stage because they are open to changes in their lifestyles. c. among people in the second half of their life because they are more likely to be focused on their inner values than on external wealth and status. d. among retirees because they are looking for second careers that are both satisfying and intellectually demanding. ANS: C OBJ: 2 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 298 LOC: HRM

33. For the organization, unless a plateaued employee is a poorly-used resource, a major reason plateaued employees may be a problem is that a. if they develop negative attitudes, the plateaued employees may affect co-worker morale. b. the turnover rate among plateaued employees is excessive. c. plateaued employees tend to have higher compensation than justified by their contribution to the organization. d. plateaued employees are typically poor performers. ANS: A OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 299 LOC: HRM

34. Which of the following is TRUE about career plateaus. a. High-performers do not encounter career plateaus. b. An employee in a career plateau can typically only move out of it if he/she changes organizations. c. Career plateaus are unusual because most careers involve steady upward progression. d. A career plateau can allow an employee to learn new skills that will increase his/her future marketability. ANS: D OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 299 LOC: HRM

35. A pre-retirement planning seminar for persons about to retire should address all of the following issues EXCEPT ____ after retirement a. anxiety about finances. b. the need for self-direction c. how to achieve a sense of belongingness d. effective time management ANS: D OBJ: 4 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 299 LOC: HRM

36. A significant portion of the long-service employees at Anovator, Inc., is reaching retirement age. As HR director, you realize that it will be a significant loss for the firm as well as a succession-planning nightmare if most of these retirees actually leave the firm at age 65. You would like to implement a phased-retirement program to allow the firm to adjust more slowly. But, one of the major impediments to successfully using this plan is

a. few people want to work after age 65, so not enough of your older employees would choose phased retirement. b. current pension law. c. opposition to phased retirement by the American Association of Retired Persons d. phased retirement plans are vulnerable to age discrimination lawsuits. ANS: B OBJ: 3 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 299 LOC: Legal Responsibilities

37. Paul has been in his first job for two months. He is very dissatisfied with his unsupportive supervisor, the lack of specific feedback, the project deadline which is six months off, and the “vagueness” of his job. While these are real concerns, Paul may also be feeling a. a sense of boundarylessness b. failed orientation c. new-job remorse d. entry shock ANS: D OBJ: 3 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 300 LOC: HRM

38. Eva, a professional employee in her 30s, has been offered a transfer to a new department. Although this move is lateral, the transfer will open up possibilities for advancement that were lacking in her current job. Eva realizes that a. she will be expected to perform well immediately in this new job. b. the transfer will probably entail a significant raise. c. this will be a stressful transition, and she should be prepared to experience some depression, anxiety and nervousness. d. should not accept a lateral transfer because it will stifle her opportunity to learn new skills. ANS: A OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 300 LOC: HRM

39. Which of the following statements is TRUE? a. Now that women are in the workforce in nearly the same proportion as men, the differences between men’s and women’s careers are expected to disappear by 2010. b. The population of women who wish to work full-time has been almost completely tapped. “Female-friendly” employment policies will be needed in order to recruit women who are interested in part-time work. c. The average woman who has been out of school for six years has worked 30% less time than the average man who has been out of school the same amount of time. d. Job sequencing has proven to be a successful career tactic for women wishing to combine work and family, since impacts on career advancement are minimal. ANS: C OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 301 LOC: HRM

40. In order to reward talented technical people who do not want to move into management, many companies have established a. dual career ladders. b. portable career paths. c. phased retirement plans.

d. job rotation programs. ANS: A OBJ: 3 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 301 LOC: HRM

41. Turnover of nursing staff is a major concern at Briar Mountain Regional Medical Center. Many experienced nurses resist moving into management, but exit interviews indicate that many of the best nurses leave Briar Mountain because they feel they cannot advance in the organization. As director of HR, you suggest a. implementing a dual-career ladder for nurses. b. offering to pay tuition for nurses who wish to enroll in MBA programs so they are more qualified to take managerial positions. c. hiring nurses who are later in their careers where advancement is less of a concern to them. d. improving the pay scale for nurses with more generous raises tied to seniority. ANS: A OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 301 LOC: HRM

42. In general, women’s career advancement is negatively affected by a. prejudice and discrimination in the workplace. b. career interruptions due to family responsibilities. c. their lack of ambition. d. employer’s inadequate use of dual-career ladders. ANS: B OBJ: 3 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 301 LOC: HRM

43. Job sequencing a. is the career pattern where women accommodate their career advancement to family responsibilities. b. is a solution to career plateaus. c. allows engineering and technical professionals a chance to advance without moving into management. d. is a form of job rotation where employees move from one major organizational function to another. ANS: A OBJ: 3 TOP: Definitional PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 301 LOC: HRM

