Test Bank For Human Resource Management 13th Edition Mathis

Test Bank for Human Resource Management, 13th
Edition: Mathis
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Test Bank for Human Resource Management, 13th Edition: Mathis
Chapter 9—Talent Management
MULTIPLE CHOICE
1. The focus on talent management has intensified in the last few years due to all of the following factors
EXCEPT
a. decline in the proportion of the population aged 35 to 44.
b. fewer numbers of young people entering the labor market in Europe.
c. inadequate skills of new college graduates.
d. the obsolescence of baby boomers’ skills.
ANS: D PTS: 1 DIF: Moderate REF: p. 284
OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRM
TOP: Conceptual
2. _____________is a process that moves people from recruiting and selection through the organization
to meet the employer’s need for talent.
a. HR planning
b. Training and development
c. The HR flow process
d. Talent management
TOP: Definitional
3. If talent management is effective in a firm

a. the voluntary turnover among the high potential employees will be essentially zero.
b. the organization will not have to use the external labor market except in emergencies.
c. the cost of labor in the firm will be the lowest of its direct competitors.
d. the firm has a succession plan in place for all holders of critical jobs.
TOP: Conceptual
4. Which of the following statements is TRUE?

a. AMEX has learned that it is important to limit CEO involvement in management
development because it limits the breadth of skills in the executive talent pool.
b. The retirement of Baby Boomers will benefit organizations by opening up blockages in
succession plans and allowing fresh talent to replace employees with outmoded skill sets.
c. A high proportion of organizations are not prepared for sudden loss of organizational
leaders either through their voluntary departure or death.
d. The goal of talent management is to have a pipeline full of talented people who are being
developed for future organizational needs.
TOP: Conceptual
5. Talent management includes all of the following HR activities EXCEPT

a. training.
b. job design.
c. career planning.
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d. performance management.
ANS: B PTS: 1 DIF: Moderate REF: p. 285 | Figure 9-1
TOP: Conceptual
6. A good automated talent management system could be expected to answer the question
a. Is the compensation for senior safety managers within 10 percent of the market mean?
b. Has the incidence of discrimination complaints per employee declined over the last 10
years?
c. How many of the nursing staff are licensed nurse practitioners?
d. Which vendor’s proposed training program will be most effective for teaching budgeting
skills to newly-promoted line managers?
ANS: C PTS: 1 DIF: Easy REF: p. 285
OBJ: 1 NAT: AACSB Technology LOC: Information Technologies
TOP: Conceptual
7. 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. employees and managers do not like to use them.
TOP: Conceptual
8. Which of the following statements is FALSE?

a. If an organization wants to grow talent internally, it must hire high potential employees
right out of college and develop them over a period of years.
b. In the textbook’s example, Lehn and Fink Products considers extracurricular activities,
especially athletics, to be a more important predictor of leadership than grades.
c. Long-term planning and management development practices were widespread among
large firms in the 1950s, but these systems were dismantled in the 1980s.
d. In the 1990s, companies were able to hire talent on an as-needed basis because there was a
surplus of quality applicants on the job market.
TOP: Conceptual
9. 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. Which of the following development programs would
be most portable for Ernest? That is, which would be most likely lead to Ernest leaving the
organization taking his valuable development with him?
a. a tuition reimbursement program for an Executive MBA
b. volunteer projects with not-for-profit organizations
c. extra work assignments outside of Ernest’s specialty
d. rotation into other jobs in the organization
ANS: A PTS: 1 DIF: Moderate REF: p. 287
OBJ: 1 NAT: AACSB Analytic LOC: HRM
TOP: Application
10. 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 PTS: 1 DIF: Easy REF: p. 288
TOP: Conceptual
11. 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 areas 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. the effectiveness and efficiency of BamaWonder’s management training program.
d. whether there are high potential employees who have been plateaued and who are ready to
move into these openings.
ANS: A PTS: 1 DIF: Easy REF: p. 288
TOP: Application
12. The first step in the succession planning process is to

