Human Resource Management 5th Edition Kleiman Test Bank

Human Resource Management 5th
Edition Kleiman Test Bank

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Chapter 7: Training and Developing Employees
TRUE/FALSE
1. Training focuses on current jobs, whereas development prepares employees for future jobs.
ANS: T
Training focuses on current jobs, whereas development prepares employees for future jobs.
PTS: 1 DIF: Easy REF: 7-1b
2. In high-tech firms, training opportunities are not critical for getting top job candidates.
ANS: F
Research shows that job candidates are becoming increasingly interested in the type of training a
company offers.
PTS: 1 DIF: Moderate REF: 7-1b
3. All new employees, even those with appropriate technical skills, need some sort of orientation.
ANS: T
All new employees need training on company policies and procedures in addition to firm specific
approaches to using the new employees’ technical skills.
4. Training and development programs have little to do with reducing turnover in most organizations.
ANS: F
Some employees choose to leave an organization because they are unhappy with the way the company
manages its employees. A company’s training and development practices can help alleviate this
problem, changing poor management practices through instructional programs designed to modify the
behavior of those who practice ineffective managerial styles.
5. Deciding how to maximize participant learning is the first step in the instructional process.
ANS: F
The first step in the instructional process is deciding what to teach.
PTS: 1 DIF: Easy REF: 7-2a
6. The most difficult training needs to identify are the remedial training needs of current employees.
ANS: T
The remedial training needs of current employees are the most difficult to identify.
PTS: 1 DIF: Moderate REF: 7-2a

7. Performance analysis is not an effective way to assess the remedial training needs of current
employees.
ANS: F
Performance analysis is an effective way to assess the remedial training needs of current employees.
8. Conducting customer satisfaction surveys can be an effective source of information to identify training
needs of current employees.
ANS: T
Information can be collected by examining company records for problems, by interviewing a
cross-section of managers (individually or in groups), conducting customer satisfaction surveys, or
simply observing employees as they perform their jobs.
9. To gain the attention of trainees, it is important for trainers to demonstrate how the content of the
program relates to their jobs and how their attendance will benefit them.
ANS: T
To gain their attention, trainees must realize the importance and relevance of the training, and to do
this trainers must demonstrate how the programs relate to their jobs and how they will benefit from the
training.
PTS: 1 DIF: Difficult REF: 7-2a
10. Practice is not essential to effective learning.
ANS: F
Practice strengthens the stimulus-response bond and is thus essential to effective learning.
11. Almost all new employees receive some form of on-the-job training.
ANS: T
OJT is a training method in which trainees are taught how to perform their jobs in the actual job
setting, and almost all new employees receive some form of it.
12. Job instruction training (JIT) is effective for teaching trainees how to perform relatively simple tasks in
a step-by-step manner.
ANS: T
JIT is very effective for training when the tasks can be performed in a simple step-by-step manner.
13. The lecture method is well suited to serve as the sole training method for teaching someone how to
operate a forklift.
ANS: F
The lecture method is not well suited as the sole training method for teaching motor skills because it
provides neither feedback nor the opportunity for practice.
14. Role-playing is a training method often utilized in teaching sales techniques.
ANS: T
Role-playing is appropriate for situations involving some sort of human interaction like sales.
15. The primary difference between role-playing and behavior modeling is that role-playing teaches
trainees the right way to perform a task.
ANS: F
Behavior modeling teaches trainees the “right way” to perform a task.
16. Behavior modeling is based on the idea that workers learn best when they see how a task should be
performed and then practice the task with feedback until they are competent.
ANS: T
Behavior modeling teaches trainees the right way to perform a task and allows for practice and
feedback until they become competent.
17. Computer-based instruction is generally an inexpensive approach to training.
ANS: F
CBI is quite expensive; some computer simulations cost hundreds of thousands of dollars.
18. Computer-based instruction is individualized and allows trainees to proceed at their own pace.
ANS: T
CBI generally allows for self-paced learning, allowing trainees to proceed at their own pace.
19. Overlearning is especially appropriate when trainees are learning skills that will be used frequently on
the job.
ANS: F
Overlearning is appropriate when trainees are learning skills that will not be used very often on the
job, such as how to handle emergency situations.
20. The use of a pretest is never important in the evaluation of the effectiveness of training.
ANS: F
The use of pretest and posttest are important because they allow an evaluator to gauge whether
expected improvements have occurred.
21. Developing an effective management development program is critical if a firm is to enhance its
competitive advantage.
ANS: T
Companies must provide instruction for their managers and their high-potential management
candidates to help these individuals perform their current or future jobs with the utmost proficiency.
22. Management development is not generally important for new managers.
ANS: F
It is especially important for new managers so as to help them learn how to perform their new
supervisory jobs.
PTS: 1 DIF: Difficult REF: 7-2b
23. Organizations often base promotions within the management ranks on employee behavior that has no
bearing on managerial effectiveness.
ANS: T
Fred Luthans research supports this finding.
24. Most organizations provide training before a candidate has been assigned to new jobs.
ANS: F
Most firms provide the training after candidates have been assigned to new jobs.
25. Job rotation exposes candidates to various organizational settings by rotating them through a number
of departments.
ANS: T
Job rotation is designed to rotate candidates through various departments to expose them to various
settings.
26. Experienced supervisors who establish relationships with new managers are know as action learners.
ANS: F
Experienced supervisors who establish relationships with new managers are referred to as mentors.