44. Marcie and Andrew are both professional employees at the City Zoological Park. Marcie is an exoticanimal veterinarian specializing in big cats, while Andrew is an animal exhibit designer. As HR director for a world-class zoo in a major city you want to hire Marcie as chief of veterinary medicine for the zoo. You realize that a. hiring Marcie is a risk because as a woman she will probably scale back her career when she starts a family. b. you need to find Andrew a job equivalent to the one he would leave at City Zoological Park. c. you need to create a dual career ladder in order to give Marcie more incentive to take the job. d. you need to meet with Andrew and discuss the concept of career sequencing and how

moving with Marcie will not affect his future career progression. ANS: B OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 302 LOC: HRM

45. You are preparing to offer one of your best managers a position with the overseas branch of your firm. Which of the following is NOT a concern the manager will be likely to raise with you? a. Will my wife have a job? b. Will this international experience contribute toward my advancement in this firm? c. Will my compensation package be permanently increased if I take this assignment? d. Will I have a job with this company when I return? ANS: C OBJ: 3 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 303 LOC: HRM

46. In over ____ percent of couples, both partners have a career. a. 20 b. 40 c. 60 d. 80 ANS: D OBJ: 3 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 302 LOC: HRM

47. The main difficulty for employers with dual-career couples occurs when a. both partners work for the same employer. b. the female partner has a more prestigious job than the male partner. c. one of the partners must be relocated, especially overseas. d. the partners have different career goals. ANS: C OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 303 LOC: HRM

48. ____ involves the planning, training, and reassignment involved with returning global employees to their home countries. a. Relocation b. Re-acclimation c. Repatriation d. On-boarding ANS: C OBJ: 3 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 302 LOC: HRM

49. Which of the following would NOT be a typical activity for the tag-along partner by a partnerassistance program when relocating one partner in a dual-career couple? a. paying employment agency fees for the tag-along partner. b. providing tuition reimbursement for retraining for the tag-along partner if he/she cannot find suitable employment. c. cooperating with other companies in the new area to find a position for the tag-along partner.

d. helping the tag-along partner find a job within the same company or in another division of the company. ANS: B OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 303 LOC: HRM

50. Bill and his family have been living in an Asian country for four years while Bill has been on international assignment. As director of global HR for Bill’s employer, you will probably need to help Bill and his family adjust to all of the following EXCEPT a. a net decrease in income. b. Bill’s concern about his future advancement in the company. c. the increase in autonomy Bill’s return to a stateside job will require. d. readjusting to U.S. lifestyle and culture. ANS: C OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 303 LOC: HRM

51. Which of the following statements is TRUE? a. Training is for hourly employees. Development is for managers and professionals. b. Training focuses on the long run performance of an employee. c. Development focuses on technical expertise. d. Development may not be applicable to the individual’s current job. ANS: D OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 304 LOC: HRM

52. What impact does development have on an individual’s career? a. The individual’s career may evolve and gain new or different focus. b. The employee’s career goals will be subordinated to the organization's goals. c. The individual’s marketability at other organizations will be reduced due to employerspecific specialization. d. The organization will be able to retain the employee long term. ANS: A OBJ: 5 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 304 LOC: HRM

53. The focus of ____ is learning specific behaviors and actions, while ____ focuses on such areas as judgment, responsibility, decision making, and communication. a. development; training b. training; skill enhancement c. training; development d. skill enhancement; development ANS: C OBJ: 5 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 304 | Figure 10-6 LOC: HRM

54. In order to ease worries of employees who are taking international assignments, the HR department and the organization should do all of the following EXCEPT a. promise increased compensation for several years after returning from overseas assignments.

b. provide mentors at the organization’s headquarters for the global employee. c. provide career planning for the global employee to aid the transition back to the U.S. d. guarantee future employment after completion of the foreign assignment. ANS: A OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 303 LOC: HRM

55. Two firms are competing to hire Alicia, a highly-competent optics engineer who is early in her career. Both firms are offering similar salaries, benefits, and financial packages. Both are in desirable parts of the country. The job duties are almost identical, and both firms are very prestigious employers. Given that Alicia is ambitious, she is likely to make her decision based on a. the development potential of the position. b. whether she will have international assignments. c. the ability to balance work/life needs. d. how rapidly she will receive salary increases. ANS: A OBJ: 5 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 305 LOC: HRM

56. John’s employer has a tuition reimbursement program, but only for degrees directly applicable to the position the employee currently holds. John is a manufacturing supervisor, but he wishes to earn a degree in employee safety and health and move into an HR position at the company. His boss will only pay for John to get advanced training in statistical quality control. Which of the following statements is TRUE? a. John is confusing organizational development with the pursuit of personal goals. b. An employee’s lifelong development must be channeled along prescribed career paths tied to the organization’s strategy. c. In blocking John’s re-development, John’s boss may be interfering with the organization’s overall need for talent. d. John is an opportunist hoping that his current employer will pay for the training he needs to enhance his personal marketability and ambitions. ANS: C OBJ: 5 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 305 LOC: HRM