a. decide whether to “make” or to “buy” talent.
b. identify key employees and their anticipated retirement dates.
c. define the positions that are critical to the organization’s strategy.
d. assess the capabilities of current employees.
ANS: C PTS: 1 DIF: Moderate REF: p. 288
OBJ: 2 NAT: AACSB Reflective Thinking LOC: Strategy
TOP: Conceptual
13. Infusion Enterprises suffered a shock when its president and its CEO, were both killed by an avalanche
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
TOP: Application
14. 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. succession plans are not formalized.
d. it is difficult to evaluate the development needs of successors because they are usually not
employees of the firm.
TOP: Conceptual
15. 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 those jobs to specialty firms.
c. send promising internal candidates to external training programs to learn these skills.
d. hire these employees from outside the firm.
TOP: Conceptual
16. A company which consistently goes outside to fill its technical and professional openings probably
a. has a strong and unique corporate culture.
b. does not have the time or ability to grow its own leaders.
c. is concerned about minimizing salary expense.
d. has a high “churn” rate.
ANS: B PTS: 1 DIF: Easy REF: p. 290
TOP: Application
17. Deedee is a 54-year-old manager in the client-support-services department of a heavy equipment

manufacturer. Deedee has been with the company all of her career and has had a steady rise in the
hierarchy through promotions. She has shone in numerous training and development programs.
Currently, Deedee is meeting performance expectations. In the judgment of Deedee’s superiors that
she has “topped out” and will not be qualified for further advancement. Which of the following
statements is most appropriate for Deedee’s situation?
a. In the future, Deedee should be considered for lateral moves.
b. Deedee should receive stretch assignments to bring out her latent potential.
c. Since Deedee has no potential to advance, she should be encouraged to take phased
retirement.
d. Deedee should receive coaching and perhaps be moved to another job.
ANS: A PTS: 1 DIF: Moderate REF: p. 291 | Figure 9-3
TOP: Application
18. All of the following are useful metrics for evaluating an organization’s succession planning EXCEPT
a. percentage of key vacancies filled internally.
b. job performance of successors promoted to open key jobs.
c. reduction in development cost per employee.
d. turnover rate of high-potential employees.
TOP: Conceptual
19. A law that has impacted succession planning for CEOs is

a. HIPAA.
b. the Sarbanes-Oxley Act.
c. ERISA.
d. the Congressional Accountability Act.
OBJ: 2 NAT: AACSB Reflective Thinking LOC: Legal Responsibilities
TOP: Conceptual
20. 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 or moral 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 and performance motivation.
TOP: Conceptual
21. A computerized succession planning system should perform all of the following functions EXCEPT
a. link with employee performance appraisal records.
b. sort internal candidates by demographic factors.
c. allow employees to complete skill and career interest self-surveys.
d. include employee skills tracking capabilities.
ANS: B PTS: 1 DIF: Moderate REF: p. 292
TOP: Conceptual
22. Long-term succession planning should go beyond just high-level executives and
a. focus on high-turnover jobs in the organization.
b. include middle and lower-level managers and key non-management employees.
c. every job in the organization’s core functions.
d. target jobs for which it is most difficult to find qualified external candidates.
TOP: Conceptual
23. All of the following are common mistakes in succession planning EXCEPT
a. focusing succession planning only on the CEO and top executives.
b. relying excessively on hiring external candidates.
c. allowing the CEO to make all succession plan decisions.
d. not linking succession planning to strategic plans.
TOP: Conceptual
24. A/an ____ is a sequence of work-related positions a person occupies throughout life.
a. career
b. job ladder
c. profession
d. occupation
TOP: Definitional
25. Giselle has earned a master’s degree in biology specializing in wetlands revitalization. She is
committed working to restore endangered wetlands, and has been searching almost a year for openings
that would allow her to do this work. In order to pay bills, Giselle is tending bar at a high-end
restaurant in New Orleans. Giselle is
a. embarking on a “portfolio” career.
b. hoping to have an “authentic” career.
c. has a “career without boundaries.”
d. at the “protean” stage of her career path.
TOP: Application
26. In comparison to people who graduated from college thirty years ago, current college graduate
entering the job market can expect all of the following EXCEPT
a. more limited job opportunities.
b. a higher likelihood of working for multiple organizations.
c. more time spent working from home
d. a higher likelihood of working free lance.
OBJ: 3 NAT: AACSB Reflective Thinking LOC: Environmental Influence
TOP: Conceptual
27. 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
a. an example of a non-traditional career path.
b. the result of organization-centered career planning.
c. a demonstration of the cyclical nature of careers.
d. a series of career transitions.
TOP: Application
28. 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.
TOP: Application
29. Web sites that list careers in the organization