27. Line managers are in the best position to identify their employees’ training needs.
ANS: T
Managers, more than anyone, are in position to identify their employees’ training needs and suggest
ways in which these needs can be met.
28. HR professionals have a very limited role in management development programs.
ANS: F
HR professionals conduct a variety of assessments as part of a management development program.
29. Performance analysis is utilized by line managers to identify employees’ performance problems and
decide whether training can provide a solution.
ANS: T
Line managers use performance analysis to identify employees’ performance problems and decide
whether training can provide a solution.
PTS: 1 DIF: Moderate REF: 7-3c
30. A knowledge deficiency occurs when an employee fails to perform well despite knowing how to do
the job.
ANS: F
Failing to perform well despite knowing how to do the job is referred to as execution deficiency.
PTS: 1 DIF: Difficult REF: 7-3c
MULTIPLE CHOICE
1. What is defined as planned learning experiences designed to provide workers with the competencies
needed to perform their current or future jobs?
a. Training
b. Development
c. Training and placement
d. Training and development
ANS: D
Training and development is defined as planned learning experiences designed to provide workers
with the competencies needed to perform their current or future jobs.
2. Training and development programs can enhance an organization’s recruitment efforts because:
a. training and development programs are inexpensive to develop.
b. training and development programs are easy to design.
c. job candidates are more interested today in what type of training companies are offering.
d. job candidates need more training today than in years before.
ANS: C
Job candidates are more interested today in what type of training companies are offering.
3. Which type of training is given to new recruits to teach them about the company and its policies and
procedures?
a. Technical training
b. Orientation training
c. Literacy training
d. Physical training
ANS: B
Orientation training is given to new recruits to teach them about the company and its policies and
procedures.
4. Which type of training is given to new recruits to teach them about basic skills in such areas as
writing, basic arithmetic, following oral instructions, speaking, and understanding manuals, graphs,
and schedules?
a. Orientation training
b. Remedial training
c. Literacy training
d. Technical training
ANS: C
Literacy training is given to new recruits to teach them about basic skills in such areas as writing, basic
arithmetic, following oral instructions, speaking, and understanding manuals, graphs, and schedules.
5. Which type of training is given to current employees to address skill deficiencies in areas other than
those which they were recruited for?
a. Developmental training
b. Remedial training
c. Orientation training
ANS: B
Remedial training is given to current employees to address skill deficiencies in areas other than those
which they were recruited for.
6. Which type of training is given to workers to keep them up to date with technological advances and
new laws or procedures?
a. Remedial training
b. Developmental training
c. Change-related training
ANS: C
Workers may need change-related training to be up to date with various types of changes dealing with
technological advances, new laws or procedures, or a change in the organization’s strategic plan.
7. ____ provide employees with the appropriate skills needed for higher-level positions to which they
may eventually be promoted.
a. Remedial programs
b. Developmental programs
c. Orientation programs
d. Technical programs
ANS: B
Developmental programs provide employees with the skills needed for higher-level positions.
8. Organizations can enhance the relevance of their training and development programs if they:
a. avoid input from line managers.
b. perform an adequate needs analysis.
c. rely on packaged programs.
d. set vague instructional objectives.
ANS: B
Failure to perform an adequate needs analysis is a key reason why programs often lack relevance.
9. The most difficult training needs to identify are:

a. the literacy training needs of job applicants.
b. the technical training needs of current employees.
c. the remedial training needs of current employees.
d. the orientation training needs of job applicants.
ANS: C
The most difficult needs to identify are the remedial training needs of current employees.
10. The most effective method for identifying employees’ remedial training needs is through:
a. performance analysis.
b. job analysis.
c. job evaluation.
d. observation.
ANS: A
Performance analysis requires managers to identify their employees’ performance deficiencies and
determine which of these deficiencies can be effectively remedied through training.
11. Which of the following can be used to prioritize training needs by assessing the areas in which the
largest number of employees require training?
a. Task inventories
b. Ability inventories
c. Performance analysis
d. Job analysis
ANS: B
Distributing ability inventories to employees that ask them to indicate the abilities for which they need
training helps identify the areas in which the greatest number of employees require training.
12. Which of the following activities should be carried out once a firm has identified training needs?
a. Specify trainer requirements
b. Specify organizational needs
c. Specify training objectives
d. Specify ability requirements
ANS: C
Once a firm has identified training needs, training program designers must specify training objectives.
13. All but which of the following methods can be used to maintain a trainee’s attention during a training
program?
a. Use a variety of methods like cases and role plays.
b. Use long lectures and periods of passivity.
c. Use learner experience as the basis for examples and applications.
d. Use voice inflection.
ANS: B
To maximize participant attention in training, use of long lectures and periods of passivity should be
avoided.
14. ____ is essential to effective learning because it strengthens the stimulus-response bond.
a. Attention
b. Practice
c. Evaluation
d. Feedback
ANS: B
Practice is essential to effective learning because it strengthens the stimulus-response bond.
15. ____ refers to practice divided into segments or sessions.