57. The James Fenimore Cooper School District is located in a rural area, far from a major urban area. The school district is having a difficult time recruiting young graduates from education programs to work there. The school board is proposing to hire people with non-education college degrees who are interested in changing to a teaching career. The board plans to pay for the individual’s education to become a certified teacher and continuing education towards a master’s degree in education as a recruiting tool. The school board is proposing a ____ program. a. lifetime learning b. personnel redeployment c. mid-life realignment d. re-development ANS: D OBJ: 5 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 305 LOC: HRM

58. An assessment center is a. a collection of instruments and exercises designed to diagnose individuals' development

needs. b. a process in which individuals and coaches assess their career path within the firm in light of the organization’s strategic plans. c. a procedure for evaluating the effectiveness of training and development programs. d. a special facility where the organization holds corporate retreats and operates employee development programs. ANS: A OBJ: 4 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 305 LOC: HRM

59. As director of training and development you are examining development programs for managers offered by vendors. It will be MOST difficult to find a development program that addresses a. the ability to deal with uncertainty. b. action orientation. c. quality decision making. d. technical skills. ANS: A OBJ: 5 TOP: Application PTS: 1 DIF: Challenging NAT: AACSB Analytic REF: p. 305 LOC: HRM

60. Lifelong learning tends to a. be formal. b. take place mainly during work hours. c. have immediate application to the job. d. be voluntary. ANS: D OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 305 LOC: HRM

61. Which of the following is a concern about the use of assessment centers? a. A clever participant can fake the tests and get an undeserved high management potential rating. b. They tend to discriminate against minority individuals. c. They are expensive considering that most psychological traits such as leadership and initiative can be accurately assessed by paper and pencil techniques. d. Managers may use them as a way to avoid difficult promotion decisions. ANS: D OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 306 LOC: HRM

62. Which of the following statements about psychological tests is FALSE? Psychological tests a. can provide useful data on employee motivation, reasoning ability and job preferences. b. may have validity problems. c. should only be interpreted by HR managers, not line managers. d. are sometimes fake-able by the test taker. ANS: C OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 306 LOC: HRM

63. As director of HR for a large organization, you are concerned about the lack of a deep internal pool of talent for middle and upper management jobs. You feel there may be employees with high management potential in lower level jobs that have not been identified and selected for development. In order to most accurately identify high potential employees you propose a. asking managers to nominate their subordinates who have the most management potential. b. reviewing the performance appraisals for all employees below the level of middle management. c. establishing an assessment center. d. extensive psychological testing of all lower-level employees. ANS: C OBJ: 4 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 306 LOC: HRM

64. The biggest problem with psychological testing lies in a. the limited validity of this type of test. b. how the tests are scored. c. the interpretation of results. d. the administration costs. ANS: C OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 306 LOC: HRM

65. Psychological tests would be LEAST useful at determining the following information about an employee’s a. level of mathematical reasoning. b. basic personality. c. job preferences. d. supervisory skills. ANS: D OBJ: 4 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 306 LOC: HRM

66. Which of the following is FALSE concerning the use of coaching as a developmental tool? a. Performing well and teaching well are not the same thing b. The coach’s work demands take precedence over training c. The intellectual aspect of the job may not be well taught by a coach d. Formal training courses have little impact on coachs’ teaching skills ANS: D OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 307-308 LOC: HRM

67. The major problem with job-site development approaches is that they a. are expensive. b. tend to be unplanned. c. use internal training resources. d. focus excessively on the core business ANS: B OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 307 LOC: HRM

68. As director of HR, you are disappointed in the lack of high-quality coaching that subordinates are receiving from their supervisors. You suspect all of the following potential causes EXCEPT a. supervisors lacking understanding of the requirements of subordinates’ jobs. b. unsystematic approaches to coaching by the supervisors. c. heavy supervisor workloads. d. poor relationships between supervisors and subordinates. ANS: A OBJ: 5 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 307 LOC: HRM

69. ____ is/are the daily training and feedback given to employees by immediate supervisors. a. Lifelong learning b. Coaching c. Mentoring d. Apprenticeship ANS: B OBJ: 5 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 307 LOC: HRM

70. It is most important for a company to be a learning organization if it a. is in the service sector. b. is a global organization. c. has a high level of employee turnover. d. is a knowledge-based firm. ANS: D OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 307 LOC: HRM

71. “Assistant-to” positions are most useful as a management tool because a. they allow employees to understand the political processes and personalities in the organization. b. they allow employees to work with outstanding managers. c. they provide an opportunity to move employees into the core business. d. they reduce employee boredom. ANS: B OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 308 LOC: HRM