a. are most appropriate for recruiting 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 and quality of applicants because large numbers of job seekers do not
have access to computers.
TOP: Conceptual
30. The three key activities in individual career management include all of the following EXCEPT
a. building a political network in the organization and profession.
b. gaining accurate information about personal performance level.
c. placing personal deadlines on the achievement of career goals.
d. understanding personal strengths and weaknesses.
TOP: Conceptual
31. Individual-centered career planning focuses on

a. the logical progression of people through jobs in an organization.
b. the organization’s long-term staffing needs.
c. succession planning for key positions.
d. the employee’s personal characteristics and his/her life and work goals.
TOP: Conceptual
32. 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 three years as a reporter for local TV
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. If Clark has set clear career goals with timetables and plans for getting the training and
experience he needed, he should not be discouraged by the negative feedback.
b. The feedback on reality from his manager and the audience is information Clark should
seriously take into account in his future career plans.
c. Clark’s academic advisors should have steered him away from broadcast journalism
because of Clark’s lower socioeconomic background.
d. Clark’s self-assessment may have been lacking, because his interest in broadcast
journalism may not be genuine.
TOP: Application
33. 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. Feedback on reality through performance appraisals.
b. Intelligence tests
c. Career goal-setting
d. Self-assessment tests
TOP: Definitional
34. 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. interests
b. self-image
c. socioeconomic background
d. personality
TOP: Conceptual
35. 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’s self image is not congruent with his parent’s image of him.
b. Ambrose should take a self-assessment test because he may unconsciously be interested in
accounting.
c. Ambrose needs feedback on reality because he is prematurely ruling out a desirable and
lucrative career.
d. Young people’s career goals change so frequently that Ambrose should go ahead and
major in tax accounting.
TOP: Application
36. Glenn has a number of job offers to choose from. He has quite of bit of accurate information
available about these organizations. One can predict that Glenn is MOST likely to take the job at the
organization which is
a. offering the highest salary.
b. offering the greatest opportunities for training and development in the Glenn’s specialty.
c. the best fit between its climate and Glenn’s characteristics, interests and needs.
d. the organization that offers the greatest potential for career advancement within the
organization.
ANS: C PTS: 1 DIF: Challenging REF: p. 296
TOP: Application
37. Which of the following is TRUE?

a. Modern careers are cyclical in that individuals will have periods of stability interrupted by
periods of transition.
b. A person’s early career is marked by stability as he/she learns new skills, but a person’s
later career tends to be turbulent as he/she moves from organization to organization.
c. The democratic traditions of the U.S. result in the fact that the socioeconomic status of
one’s family has no impact on one’s career choices.
d. Interest inventories are important because interests are stable over a person’s lifetime.
TOP: Conceptual
38. 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. identify interests and acquire capabilities.
b. focus on making as high a salary as possible because this affects their earning potential for
the rest of their lives.
c. achieve personal integrity and incorporate their values into their work life.
d. establish their political power base within their organization.
TOP: Application
39. 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, the counselor suggested Carla view her career as
a. a linear progression interrupted by transitions.
b. a cycle of stability and instability.
c. a series of successive plateaus.
d. typical of the late career stage.
TOP: Application
40. Over the past 15 years Bob, who is 35, 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 may still be in the early career stage.
c. Bob is in a career plateau because he has not steadily risen in organizational hierarchy or
occupational status.
d. Bob’s job history shows a cyclical career.
TOP: Application
41. 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. The organization pays salaries below market. With his knowledge of the
general stages in the typical person’s career, Kevin knows that the organization would have the BEST
luck recruiting 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 disengaging from their original
careers and becoming interested in social causes.
c. among people in the late career stage because they tend to be focused on contribution to
society more 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 PTS: 1 DIF: Moderate REF: p. 297 | Figure 9-5
TOP: Application
42. 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 as a bartender while training as an X-ray technician. Josh is
experiencing
a. a career plateau.
b. a Protean career.
c. career sequencing.
d. a career transition.
TOP: Application
43. As a development technique, the best lateral transfers

a. facilitate upward career progress in the organization.
b. learn new skills that increase the employee’s marketability.
c. encourage the redundant employee to leave the company voluntarily without being
terminated.
d. provide a monetary incentive for taking on new work.
TOP: Conceptual
44. For the organization, unless a plateaued employee is a poorly-used, valuable resource, plateaued
employees may be a problem because
a. plateaued employees are typically poor performers. Otherwise, they would have been
promoted.
b. their presence discourages younger, ambitious employees.
c. plateaued employees tend to have higher compensation than is justified by their
contribution to the organization.
d. if they develop negative attitudes, the plateaued employees may affect co-worker morale.
TOP: Conceptual
45. Which of the following is TRUE about career plateaus.