a. Distributed practice
b. Divided practice
c. Massed practice
d. Segmented practice
ANS: A
Distributed practice involves dividing the practice into segments or sessions.
16. ____ is akin to cramming for an exam the night before it is given.
a. Distributed practice
b. Massed practice
c. Whole practice
d. Absorption practice
ANS: B
Massed practice means providing all the practice in one long session.
17. Which of the following training method involves one employee showing a newer one the skills and
tasks that are needed for the job?
a. On-the-job training
b. Job instruction training
c. Role-playing
d. Behavior modeling
ANS: A
On-the-job training involves one employee showing a newer one the skills and tasks that are needed
for the job.
18. A successful OJT program should include all but which of the following?
a. List all the information/skills the trainees need to learn.
b. Set learning objectives.
c. Limit the employee’s opportunity to practice the tasks.
d. When demonstrating a task, the worker should explain the hows and whys to the trainee.
ANS: C
The OJT experience should ensure that the trainee has sufficient opportunity to practice the task,
accompanied with necessary feedback.
19. A(n) ____ program involves the trainer first explaining and demonstrating the task, and then allowing
the trainees to perform it one step at a time.
a. JIT
b. OJT
c. JAG
d. AOL
ANS: A
A job instruction training (JIT) program involves the trainer first explaining and demonstrating the
task, and then allowing the trainees to perform it, one step at a time.
20. The step-by-step listing of how a job should be performed, which is the first activity in the
development of JIT program, is called:
a. job preview.
b. job breakdown.
c. job description.
d. job profile.
ANS: B
The development of a JIT program starts with a job breakdown, which is a step-by-step listing of how
the job should be performed.
21. The key points described in the job breakdown of a job instruction program should address all but
which of the following questions?
a. Are there any factors crucial to the success of the job?
b. Are there any potential dangers in any of the tasks?
c. Are there any pointers for making a task easier to perform?
d. Are the trainers competent enough to impart training for the job?
ANS: D
Trainer competencies is not included as a key point to help workers perform the task effectively and
safely,
22. The effectiveness of a(n) ____ program can be attributed to the ample opportunity trainees have to
practice a task and receive helpful feedback.
a. on-the-job training
b. interactive video training
c. job instruction training
d. computer-based training
ANS: C
The effectiveness of a JIT program can be attributed to the ample opportunity trainees have to practice
a task and receive helpful feedback.
23. Which of the following is a passive learning device, focusing on one-way communication to learners
who do not have the opportunity to clarify material?
a. Computer-based instruction
b. The case method
c. Lectures
d. Interactive video training
ANS: C
Lectures are a passive learning device, focusing on one-way communication to learners who do not
have the opportunity to clarify material.
24. Which of the following methods should be used to help students discover and develop their own
unique framework for approaching, understanding, and dealing with business problems?
a. Job instruction training
b. Behavior modeling
c. Case method
d. Role-playing
ANS: C
The case method helps students discover and develop their own unique framework for approaching,
understanding, and dealing with business problems by combining past experiences with present
experiences in order to better understand future experiences.
25. ____ rests on the assumption that people are most likely to retain and use what they learn if they reach
an understanding through guided discovery.
a. OJT
b. The case method
c. JIT
d. Role-playing
ANS: B
The case method rests on the assumption that people are most likely to retain and use what they learn
if they reach an understanding through guided discovery.
26. Which of the following methods can be used to teach trainees to identify and recommend realistic
actions for problems that do not typically have right or wrong answers?
a. Behavior modeling
b. Case method
c. Role-playing
ANS: B
The aim of the case method is not to teach trainees the “right” answer, but rather, to teach them how to
identify potential problems and recommend realistic actions.
27. Which method is most often used for teaching human relations skills and sales techniques?
a. Case method
b. Lecture
c. Role-playing
ANS: C
The role-playing method is most often used for teaching human relations skills and sales techniques.
28. Role-playing may be an appropriate training method for all but which of the following?
a. Grievance handling
b. Sales
c. Driving a forklift
d. Handling difficult customers
ANS: C
Role-playing may be used to develop skills in any area that involves interaction between people.
29. Which of the following factors is affected negatively in the multiple role-playing method, where the
class is divided into groups of role players and observers?
a. Players’ feelings
b. Observers’ feelings
c. Trainer control
d. Number of people getting practice
ANS: C
The advantages of the multiple role-playing method are that it does not embarrass players, does not
cause discomfort for observers, and ensures that the maximum number of people get practice. The loss
of trainer control is a disadvantage associated with this method.
30. ____ is based on the idea that workers learn best when they see how a task should be performed and
then practice the task with feedback until they are competent.
b. Role-playing
c. The case method
d. Job instruction training (JIT)
ANS: A
Behavior modeling is based on the idea that workers learn best when they see how a task should be
performed and then practice the task with feedback until they are competent.
31. Which of the following methods is best suited to teach trainees a particular task if there is only one
right way of performing that task?
b. Role-playing
c. Case method
d. Lecture
ANS: A
Behavior modeling is used to teach trainees the right way of doing things by observation and repeated
practice followed by feedback.
32. A behavior modeling program typically consists of all but which of the following steps?
a. Present an overview of the material.
b. Describe the procedural steps.
c. Model or demonstrate the procedural steps.
d. Put the employee back to work.
ANS: D
Step “d” should allow for guided practice. This allows the trainees to practice the correct way of
performing the task.
33. Which method of training is best suited for a class which has both fast and slow learners?
a. Lecture
b. Case method
c. Computer-based instruction
d. Role-playing
ANS: C
Computer-based instruction allows for self-paced learning and hence is suited for a class in which the
ability to absorb instruction varies from trainee to trainee.
34. Which type of computer-based instruction is used to train students how to operate or maintain a
particular piece of equipment?
a. Drills
b. Games
c. Simulations
d. Animations
ANS: C
Computer simulations can be used to train students how to operate or maintain a particular piece of
equipment.
35. All but which of the following are considered to be an advantage of computer-based instruction (CBI)?
a. CBI offers self-paced learning.
b. CBI allows for interactivity.
c. CBI is inexpensive.
d. CBI provides a step-by-step walk-through of procedures without the cost and risk
associated with training done on actual equipment.
ANS: C
CBI is quite expensive with some computer simulations costing hundreds of thousands of dollars.
36. Which type of training is best suited for the aviation and aerospace industries to train pilots,
navigators, and air traffic controllers at lesser costs and risks?
b. Computer-based instruction
c. Job instruction training
d. Video training
ANS: B
Computer simulations have been used heavily in the aviation and aerospace industries to train pilots,
navigators, and air traffic controllers because they provide a step-by-step walk-through of procedures
without the cost and risks associated with training done on actual equipment.
37. Which of the following types of training can be used to present prerecorded content to demonstrate a
point, such as showing an operating procedure to a surgeon?
a. Job instruction training
b. On-the-job training
c. Video training
d. Case method
ANS: C
Videotapes or videodiscs may be used to present prerecorded content to demonstrate a point.