72. As a development technique, the best lateral transfers a. facilitate upward career progress in the organization. b. move the person into the core business. c. encourage the redundant employee to leave the company voluntarily without being terminated. d. provide a monetary incentive for taking on new work. ANS: B OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 308 LOC: HRM

73. Even though she is a relatively junior manufacturing supervisor, Angela has been assigned to a plantwide committee on quality control. Angela is concerned that she will be unable to do her regular job as well as take part in extra committee meetings and assignments. She is concerned that this committee will be a “time sink” and a waste. Angela’s boss is probably intending this assignment to a. get Angela out of the department without firing her because she is not performing well. b. allow Angela to learn the intellectual and theoretical components of her future job assignment. c. broaden Angela’s exposure to whole-plant operations, processes, and personalities and help her career prospects. d. move Angela horizontally so that she doesn’t become bored with her work, because vertical promotions have become scarce. ANS: C OBJ: 5 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 308 LOC: HRM

74. When opportunities for promotion are scarce, a good way to keep employees motivated and develop their talents within the organization is a. sending them to a corporate university. b. assigning them to important committees. c. lateral job rotation. d. a sabbatical or leave of absence. ANS: C OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 308 LOC: HRM

75. Which of the following is TRUE of classroom instruction? a. The technique is ineffective regardless of the instructor’s capabilities. b. The lecture system encourages passive listening. c. Employees dislike classroom instruction. d. Its effectiveness is independent of the size of the group. ANS: B OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 308 LOC: HRM

76. Wilderness excursions as a development tool a. are enjoyable but have less impact than more structured learning experiences. b. can create a sense of teamwork via the shared-risks and challenges. c. act as an outdoor version of an assessment center. d. are a fad with very little value for management development. ANS: B OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 309 LOC: HRM

77. Which of the following is a disadvantage of paid sabbaticals? a. Reintegration into the organization is difficult. b. It is often “career suicide” for the employee. c. The nature of the learning experience unpredictable. d. Employees often use the sabbatical to look for another job. ANS: C OBJ: 5 PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 309 LOC: HRM

TOP: Conceptual 78. Clarence is the assistant vice president of quality control for a hospital medical equipment manufacturing firm. However, Clarence is currently teaching science in a school for Native Americans in New Mexico. At the end of the school year, Clarence will resume his job duties with his employer. Clarence is a. on a sabbatical leave. b. an executive educator. c. rotating through a non-core function. d. in phased retirement. ANS: A OBJ: 5 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 309 LOC: HRM

79. A centralized Web site for news, information, course listings, business games, simulations and other training materials is called a/an a. learning portal. b. interactive training and development program. c. online corporate university. d. e-assessment center. ANS: A OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 310 LOC: HRM

80. ____ allow(s) employees to participate in courses which would otherwise be unattainable due to geographic, travel, or cost considerations. a. Job rotation b. Career development centers c. On-line development d. Corporate universities ANS: C OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Technology REF: p. 310 LOC: Information Technologies

81. An internationally-known San Diego manufacturer of high-performance bicycles has a permanent training facility in Idaho at which all members of the organization learn about the product lines, how to ride them, perform repairs, understand the technology behind their construction and materials, and their uses for recreational riding, as well as for amateur and professional racing. This employee development approach would best be described as a/an a. coaching and team building approach. b. job-site training. c. outdoor training program. d. corporate university. ANS: D OBJ: 5 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 310 LOC: HRM

82. Experience plays a central role in the development of senior managers,, but it is often neglected as a development tool in organizations because a. senior managers and executives are often hired from outside the firm. b. it is difficult to introduce enough variety into managers’ experiences.

c. the organization cannot control managers’ experiences. d. in order for useful learning to occur, managers must have positive and challenging experiences. ANS: A OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 311 LOC: HRM

83. A difficult boss, a bad job situation, and unsupportive peers a. are obstacles that can promote managers’ learning. b. negatively affect a manager’s interpersonal relations skills through the modeling process. c. are the main reasons for managerial failure. d. are easily simulated in management training programs. ANS: A OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 311 LOC: HRM

84. A pre-supervisor training program should include all of the following topics EXCEPT a. basic management responsibilities. b. time management. c. technical job skills. d. human relations. ANS: C OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 311 LOC: HRM

85. All of the following are good coaching practices EXCEPT a. making clear why the coach took certain actions. b. allowing the subordinate to make mistakes in order to use the results as a learning experience. c. explaining what alternatives courses of action the coach could have taken in a certain situation. d. reinforcing the subordinate’s good behaviors. ANS: B OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 312-313 LOC: HRM

86. What is the most common reason managers fail after being promoted to management? a. lack of internal political savvy b. deficiency of technical skills c. poor teamwork with subordinates and peers d. inability to balance work and family demands ANS: C OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 312 LOC: HRM

87. Managers learn by behavior modeling, which is a. reinforcing the desirable behaviors exhibited. b. simulation of good and poor managerial behaviors. c. developing a personal model of ideal managerial behavior. d. copying someone else's behavior.