a. Plateaued employees are poor candidates for training and development because they have
reached the highest level for which they are suited in the organization.
b. An employee in a career plateau can typically only move out of it if he/she changes
organizations.
c. Career plateaus are more likely in a person’s early career rather than in one’s later career.
d. An employee with traditional views about careers would view a career plateau as a sign of
failure.
TOP: Conceptual
46. A career plateau occurs when a/an
a. employee stops gaining new skills.
b. parent takes job sequencing within the organization.
c. employee becomes burned out and unmotivated.
d. employee cannot advance within the organization
TOP: Definitional
47. 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 experiencing
a. entry shock.
b. failed orientation.
c. a cyclical career.
d. a premature career plateau.
TOP: Application
48. 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
TOP: Conceptual
49. 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. the over-age-65 employees will demand a wage-premium or significant retention bonus to
induce them to stay.
b. the long-standing pension plan at your organization limiting receiving a pension while
working.
c. opposition to phased retirement by the American Association of Retired Persons
d. that phased retirement plans are vulnerable to age discrimination lawsuits.
OBJ: 3 NAT: AACSB Analytic LOC: Legal Responsibilities
TOP: Application

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 2015.
b. “Family-friendly” employment policies are needed in order to recruit non-working women
with children into the full-time workforce.
c. By the time they are 30, men and women have similar time spent in the labor force.
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.
TOP: Conceptual
51. In order to reward talented technical people who do not want to move into management, many
companies have established
a. corporate universities for technical development.
b. portable career paths.
c. dual career ladders.
d. job rotation programs.
TOP: Conceptual
52. The glass ceiling

a. was pronounced among the Baby Boom generation, but is no longer a major factor in
women’s careers.
b. traps women in “female ghettoes” in organizations.
c. is not an issue that can be addressed by HR policy because it results from the reality of
women’s family responsibilities early in their careers.
d. has resulted in only 10-15% of corporate office positions being held by women..
TOP: Conceptual
53. 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. hiring nurses who are later in their careers where advancement is less of a concern to them
b. offering to pay tuition for nurses who wish to enroll in MBA programs so they are more
qualified to take managerial positions.
c. .implementing a dual-career ladder for nurses.
d. retention bonuses and significant pay raises tied to seniority..
TOP: Application
54. In general, women’s career advancement is negatively affected by

a. prejudice and discrimination in the workplace.
b. biology and sociology.
c. women careers being stalled by delay in early career challenges and development
opportunities.
d. employer’s inadequate use of dual-career ladders.
TOP: Conceptual
55. Job sequencing
a. is a solution to career plateaus.
b. is the pattern where an individual steps off the career track or plateaus to accommodate the
demands of raising children.
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.
TOP: Definitional
56. Marcie and Andrew are married. They are both professional employees at the City Zoological Park.
Marcie is an exotic-animal veterinarian specializing in big cats, while Andrew is a designer of animal
exhibits. As HR director for a 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. Andrew will need the inducement of a job equivalent to his current one before he and
Marcie will consider relocation.
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.
TOP: Application
57. Which of the following would NOT be a typical activity provided by a partner-assistance program for
the tag-along partner when relocating one partner in a dual-career couple?
a. paying employment agency fees for the tag-along partner.
b. pay the relocated employee a salary high enough to compensate for the partner’s loss of
income.
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.
TOP: Conceptual
58. In over ____ percent of couples, both partners have a career.

a. 20
b. 40
c. 60
d. 80
TOP: Conceptual
59. 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.
TOP: Conceptual
60. 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 you help my wife find 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?
TOP: Application
61. ____ involves the planning, training, and reassignment involved with returning global employees to
their home countries.
a. Relocation
b. Reorientation
c. Debriefing
d. Repatriation
TOP: Definitional
62. Which of the following statements is FALSE?

a. Typically, the level of unemployment in Europe is lower than that of the U.S.
b. In the U.S., the sense of job insecurity is highest among older male workers.
c. In Europe, laws that make it difficult for employers to lay off employees are sacrosanct
and go unchallenged.
d. Even in Japan, where lifetime employment has been the norm, employees are experiencing
job insecurity.
TOP: Conceptual
63. 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 outplacement to an equivalent job plus generous severance pay when the
employee’s overseas assignment is completed.
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.
TOP: Conceptual
64. 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 decrease in independence and autonomy on the job.
d. readjusting to U.S. lifestyle and culture.
TOP: Application