38. ____ works especially well when human error has grave consequences.
a. Interactive video training (IVT)
b. On-the-job training (OJT)
c. Job instruction training (JIT)
d. The case method
ANS: A
IVT works especially well when human error has grave consequences.
39. The process of providing trainees with continued practice far beyond the point when the task has been
performed successfully is called:
a. multiphase programming.
b. role-playing.
c. behavior modeling.
d. overlearning.
ANS: D
Overlearning is especially appropriate when trainees are learning skills that will not be used very often
on the job, such as how to handle an emergency situation.
40. How can trainees increase the likelihood of applying their newly learned skills at the conclusion of a
training program?
a. By posttraining follow-up
b. By overlearning
c. By developing an action plan
d. By multiphase programming
ANS: C
The likelihood that trainees will apply newly learned skills increases when trainees develop an action
plan at the conclusion of a training program.
41. Which type of training involves a repeated cycle of training sessions and on-the-job application of the
lessons learned during training?
b. Multiphase training
c. Job instruction training
ANS: B
A multiphase training program is administered in several sessions. After each session, trainees are
given “homework,” which requires them to apply that lesson back on the job. Then they share their
successes and problems with the other trainees in the next session to try to find better ways to apply
what they have learned.
42. What are checklists, decision tables, charts, and diagrams that trainees use for guidance back on the
job called?
a. Performance aids
b. Follow-up aids
c. Support aids
d. Presentation aids
ANS: A
Performance aids include checklists, decision tables, charts, and diagrams that trainees use for
guidance back on the job.
43. Which of the following can be used to measure posttraining job behavior?
a. Trainees’ reactions
b. Testing
c. Performance appraisal ratings
d. Organizational performance records
ANS: C
Performance appraisal ratings can measure posttraining job behavior and thus help an organization
determine whether trainees have applied what they learned when performing their jobs.
44. Which of the following can be used to measure a trainee’s base or pretraining level of knowledge,
skill, or performance?
a. Records of organizational performance
b. Self-evaluative information
c. Pretests
d. Posttests
ANS: C
Pretests can be used to measure a trainee’s base or pretraining level of knowledge, skill, or
performance.
45. In ____, if the worker makes a mistake, the instructor immediately corrects them and asks them to
repeat the action correctly.
a. role-playing
b. behavior modeling
c. the case method
d. JIT
ANS: B
In behavior modeling, if the worker makes a mistake, the instructor immediately corrects them and
asks them to repeat the action correctly.
46. ____ is a systematic process of defining future management requirements and identifying candidates
who best meet these requirements.
a. Promotion from within
b. Activity based planning
c. Succession planning
d. Tactical planning
ANS: C
Succession planning is a process of defining future management requirements and identifying
candidates who best meet these requirements.
47. According to the study conducted by Fred Luthans, which factor has been identified to have the
greatest influence on managerial promotions?
a. Experience
b. Ability
c. Performance
d. Networking
ANS: D
The study conducted by Fred Luthans discovered that networking had the greatest influence on
managerial promotions.
48. A ____ typically appears as a flowchart, indicating the sequencing of specific jobs that may lead one
up the organizational ladder to a targeted job.
a. development path
b. career path
c. promotion path
d. succession path
ANS: B
A career path typically appears as a flowchart, indicating the sequencing of specific jobs that may lead
one up the organizational ladder to a targeted job.
49. ____ indicate the availability of candidates and their readiness to step into management positions.
a. Replacement charts
b. Gantt charts
c. PERT charts
d. Flow charts
ANS: A
Replacement charts indicate the availability of candidates and their readiness to step into management
positions.
50. ____ are usually depicted as diagrams superimposed on the organizational chart, showing the possible
alternate candidates, in rank order, for each management position.
a. Replacement charts
b. Management charts
c. Promotion charts
d. Succession charts
ANS: A
Replacement charts are usually depicted as diagrams superimposed on the organizational chart,
showing the possible replacement candidates, in rank order, for each management position.
51. Which of the following is not a problem associated with giving instructions prior to placement?
a. Inefficiency
b. Time lapse
c. Inability to relate the training to the targeted job
d. Lack of preparedness for assuming the new job
ANS: D
Lack of preparedness for assuming a new job is a problem associated with providing instruction after
candidates have been assigned to new jobs.
52. Which approach used to develop managers makes learning opportunities available to interested
candidates by establishing in-house libraries, recommending readings lists, and providing career
planning guides?
a. Career progression systems
b. Mentoring
c. Career resource centers
d. Career development systems
ANS: C
Organizations make learning opportunities available to interested candidates by establishing career
resource centers.
53. Which approach used to develop managers gives candidates an opportunity to gain an overall
perspective of the organization and learn how various parts interrelate?
a. Career resource centers
b. Mentoring
c. Job rotation
d. Assignment of special projects
ANS: C
Job rotation gives candidates an opportunity to gain an overall perspective of the organization and
learn how various parts interrelate.
54. A(n) ____ is someone who is usually two or three levels higher in the organization who guides,
advises, counsels, and serves as a model for a new young manager.
a. buddy
b. career coach
c. mentor
d. on-the-job trainer
ANS: C
Mentoring involves someone who is usually two or three levels higher in the organization who guides,
advises, counsels, and serves as a model for a new young manager.