ANS: B OBJ: 5 TOP: Definitional

PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking

REF: p. 312 LOC: HRM

88. In the context of management development, ____ involves a relationship between two managers for a period of time as they perform their jobs. a. on-the-job-training b. coaching c. management modeling d. mentoring ANS: B OBJ: 5 TOP: Definitional PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 312 LOC: HRM

89. For the less-experienced manager, the last stage in a mentoring relationship is ____ the mentor. a. disengagement from b. reversal of roles with c. friendship with d. replacement of ANS: C OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 313 | Figure 10-10 LOC: HRM

90. Mannie is an excellent performer who has been promoted to a management position. Unfortunately, Mannie’s subordinates are unhappy and his department has experienced a surge in turnover of valuable staff in the year since Mannie took over the department. a. Mannie would be a good candidate for leadership coaching. b. Mannie should be sent to an assessment center to identify if he has management potential. c. Mannie and his team should be sent on a survival wilderness course to build team spirit. d. Mannie should be enrolled in an executive MBA program at the local university. ANS: A OBJ: 5 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 313 LOC: HRM

91. ____ is a relationship in which experienced managers aid individuals in the earlier stages of their careers. a. Sponsorship b. Management coaching c. Mentoring d. Modeling ANS: C OBJ: 5 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 313 LOC: HRM

92. Reverse mentoring would be most helpful if a. a senior manager has poor interpersonal skills. b. an executive needs updating on digital communications devices. c. an upper-level executive has gotten stale in her area of expertise. d. a middle-manager is blocked by the glass ceiling. ANS: B PTS: 1 DIF: Moderate REF: p. 314

OBJ: 5 TOP: Application

NAT: AACSB Analytic

LOC: HRM

93. The glass ceiling a. is a myth. b. traps women in “female ghettoes” in organizations. c. is less common in family-run businesses where gender has less impact than blood relationships. d. requires women to learn political skills from mentors in order to break through. ANS: D OBJ: 3 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 314 LOC: HRM

94. Which of the following has been identified as a problem with mentoring? a. Women are reluctant to serve as mentors. b. Young minority managers frequently report difficulty finding mentors. c. The relationship between mentor and protégé may become more social than work related. d. Successful managers do not have the time to be effective mentors. ANS: B OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 314 LOC: HRM

95. Common problems with management development programs include all of the following EXCEPT a. substituting training for rigorous selection of employees. b. following fads in training programs. c. failing to conduct adequate needs analysis. d. allowing managers to self-select into development programs. ANS: D OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 314 LOC: HRM

96. When an individual learns new methods and ideas in a development course and returns to a work unit that is still bound by old attitudes and methods ____ has occurred. a. translation failure b. non-transference c. encapsulated development d. culture-block ANS: C OBJ: 5 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 314 LOC: HRM

97. A dilemma in succession planning is that employees in their 30s and 40s with 10 to 15 years of work experience are the ones who are usually tapped to move into retiring managers’ jobs and a. these employees are too young to have had the extensive experience necessary for good performance. b. women in this age group often want flexibility that is not compatible with jobs at this level. c. Employees in this age group do not have the levels of organizational commitment and work ethic that retiring baby boomers do. d. this creates a block to the advancement of employees in their 20s because the middle-aged employees promoted to executive positions will not be retiring for another 20 or 30 years.

ANS: B OBJ: 6 TOP: Conceptual

PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking

REF: p. 315 LOC: HRM

98. Infusion Enterprises suffered a shock when its president and CEO, were both killed while skiing in Chile. But because of the ____ the organization was able to continue operations smoothly. a. key-employee life insurance policy b. delegation strategy c. deep talent pool in the board of directors d. succession plan ANS: D OBJ: 6 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 315 LOC: HRM

99. The first step in the succession planning process is to a. develop preliminary replacement charts. b. identify key employees and the anticipated date of job separation. c. formulate strategic HR plans. d. assess the capabilities of current employees. ANS: C OBJ: 6 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 316 | Figure 10-11 LOC: Strategy

100. The vice president of marketing at BamaWonder Products has left to create her own company. She is taking with her some key managers in the area of product development, finance and sales. The BamaWonder Products’ continued smooth functioning after these departures will largely depend on a. a complete and up-to-date succession plan. b. a flexible organizational culture. c. whether Bama Wonder Products is a learning organization. d. whether there are high potential employees who have been plateaued and who are ready to move into these openings. ANS: A OBJ: 6 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 315 LOC: HRM