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 is typically assessed with a cost-benefit analysis.
d. Capabilities learned in development may not apply to the employee’s current job.
TOP: Conceptual
66. 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 PTS: 1 DIF: Easy REF: p. 303 | Figure 9-7
TOP: Definitional
67. 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 because John may leave.
d. John is an opportunist hoping that his current employer will pay for the training he needs
to enhance his personal marketability and ambitions.
TOP: Application
68. 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. As a recruiting tool, 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. The school board is proposing a ____ program.
a. lifetime learning
b. personnel redeployment
c. mid-life realignment
d. re-development
TOP: Application
69. What impact does development have on an individual’s career?

a. Development may result in the employee being prepared for different jobs.
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
employer-specific specialization.
d. The organization will be able to retain the employee long term.
TOP: Conceptual
70. 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.
TOP: Definitional
71. Which of the following is FALSE about lifelong learning?

a. Lifelong learning can be formal or informal.
b. Lifelong learning can be voluntary or mandatory.
c. Lifelong learning may not be relevant to the individual’s current job.
d. Lifelong learning contributes to employee dissatisfaction if it is not applicable to the job.
TOP: Conceptual
72. 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.
TOP: Conceptual
73. 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. should only be interpreted by qualified professionals.
c. typically have high validity and are generalizable to many circumstances.
d. can sometimes be faked by the test-taker.
TOP: Conceptual
74. 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 who have not been identified and selected for development.
In order to most accurately identify high potential employees you propose
a. requiring 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. extensive psychological and intelligence testing of all lower-level employees.
d. establishing an assessment center which allows employees to nominate themselves.
TOP: Application
75. 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. technical skills.
TOP: Conceptual
76. Which of the following is FALSE concerning the use of coaching as a developmental tool?
a. A good performer may not be a good teacher.
b. The coach’s work demands take precedence over training
c. Coaching is a continual process of learning by doing.
d. Coaching is best done spontaneously without extensive planning.
TOP: Conceptual
77. The major problem with job-site development approaches is that they
a. are expensive.
b. use internal training resources.
c. are often inadequately planned.
d. focus excessively on job skills rather than on intellectual aspects of the job.
TOP: Conceptual
78. 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. heavy supervisor workloads distract them from coaching responsibilities.
b. unsystematic approaches to coaching by the supervisors.
c. supervisors lacking understanding of the requirements of subordinates’ jobs.
d. poor relationships between supervisors and subordinates.
TOP: Application
79. ____ is the daily training and feedback given to employees by immediate supervisors.
a. Coaching
b. Modeling
c. Mentoring
d. Apprenticeship
TOP: Definitional
80. “Assistant-to” positions are useful as a management tool mostly 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 the entry shock of newly-hired college graduates.
TOP: Conceptual
81. Even though she is a relatively junior manufacturing supervisor, Angela has been assigned to a
plant-wide 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. force Angela to quit by overloading her.
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.
d. move Angela horizontally so that she doesn’t become bored with her work, because
vertical promotions have become scarce.
TOP: Application
82. 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. a sabbatical or leave of absence.
d. rotating them through lateral assignments.
TOP: Conceptual
83. Which of the following is TRUE of lecture-style classroom instruction?

a. The technique is generally ineffective regardless of the instructor’s capabilities.
b. Employees typically resist classroom instruction.
c. Employees have fewer opportunities to participate than in other types of instruction.
d. Its effectiveness is independent of the size of the group.
TOP: Conceptual
84. 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 losing popularity because of the inherent risk of the activities.
TOP: Conceptual
85. Which of the following is a disadvantage of paid sabbaticals?