55. Which approach used to develop managers provides members with a common value base, and with
implicit knowledge of what is expected of them and what they in turn can expect from the
organization?
a. Job rotation
b. Career resource centers
c. Mentoring
d. Assignment of special projects
ANS: C
Mentoring provides members with a common value base, and with implicit knowledge of what is
expected of them and what they in turn can expect from the organization.
56. ____ involves giving trainees the opportunity to solve real problems generated by management.
a. Job rotation
b. Action learning
c. Role-playing
d. Case analysis
ANS: B
Action learning gives trainees the opportunity to solve real problems generated by management.
57. Which approach used to develop managers involves grouping trainees into a unit that is asked to tackle
an actual organizational problem?
a. Action learning
b. Task force
c. Career resource centers
d. Mentoring
ANS: B
Task force involves grouping trainees into a unit that is asked to tackle an actual organizational
problem.
58. Line managers’ responsibilities while providing orientation training to new employees includes all but
which of the following?
a. Provide the employee with a tour of company facilities.
b. Discuss the employee’s job responsibilities and the manager’s performance expectations
of the employee.
c. Explain the nitty-gritty aspects of the job of immediate concern to the employee.
d. Explain corporate policy and procedures related to pay and benefits to the employee.
ANS: D
Explaining corporate policy and procedures related to pay and benefits to the employee is an HR
manager’s job.
59. Whose responsibility is it to communicate training program evaluation results to upper-level