101. When succession plans are developed for CEOs and senior managers, HR needs major involvement from a. leadership consultants. b. headhunting firms. c. outside search committees. d. top executives and members of the board of directors. ANS: D OBJ: 6 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 316 LOC: HRM

102. The purpose of replacement charts is to a. ensure that the right individuals with sufficient capabilities and experience to perform the targeted jobs are available at the right time. b. prepare a collection of instruments and exercises designed for diagnosing a person's development needs.

c. plan the strategic layoffs of non-key employees. d. assure that each organizational key position has persons of diverse races, genders, ethnicities, religions, and ages as potential successors. ANS: A OBJ: 6 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 316 LOC: HRM

103. The main succession problem in closely-held family firms is that a. multiple family members compete for just a few top management spots in the organization. b. outsiders tend to push out family members when top management openings occur. c. formal succession planning is not carried out. d. it is difficult to evaluate the development needs of successors because they are usually not employees of the firm. ANS: C OBJ: 6 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 317 LOC: HRM

104. When faced with the need for employees with scarce skills, employers tend to a. focus on training and developing high-potential employees to fill these positions. b. outsource these functions to consulting firms. c. send promising internal candidates to external training programs to learn these skills. d. “buy” these skills in the marketplace. ANS: D OBJ: 6 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 317 LOC: HRM

105. A company which consistently goes outside to fill its technical and professional openings probably a. has a strong and unique corporate culture. b. is not interested in taking the time to develop internal candidates for these positions. c. is concerned about minimizing salary expense. d. has a high “churn” rate. ANS: B OBJ: 6 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Analytic REF: p. 317 LOC: HRM

106. The main contribution that Web-based systems make to succession planning is a. skills-tracking systems and databases. b. allowing succession plans to be communicated to employees. c. employee access to on-line training and development programs. d. enabling employees to self-nominate themselves for future promotions. ANS: A OBJ: 6 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 318 LOC: HRM

107. When the organization ties formal succession plans to career paths for employees it a. discourages political maneuvering by potential successors to key employees. b. runs the risk that the chosen successors will feel they have a legal right to the job when it becomes available. c. discourages employees who have not been selected to succeed key managers which

reduces overall morale. d. improves employee retention. ANS: D OBJ: 6 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 319 LOC: HRM

108. All of the following are common mistakes in succession planning EXCEPT a. focusing succession planning on the CEO and top executives. b. excessive reliance on external candidates. c. not starting succession planning until key employees are in the process of leaving. d. not linking succession planning to strategic plans. ANS: B OBJ: 6 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 319 LOC: HRM

109. A law that has impacted succession planning for CEOs is a. HIPAA. b. the Sarbanes-Oxley Act. c. ERISA. d. the Congressional Accountability Act. ANS: B OBJ: 6 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 319 LOC: Legal Responsibilities

110. Long-term succession planning should a. focus on high-turnover jobs in the organization. b. include middle and lower-level managers and key non-management employees. c. mainly concentrate on the CEO and top executive jobs. d. target jobs for which it is most difficult to find qualified external candidates. ANS: B OBJ: 6 TOP: Conceptual TRUE/FALSE 1. Talent management is growing in importance because skilled workers are harder to find. ANS: T OBJ: 1 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 291 LOC: HRM PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 319 LOC: HRM

2. Talent management has a broader range of activities than does training and development ANS: T OBJ: 1 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 292 LOC: HRM

3. Talent management is often focused on just the high potential employees in the organization. ANS: T PTS: 1 DIF: Easy REF: p. 294

OBJ: 1 TOP: Conceptual

NAT: AACSB Reflective Thinking

LOC: HRM

4. Organization-centered career planning focuses on identifying career paths within the organization. ANS: T OBJ: 2 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 296 LOC: HRM

5. A career path designed to retain employees must map out steady upward progression through the organization. ANS: F OBJ: 2 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 296 LOC: HRM

6. An individual’s career will typically cycle between periods of stability and less-stable periods of transition. ANS: T OBJ: 2 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 297 LOC: HRM

7. The primary reason why people choose one career over another is the prospect of high compensation. ANS: F OBJ: 1 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 297 LOC: HRM

8. Phased-retirement is a means of gracefully allowing older employees with outdated skills to gradually leave the organization. ANS: F OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 299 LOC: HRM

9. Jennifer was looking forward to early retirement so that she could “get a life.” But she is finding it difficult to decide how to spend her time. Jennifer describes herself as lacking direction. This is a common problem for retirees regardless of the age at which they retire. ANS: T OBJ: 3 TOP: Application PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 299 LOC: HRM

10. Job rotation is a good method for dealing with plateaued employees. ANS: T OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 299 | p. 308 LOC: HRM