a. Reintegration into the organization is difficult.
b. Employees tend to refuse sabbaticals because they fear it is a way for their manager to
prove they are unnecessary.
c. The nature of the learning is outside the organization’s control..
d. Employees often use the sabbatical to look for another job.
TOP: Conceptual
86. It is most important for a company to be a learning organization if it

a. is in the service sector.
b. is competing globally.
c. has a high level of employee turnover.
d. is knowledge-based.
TOP: Conceptual
87. Clarence is the assistant vice president of quality control for a medical equipment manufacturing firm.
However, Clarence is currently teaching science in a high school in Haiti. At the end of the school
semester, Clarence will resume his job duties with his employer. Clarence is
a. in phased retirement.
b. an executive educator.
c. rotating through a non-core function.
d. on a sabbatical leave.
TOP: Application
88. 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.
TOP: Conceptual
89. ____ 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
TOP: Conceptual
90. A California-based 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.
TOP: Application
91. Senior managers and executives are often hired from outside the firm because
a. it takes time to develop senior-level managers in-house.
b. promoting from middle management ranks causes extreme political jockeying.
c. the organization cannot control managers’ experiences, so it cannot develop the managers
it needs.
d. in order for useful learning to occur, managers must have positive and challenging
experiences, and these are often not available in-house.
TOP: Conceptual
92. A difficult boss, a bad job situation, and negative economic circumstances
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.
TOP: Conceptual
93. 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.
TOP: Conceptual
94. 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 temperament needed to deal with chaos and ambiguity.
b. human relations skills, including motivation and teamwork.
c. quality decision making.
d. technical skills.
TOP: Application
95. What is the most common reason managers fail after being promoted to management?
a. lack of organizational political savvy
b. poor time management
c. poor teamwork with subordinates and peers
d. inability to balance work and family demands
TOP: Conceptual
96. All of the following are good coaching practices EXCEPT

a. making clear why the coach took certain actions.
b. requiring subordinates to analyze independently the reasons for their mistakes.
c. explaining what alternatives courses of action the coach could have taken in a certain
situation.
d. reinforcing the subordinate’s good behaviors.
TOP: Conceptual
97. Managers learn by behavior modeling, which is

a. reinforcement of the desirable behaviors spontaneously exhibited.
b. imitating the behavior of their own managers.
c. developing a personal model of ideal managerial behavior.
d. matching junior managers with senior managers in assistant-to positions.
TOP: Definitional
98. Chief Brinkerhof is chief of police in a metropolitan department that has been marked by dissension
between the rank-and-file officers and the administrators. The chief is being advised by a consultant
who is helping him improve his interpersonal skills. The consultant is also working with Chief
Brinkerhof to devise collaborative decision-making strategies that are efficient and effective. The
chief’s consultant is best described as
a. a management mentor.
b. a leadership coach.
c. an executive role model.
d. an arbitrator..
TOP: Application
99. Mannie is an excellent performer who was promoted to a management position 12 months ago.
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. As the senior HR
executive, you decide that at this point
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 either be demoted or terminated.
TOP: Application
100. ____ 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
TOP: Definitional
101. Which of the following has been identified as a problem with mentoring?
a. Women executives are reluctant to serve as mentors either to other women or to men
because they themselves received little help..
b. Young minority managers frequently report difficulty finding mentors.
c. The relationship between mentor and protégé is frequently marked by a “break-up” when
the protege advances in the hierarchy.
d. The most successful managers are too busy to be effective mentors, so junior managers are
often mentored by less-talented senior managers.
TOP: Conceptual
102. For the less-experienced manager, the last stage in a successful mentoring relationship is ____ the
mentor.
a. disengagement from
b. reversal of roles with
c. friendship with
d. replacement of
ANS: C PTS: 1 DIF: Moderate REF: p. 313 | Figure 9-11
TOP: Conceptual
103. 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.
TOP: Conceptual
104. Kelly spent four days at a training program on the use of improved hygiene procedures to reduce
infections in long-term care facilities. Six months later, Kelly has not been able to implement these
methods due to resistance by the nursing staff and lack of interest by the medical director. The HR
term for Kelly’s experience is
a. translation failure.
b. non-transference of training.
c. encapsulated development.
d. cultural inertia.
TOP: Application
TRUE/FALSE
1. Talent management is growing in importance because workers with needed skills are harder to find
than in the past.
ANS: T PTS: 1 DIF: Easy REF: p. 284

TOP: Conceptual
2. Succession planning should be done for all key jobs in the organization, even if they are low in the
hierarchy.
ANS: T PTS: 1 DIF: Moderate REF: p. 284

TOP: Conceptual
3. Most job seekers value career development over work/life balance or compensation.

OBJ: 1 NAT: AACSB Reflective Thinking LOC: Motivation Concepts
TOP: Conceptual
4. Automated talent management systems have grown in importance since in the last recession, firms
sometimes laid off too many talented people. An automated talent management system helps avoid
terminating employees needed for succession purposes.