management and recommend future program uses based on evaluation results?
a. Line managers
b. HR professionals
c. Supervisors
d. Trainers
ANS: B
HR professionals communicate evaluation results to upper-level management and recommend future
program uses based on evaluation results.
60. ____ occurs when an employee fails to perform well despite knowing how to do the job.
a. Transfer of training
b. Execution deficiency
c. Negative reinforcement
d. Knowledge deficiency
ANS: B
Execution deficiency occurs when an employee fails to perform well despite knowing how to do the
job.
PTS: 1 DIF: Moderate REF: 7-3c
ESSAY
1. How can a firm’s training and development practices contribute to competitive advantage? Explain.
ANS:
In any organization, all employees, even those highly qualified at the time of hire, require some
additional training in order to perform their jobs optimally. An organization’s training and
development practices ensure that the employees receive the necessary instruction. Training and
development is a part of the planned learning experiences designed to provide workers with the
competencies needed to perform their current or future jobs. Training focuses on current jobs, whereas
development prepares employees for future jobs. A firm’s training and development practices can
contribute to competitive advantage by enhancing recruitment, building worker competence, and
reducing the likelihood of unwanted turnover.
2. How can a company reduce the likelihood of unwanted turnover?
ANS:
Employees often choose to leave an organization because they are unhappy with the way the company
manages its employees. A company’s training and development practices can help alleviate this
problem, changing poor management practices through instructional programs designed to modify the
behavior of those who practice ineffective managerial styles.
Poor job performance also causes turnover. Workers may be discharged because they lack requisite job
skills. Although in some instances such individuals should be terminated, training can prevent
unnecessary terminations by building employee job skills, thereby improving job performance;
improving supervisors’ capabilities for managing “underperforming” workers; and, reeducating people
whose skills have become obsolete, allowing the organization to assign them to new job
responsibilities. Effective training programs can also reduce turnover by strengthening employee
loyalty.
3. Describe how organizations can ensure the relevance of their training programs.
ANS:
To ensure job relevance, an organization must carefully and systematically assess its training needs
and then set training objectives designed to meet those needs. Organizations must make sure that the
programs contain material that instills knowledge, abilities, and/or skills necessary for effective job
performance. The material should be presented in a way that maximizes learning. Appropriate training
methods must be utilized for achieving the objectives of the program and the training program must be
evaluated to determine whether the instructional objectives have been met in a cost-effective manner.
4. Describe how training needs are assessed.
ANS:
The particular approach chosen depends on the circumstances. In some instances, training needs are
rather obvious, for example, when a new piece of equipment is purchased or a change in procedure is
implemented. With new workers, job analysis is utilized to evaluate training needs. Remedial training
needs of current employees can be assessed through performance analysis. Other sources that can be
utilized to determine training needs are distributing ability inventories, company records, exit
interviews, customer satisfaction surveys, or simply observing employee performance.
5. Discuss the advantages and disadvantages associated with computer-based instruction.
ANS:
Computer based instruction (CBI) has several positive features. CBI allows for interactivity, self-paced
learning, and a step-by-step walk-through of procedures without the cost and risk associated with
training done on actual equipment. The self-paced learning and individualized learning allows
employees to proceed at their own pace. Simulators have been used heavily in the aviation and
aerospace industries to train pilots, navigators, and air traffic controllers.
On the negative side, CBI is quite expensive with some computer simulations costing hundred of
thousands of dollars. Student attitudes toward computers can also pose a problem with some suffering
from computer phobia. CBI is also not as useful as role-playing and behavior modeling in dealing with
human interaction situations like sales and dispute resolution.
6. Describe how companies can help ensure transfer of training to the job setting.
ANS:
For transfer of training to occur, trainees must be able to generalize what they learned in the classroom
to the job context and maintain those behaviors over time on the job. Failure to apply learned material
once back on the job is partly a function of the work environment. For example, pressure to improve
productivity, lack of supervisory support, and pressures to do the job just like everyone else can inhibit
the trainees’ ability to transfer the training in a positive fashion. Organizations can facilitate transfer of
training by making sure the material was learned in the first place and instilling confidence in the
trainees’ ability to perform. Building supportive work environments and posttraining follow-up
resources may also be necessary. Reinforcement and reward systems may need to be adjusted to
motivate the employees to put into practice what they learned and not regress back to old, more
familiar behaviors.
7. Describe how organizations can assess whether or not training programs have met their objectives.
ANS:
There are numerous ways organizations can assess whether or not training programs have met their
objectives. Trainees may be asked to express their opinions (either verbally or in writing) regarding the
effectiveness of training at the conclusion of the program and/or when back on the job. Testing can be
utilized to measure learning, and performance appraisals can measure posttraining job behavior, thus
helping an organization determine whether trainees have applied what they learn when performing
their jobs.Records of organizational performance can be used to determine whether the training
program has had a favorable impact on the operations of the company, and include turnover,
productivity, sales volume, grievances/EEO complaints, and other measures of organizational
performance.
8. Describe three of the most commonly used methods of training. Discuss their advantages and
disadvantages.
ANS:
Three of the most commonly used methods are mentioned below:
On-the-job training (OJT) involves one employee showing a newer one the skills and tasks that are
needed for the job. OJT allows trainees to watch more experienced workers and ask them questions as
they perform the job. However, OJT is often conducted haphazardly, and new employees may feel
unprepared to go out on their own. Trainees are shown tasks but do not actually do them, impeding
learning.
Job instruction training (JIT) involves trainers showing trainees each step of a job, talking over the key
points at each juncture, and guiding the trainee’s practice. JIT is a good method for teaching tasks that
can be broken down into step-by-step procedures. However, JIT is not the best method for intuitive
tasks or those in which case-by-case decisions and alterations need to be made.
Behavior modeling is based on the idea that workers should observe a task, practice it, and receive
constant feedback until they are competent. Behavior modeling captures the attention of the learner;
provides clear, correct instruction; and monitors progress towards competency. Critics of behavior
modeling cite the amount of time it takes to train workers using this method.
9. Manager effectiveness has an enormous impact on competitive advantage. Explain.