11. Marcia has introduced herself as experiencing an involuntary career transition. You would probably be correct in thinking that Marcia is being terminated or laid off. ANS: T PTS: 1 DIF: Easy REF: p. 300

OBJ: 2 TOP: Application

NAT: AACSB Analytic

LOC: HRM

12. Recent college graduates often experience entry shock in their first job because they resent the close supervision and the highly-defined problems they are assigned at work after the relative freedom and independence of school. ANS: F OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 300 LOC: HRM

13. Not all jobs are compatible with the flexibility that women with small children prefer. ANS: T OBJ: 6 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 301 LOC: HRM

14. By 2020 it is anticipated that women will make up almost half of corporate officer positions. ANS: F OBJ: 3 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 301-302 LOC: HRM

15. Job sequencing allows women to interrupt their careers for family considerations without having a negative impact on their ultimate advancement. ANS: F OBJ: 3 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 301 LOC: HRM

16. Dual career ladders have been established by many large companies to deal with the problems faced by two-earner families. ANS: F OBJ: 3 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 301 LOC: HRM

17. Most global firms find it is better to have expatriates rather than locals staff the management positions of their foreign operations because expatriates have a better understanding of the firm’s operations and goals. ANS: F OBJ: 3 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 303 LOC: HRM

18. Organizations that have extensive employee development programs run the risk of being “training programs” for other firms that hire away their employees. Consequently, organizational development efforts need to be closely tied to current and immediate organizational needs. ANS: F OBJ: 5 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 304 LOC: HRM

19. Since development is not tied to the employee’s current job requirements, it is not necessary that development activities be tied to organizational strategy. ANS: F OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 304 LOC: HRM

20. Assessment centers are specially equipped training facilities that are used to evaluate individual employees one-on-one with evaluators. ANS: F OBJ: 4 TOP: Definitional PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 305 LOC: HRM

21. Psychological testing can furnish useful information to employers about such factors as leadership style, initiative, and supervisory skills. ANS: F OBJ: 4 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 306 LOC: HRM

22. Job rotation tends to be expensive because it takes time for rotated employees to become familiar with their new units. ANS: T OBJ: 5 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 308 LOC: HRM

23. The learning organization is an organization in which information is shared, leaders value learning, and the culture supports employees who want to develop new skills. ANS: T OBJ: 5 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 309 LOC: HRM

24. Ann’s supervisor is enthusiastic about instituting outdoor training into their organization. Ann is concerned that it may not be appropriate because the physical nature of the training and the hazards involved and a number of Ann’s subordinates are physically-challenged. Ann’s concerns are realistic. ANS: T OBJ: 5 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 309 LOC: HRM

25. John has been promoted to supervisor and is having a difficult time dealing with the people problems his new position entails. John would be a good candidate for human relations training. ANS: T OBJ: 5 TOP: Application PTS: 1 DIF: Easy NAT: AACSB Analytic REF: p. 312 LOC: HRM

26. If an individual is unlucky and has supervisors with poor management skills, he/she will be unable to develop good management skills because of this negative model. ANS: F PTS: 1 DIF: Challenging REF: p. 312

OBJ: 5 TOP: Conceptual

NAT: AACSB Reflective Thinking

LOC: HRM

27. One of the major problems with management development efforts is inadequate HR planning. ANS: T OBJ: 5 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 314 LOC: HRM

28. Encapsulated development occurs when a single work unit in an organization is used to pilot test new training programs. ANS: F OBJ: 5 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 314 LOC: HRM

29. Succession planning should be done for all key jobs in the organization, regardless of hierarchical level. ANS: T OBJ: 6 TOP: Conceptual PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 315 LOC: HRM

30. A replacement chart identifies which employees are qualified to move into key positions when they become vacant. ANS: T OBJ: 6 TOP: Definitional PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 316 LOC: HRM

31. A favored way organizations develop sustained competitive advantages through human resources is to hire outside talent into the firm rather than to take years to develop the talent internally. ANS: F OBJ: 6 TOP: Conceptual PTS: 1 DIF: Challenging NAT: AACSB Reflective Thinking REF: p. 317 LOC: HRM

32. In most closely-held family firms formal succession plans are not needed because succession is passed on through succeeding generations. ANS: F OBJ: 6 TOP: Conceptual PTS: 1 DIF: Easy NAT: AACSB Reflective Thinking REF: p. 317 LOC: HRM

33. Succession planning tends to reduce turnover costs for organizations. ANS: T OBJ: 6 TOP: Conceptual ESSAY PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 319 LOC: HRM