TOP: Conceptual
5. If an organization limits its intensive talent management efforts to its high-potential employees,
employees not selected may be resentful that their career opportunities have been limited.

TOP: Conceptual
6. Succession planning focuses both on emergency replacements for critical positions and making sure
that other successors will be ready with some development.

TOP: Conceptual
7. In most closely-held family firms formal succession plans are not needed because succession is passed
on through succeeding generations.
ANS: F PTS: 1 DIF: Easy REF: p. 290

TOP: Conceptual
8. 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 PTS: 1 DIF: Challenging REF: p. 290

TOP: Conceptual
9. David is a junior employee who has been identified as having high potential. But, he is performing
poorly in his current job. This is a strong indication that the assessment of David’s potential was
wrong, and that David should be taken off the company’s “fast track” development program.
ANS: F PTS: 1 DIF: Challenging REF: p. 293 | Figure 9-3

TOP: Conceptual
10. Organization-centered career planning requires the individual employee to take charge of his/her
career and chart a path of advancement through the organization.
TOP: Definitional
11. A career path designed to retain employees must map out steady upward progression through the
organization.
ANS: F PTS: 1 DIF: Moderate REF: p. 295

TOP: Conceptual
12. Joelle worked for fifteen years for a pharmaceutical company that emphasized promotion from within
and continuing employee training and development. The company has had financial reverses and
Joelle was terminated in a mass layoff. Now, Joelle is facing moving from an organization-centered
career planning model to an individual-centered career planning process.

TOP: Application
13. An individual’s career will typically cycle between periods of stability and less-stable periods of
transition, including stretches of unemployment.

TOP: Conceptual
14. The career stage that stymies the job progression of many women with family responsibilities and
blocks them from advancing to executive ranks is the late career stage.
ANS: F PTS: 1 DIF: Moderate REF: p. 297 | Figure 9-5| p. 300

TOP: Conceptual
15. A plateaued employee who is meeting performance expectations is a good candidate for a lateral
move.

TOP: Conceptual
16. Because of the rapidly changing economic and technological environment, the traditional career
progression models no longer apply. It is difficult to discern any general patterns in the pattern of
workers’ careers.

TOP: Conceptual
17. 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.

TOP: Conceptual
18. Phased-retirement is generally used as a means of allowing older employees with outdated skills to
gradually leave the organization.

TOP: Conceptual
19. Job sequencing allows women to interrupt their careers for family considerations without having a
negative impact on their ultimate advancement.

TOP: Conceptual
20. Typically, it is more difficult to relocate an employee whose spouse is a professional than it is to
relocate an employee who is single.

TOP: Conceptual
21. As an HR manager, when you do career planning for a high-potential employee who has a spouse with
a professional occupation, it would be a good idea to sit down with both the employee and the spouse.

TOP: Conceptual
22. Most global firms find it is better to have expatriates rather than locals staff the management positions
of their foreign operations because expatriates require less training and development than do the locals.

TOP: Conceptual
23. 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.

TOP: Conceptual
24. Since development is not tied to the employee’s current job requirements, and the organization’s
environment changes rapidly, it is unwise to tie development activities too closely to current
organizational strategy.
ANS: F PTS: 1 DIF: Moderate REF: p. 288 | Figure 9-2| p. 303

TOP: Conceptual
25. One purpose of employee development is to help employees improve capabilities that they might not
be able to achieve in their ordinary life experiences.

TOP: Conceptual
26. Assessment centers involve teams of assessors who evaluate each candidate over multiple tests.

TOP: Definitional
27. Psychological testing can furnish useful information to employers about an employee’s intelligence,
mathematical reasoning ability, leadership style, and interpersonal response traits.

TOP: Conceptual
28. Job rotation tends to be an expensive form of employee development because it takes time for rotated
employees to become familiar with their new units.

TOP: Conceptual
29. 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. A number of Ann’s subordinates are over 50 and some are physically-challenged. Ann’s
concerns are realistic.

TOP: Application
30. If an individual is unlucky and has a supervisor with poor management skills, he/she will be unable to
develop good management skills because of this negative model.

TOP: Conceptual
31. John has been promoted from his hourly position to supervisor. John is having a difficult time dealing
with the people problems his new position entails. It would be a good idea to hire an executive coach
for John.