ANS:
Manager effectiveness does have an enormous impact on competitive advantage. As a company grows
and matures, high-quality management talent is crucial to its success. Companies must therefore
provide instruction for their managers and their high-potential management candidates to help these
individuals perform their current or future jobs with utmost proficiency. Management development is
important for new managers because these individuals really need instruction on how to perform their
new supervisory jobs. Yet, companies often allow these individuals to make the transition to
management with little or no training, leaving them with feelings of frustration, inadequacy, and
dismay. Companies need to provide lower-level and midlevel managers with formal development
programs to help them in their quest to climb the corporate ladder.
10. What is a manager’s role with regard to training and development?
ANS:
Managers play a critical role in the training and development of their employees. Their specific roles
in the training and development process include: (1) providing employee orientation training; (2)
assessing training needs and planning developmental strategies; (3) providing on-the-job training; and
(4) ensuring transfer of training.

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Human Resource Management 5th Edition Kleiman Test Bank

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Human Resource Management 5th

Edition Kleiman Test Bank

PTS: 1 DIF: Easy REF: 7-1b

PTS: 1 DIF: Moderate REF: 7-1b

PTS: 1 DIF: Easy REF: 7-1b

PTS: 1 DIF: Easy REF: 7-1b

PTS: 1 DIF: Easy REF: 7-2a

PTS: 1 DIF: Moderate REF: 7-2a

PTS: 1 DIF: Easy REF: 7-2a

PTS: 1 DIF: Easy REF: 7-2a

PTS: 1 DIF: Difficult REF: 7-2a

10. Practice is not essential to effective learning.

PTS: 1 DIF: Easy REF: 7-2a

PTS: 1 DIF: Easy REF: 7-2a

PTS: 1 DIF: Moderate REF: 7-2a

PTS: 1 DIF: Difficult REF: 7-2a

14. Role-playing is a training method often utilized in teaching sales techniques.

PTS: 1 DIF: Moderate REF: 7-2a

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17. Computer-based instruction is generally an inexpensive approach to training.

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PTS: 1 DIF: Difficult REF: 7-2a

PTS: 1 DIF: Easy REF: 7-2a

PTS: 1 DIF: Moderate REF: 7-2b

22. Management development is not generally important for new managers.

PTS: 1 DIF: Difficult REF: 7-2b

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PTS: 1 DIF: Moderate REF: 7-3a

28. HR professionals have a very limited role in management development programs.

PTS: 1 DIF: Moderate REF: 7-3b

PTS: 1 DIF: Moderate REF: 7-3c

PTS: 1 DIF: Difficult REF: 7-3c

PTS: 1 DIF: Easy REF: 7-1b

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PTS: 1 DIF: Difficult REF: 7-2a

9. The most difficult training needs to identify are:

PTS: 1 DIF: Moderate REF: 7-2a

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PTS: 1 DIF: Difficult REF: 7-2a

PTS: 1 DIF: Easy REF: 7-2a

15. ____ refers to practice divided into segments or sessions.

PTS: 1 DIF: Easy REF: 7-2a

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PTS: 1 DIF: Difficult REF: 7-2a

PTS: 1 DIF: Moderate REF: 7-2a

PTS: 1 DIF: Moderate REF: 7-2a

PTS: 1 DIF: Moderate REF: 7-2a

PTS: 1 DIF: Moderate REF: 7-2a

PTS: 1 DIF: Easy REF: 7-2a

PTS: 1 DIF: Moderate REF: 7-2a

PTS: 1 DIF: Moderate REF: 7-2a

PTS: 1 DIF: Easy REF: 7-2a