1. What is talent management and how is it linked to other HR functions? Why is it growing in importance? ANS: Talent management involves the attraction, development and retention of human resources. Talent management activities take new employees and ensure that they become high-performing contributors to the organization who are retained. Visualizing talent management as a bridge shows how the main activities of talent management (training, career planning, HR development, succession planning, and performance management) link selection and recruiting to the retention of a qualified workforce that matches the needs of the organization. Talent management is more important now for organizations because the changing demographics of the workplace (e.g., retiring baby boomers). The growing need for highly skilled workers means that organizations will need to find and generate more qualified employees and retain them as a pool of internal talent who can be moved into other jobs as openings occur. PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 292-293 LOC: HRM OBJ: 1 TOP: Conceptual

2. What is the difference between organization-centered and individual-centered career planning? Why should HR departments facilitate individual-centered career planning if these individuals might not stay with the organization for their entire career? ANS: Organization-centered career planning focuses on identifying career paths that provide for a logical progression of people between jobs in an organization. Individual-centered career planning focuses on an individual’s career rather than on the organization’s needs. An organizational career planning program includes performance appraisal, development activities, opportunities for transfer and promotion, and planning for succession. Organizational career planning maps out career paths for employees and communicates these paths to them. Organizations benefit from helping employees plan their careers by self-assessment, feedback on reality, and setting career goals. Clear career paths in the organization and knowledge of their place in the succession plans of the organization encourage key employees to stay with the organization because they can grow, develop and advance without leaving. Individual career planning also increases the fit between an individual and the jobs available in the organization. It encourages the individual to gain skills and capabilities that the organization needs. PTS: 1 OBJ: 2 TOP: Conceptual DIF: Moderate REF: p. 295-297 | Figure 10-3 NAT: AACSB Reflective Thinking LOC: HRM

3. Why is succession planning important? What key mistakes are often made in succession planning? ANS: Succession planning is the process of identifying a long-term plan for the orderly replacement of key employees. Succession planning is important because the productivity of the organization is affected if key jobs are unfilled or filled by people who do not have the needed capabilities. The aging population means that large numbers of senior and key employees will be retiring and needing replacement. In addition, if employees know that they have the opportunity to move into key jobs, it motivates them to stay and to perform well. Succession planning can guide management development as gaps in employee capabilities are revealed. Clear succession plans also enhance the organizational “brand” and its reputation as a desirable place to work. Key mistakes in succession planning include the failure to have clear succession plans at all. Also, many firms with succession plans only focus on the CEO or top management jobs. Ideally, middle and lower-level management jobs and key non-management jobs should have identified, qualified successors.

PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking

REF: p. 315-316 LOC: HRM

OBJ: 6 TOP: Conceptual

4. Describe some methods of assessing the development needs of employees and their advantages and disadvantages. ANS: The organization determines the development needs of its employees by comparing the capabilities of its employees with the capabilities that will be needed to carry out the organization’s strategic plans. The organization assesses the strengths and weaknesses of its employees through assessment centers, psychological testing and performance appraisals. An assessment center is a collection of instruments and exercises designed to diagnose a person's development needs. Typically the assessment activities include in-basket exercises, role-playing, tests, cases, leaderless-group discussions, computer-based simulations and peer evaluations. These activities usually take place away from work over a period of several days. The individuals being assessed are rated by specially-trained observers. Assessment centers can identify key variables such as leadership, initiative, and supervisory skills. They are also useful as a selection tool to identify managerial potential and can overcome many of the biases inherent in interviews, supervisor ratings, and written tests. Psychological tests evaluate individuals’ intelligence, verbal and mathematical reasoning, and personality. They can asses motivation, leadership style, interpersonal response traits, reasoning abilities and job preferences. Psychological tests are sometimes easily faked by test-takers and sometimes have low validity. They are not useful if they are not interpreted by qualified professionals. Performance appraisals can be sources of data on productivity, employee relations and job knowledge. In order to provide good development information, performance appraisals must be designed specifically for this purpose. Purely administrative performance appraisals are not as useful. PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 305-306 LOC: HRM OBJ: 4 TOP: Conceptual

5. What are the main career challenges for women? What can organizations do to make better use of its female talents? ANS: Despite the fact that women comprise close to half of the workforce and managerial/professional positions, they hold less than 15% of corporate officer positions. This lack of career progression compared with men is attributed mostly to the fact that women bear most of the responsibilities for child-rearing in the U.S. culture. Consequently, women must often sequence their careers, following a pattern of intense work before children arrive, plateauing or removing themselves from careers when they have young children, and taking jobs that allow flexibility when the children get older. In addition, the age where women with children need the most flexibility (in their 30s and 40s) is the age at which managers are chosen to be promoted into more senior management jobs. These jobs are not compatible with flexibility. Organizations can take better advantage of the talents of its female workforce by providing flexibility as needed, mentors (including e-mentors), and supporting dualcareer couples. PTS: 1 DIF: Moderate NAT: AACSB Reflective Thinking REF: p. 301-302 LOC: HRM OBJ: 3 TOP: Conceptual

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