TOP: Application
32. One of the major problems with management development efforts is that faddish training methods are
too often used regardless of their actual efficacy..
TOP: Conceptual
33. Encapsulated development occurs when a single work unit in an organization is used to pilot test new
training programs.

TOP: Definitional
ESSAY
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 focuses on having the right individuals ready for the jobs when they are needed, and
maintaining a pipeline of talented people who are being developed for future organizational needs.
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 REF: p. 284-285 OBJ: 1

NAT: AACSB Reflective Thinking LOC: HRM 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.

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. Succession planning allows organizations to know when they have
the time and resources to develop successors internally, and when these successors will need to be
hired from outside the organization. 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.

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 assess 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.

5. What are the main career challenges for women? What can organizations do to make better use of its
female talents?
ANS:
Test Bank for Human Resource Management, 13th Edition: Mathis
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
dual-career couples.

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Chapter 9—Talent Management

3. If talent management is effective in a firm

4. Which of the following statements is TRUE?

5. Talent management includes all of the following HR activities EXCEPT

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7. A common problem with talent management information systems is that

8. Which of the following statements is FALSE?

12. The first step in the succession planning process is to

14. The main succession problem in closely-held family firms is that

17. Deedee is a 54-year-old manager in the client-support-services department of a heavy equipment

19. A law that has impacted succession planning for CEOs is

29. Web sites that list careers in the organization

31. Individual-centered career planning focuses on

37. Which of the following is TRUE?

43. As a development technique, the best lateral transfers

45. Which of the following is TRUE about career plateaus.

50. Which of the following statements is TRUE?

52. The glass ceiling

54. In general, women’s career advancement is negatively affected by

58. In over ____ percent of couples, both partners have a career.

62. Which of the following statements is FALSE?

65. Which of the following statements is TRUE?

69. What impact does development have on an individual’s career?

70. An assessment center is

71. Which of the following is FALSE about lifelong learning?

80. “Assistant-to” positions are useful as a management tool mostly because

83. Which of the following is TRUE of lecture-style classroom instruction?

84. Wilderness excursions as a development tool

85. Which of the following is a disadvantage of paid sabbaticals?

86. It is most important for a company to be a learning organization if it

90. A California-based manufacturer of high-performance bicycles has a permanent training facility in

96. All of the following are good coaching practices EXCEPT

97. Managers learn by behavior modeling, which is

ANS: T PTS: 1 DIF: Easy REF: p. 284

ANS: T PTS: 1 DIF: Moderate REF: p. 284

ANS: T PTS: 1 DIF: Easy REF: p. 284

ANS: T PTS: 1 DIF: Easy REF: p. 285

ANS: T PTS: 1 DIF: Moderate REF: p. 287

ANS: T PTS: 1 DIF: Moderate REF: p. 288

ANS: F PTS: 1 DIF: Easy REF: p. 290

ANS: F PTS: 1 DIF: Challenging REF: p. 290

ANS: F PTS: 1 DIF: Challenging REF: p. 293 | Figure 9-3

ANS: F PTS: 1 DIF: Moderate REF: p. 295

ANS: T PTS: 1 DIF: Moderate REF: p. 295

ANS: T PTS: 1 DIF: Easy REF: p. 297

ANS: F PTS: 1 DIF: Moderate REF: p. 297 | Figure 9-5| p. 300

ANS: T PTS: 1 DIF: Moderate REF: p. 298

ANS: F PTS: 1 DIF: Moderate REF: p. 298

ANS: F PTS: 1 DIF: Moderate REF: p. 298

ANS: F PTS: 1 DIF: Moderate REF: p. 299

ANS: F PTS: 1 DIF: Moderate REF: p. 300

ANS: T PTS: 1 DIF: Easy REF: p. 301

ANS: T PTS: 1 DIF: Easy REF: p. 301

ANS: F PTS: 1 DIF: Easy REF: p. 302

ANS: F PTS: 1 DIF: Moderate REF: p. 303

ANS: F PTS: 1 DIF: Moderate REF: p. 288 | Figure 9-2| p. 303

ANS: T PTS: 1 DIF: Moderate REF: p. 303

ANS: T PTS: 1 DIF: Easy REF: p. 305

ANS: F PTS: 1 DIF: Easy REF: p. 305

ANS: T PTS: 1 DIF: Easy REF: p. 307

ANS: T PTS: 1 DIF: Easy REF: p. 308