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Chapter 8—Training Human Resources

MULTIPLE CHOICE

1. ____ provides employees with specific, identifiable knowledge and skills for use in their present jobs.

a. Executive education b. Organizational learningc. Employee developmentd. Training

ANS: D PTS: 1 DIF: Easy REF: p. 250OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

2. In order to comply with OSHA regulations, Henry is scheduling a program on handling hazardousmaterials for production employees at the chemical plant. This type of program is classified as ____training.

a. job/technical b. required and regularc. developmentald. problem-solving

ANS: B PTS: 1 DIF: Easy REF: p. 250OBJ: 1 NAT: AACSB Analytic LOC: HRMTOP: Application

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

a. emotional b. softc. tangibled. concrete

ANS: B PTS: 1 DIF: Moderate REF: p. 250OBJ: 1 NAT: AACSB Analytic LOC: HRMTOP: Application

4. Development is distinguished from training, in thata. development is broader in scope, focusing on individuals gaining new capabilities useful

for both present and future jobs. b. EEO laws and regulations apply primarily to training not development.

c. training is usually provided internally whereas development takes place in externallearning environments.

d. development provides people with specific, identifiable knowledge and skills for use ontheir present jobs.

ANS: A PTS: 1 DIF: Easy REF: p. 251OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

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5. A fitness center is planning to invest in specialized pieces of exercise equipment. This equipment ishighly effective, but the club members could be injured if the equipment is used incorrectly. So, thefitness center is sending its exercise instructors to a certified training program to learn how to use thesemachines correctly. This would be classified asa. required and regular training. b. job/technical training.

c. problem-solving training.d. developmental training.


6. Training must comply with employment laws and regulations. A primary discrimination concerncenters ona. methods by which mentors are selected and allocated. b. whether the trainers are representative, as a group, of the diversity of the workforce.c. the amount of expenditures on training of minority and disabled employees versus training

of majority and able-bodied employees.d. criteria used to select individuals for inclusion in training programs.

ANS: D PTS: 1 DIF: Moderate REF: p. 252OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

7. Which of the following statements is TRUE?a. It is illegal to require hourly employees to take work-related training during non-work

hours. b. If hourly employees are required to take work-related training during their free time, they

must be compensated for the time spent in training.c. If an hourly employees takes a college course that applies directly to his/her current job

and will increase his/her performance, the employer is required to pay the employee’stuition.

d. An employer is not required to pay hourly employees for training they can take at home,only for training which takes place at a work location or training facility.

ANS: B PTS: 1 DIF: Challenging REF: p. 252OBJ: 1 NAT: AACSB Analytic LOC: Legal ResponsibilitiesTOP: Application

8. Amanda has just completed her MBA for which her company paid all tuition and book expenses.Amanda signed a training contract with her employer that runs for four years. A headhunter hascontacted Amanda with an offer of a position that would be a significant promotion. Which of the

following statements is TRUE?a. Amanda cannot legally leave to go to another firm for four years because of this contract. b. The headhunter is legally responsible for buying out Amanda’s contract with her original

employer.c. Amanda could ask the offering company for a signing bonus that would cover her

financial obligation to her employer for her MBA expenses.d. If Amanda took the job offer from the other company, Worldwide Food Services could

sue the new employer for the cost of Amanda’s educational expenses under the non-piracylaw.

ANS: C PTS: 1 DIF: Challenging REF: p. 252|p. 271OBJ: 1 NAT: AACSB Analytic LOC: HRM| Legal Responsibilities

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TOP: Application

9. A growing number of companies have recognized that training and HR development area. most effective and efficient when targeted at short-term, measurable outcomes. b. primarily associated with orienting new employees to the organization and their jobs.c. integral to competitive business success.

d. generate high ROI when used tactically.

ANS: C PTS: 1 DIF: Easy REF: p. 252OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

10. Lyle has been hired as the first director of training at SISI, Inc. Lyle has been spending his first fewweeks meeting with operating managers and learning the business at SISI. Lyle has told the managershe wants to partner with them to help solve their problems. Lylea. probably believes that training can solve most organizational problems. b. is displaying a strategic training mindset.c. is taking a tactical approach to training.

d. is focusing on knowledge management.ANS: B PTS: 1 DIF: Moderate REF: p. 252OBJ: 1 NAT: AACSB Analytic LOC: HRMTOP: Application

11. There are 16 training programs which Brian, the director of training, wishes to implement during thecoming year. But, due to the effects of the recession on the company, Brian’s training budget has beenreduced by 30 percent. Brian realizes he will not be able to conduct all these training efforts and hemust prioritize them in order to reduce the number. Brian should prioritize these training programs based ona. the quantifiability of program criteria. b. the number of requests he has had from employees and managers for certain types of

training.c. the cost per trainee of the programs.d. organizational strategic objectives.

ANS: D PTS: 1 DIF: Moderate REF: p. 252OBJ: 1 NAT: AACSB Analytic LOC: StrategyTOP: Application

12. In order to remain competitive, organizations must continually train current employees because ofa. the poor public education system in the U.S. b. rapid technological innovation.c. competition from businesses in low labor cost countries.

d. high voluntary turnover rates of U.S. employees.

ANS: B PTS: 1 DIF: Moderate REF: p. 253OBJ: 1 NAT: AACSB Reflective Thinking LOC: StrategyTOP: Conceptual

13. Organizations in many industries must create value by using the organization’s intellectual capital.This is called __________ management..a. intellectual b. knowledgec. intelligenced. creativity

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ANS: B PTS: 1 DIF: Easy REF: p. 254OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

14. The performance consulting approach to training

a. is a process in which a trainer and the organization work together to decide how toimprove organizational and individual results. b. focuses exclusively on improving job performance by employees through training

programs.c. uses outside vendors to design and implement training programs.d. assumes that human factors are the major reasons for gaps between desired and actual

employee performance.

ANS: A PTS: 1 DIF: Moderate REF: p. 254OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

15. Gloria is an HR professional who takes the performance consulting approach to training. Gloria is

meeting with Beatrice, a manager who is has a poor-performing subordinate. Gloria is most likely towork with Beatrice and Beatrice’s subordinate toa. identify the tasks in which the subordinate’s performance is low and send the subordinate

for training in that task. b. investigate whether the root cause of the subordinate’s poor performance is the

subordinate or whether some aspect of the workplace of Beatrice herself is responsible.c. determine whether the tasks being performed poorly are important to the organization’s

strategic goal.d. give the subordinate a number of skill and psychological tests to assess the subordinate’s

level of competence.

ANS: B PTS: 1 DIF: Moderate REF: p. 254

OBJ: 1 NAT: AACSB Analytic LOC: HRMTOP: Application

16. The New Heights Public School system has purchased an HR management software system from amajor software vendor, EduMation. As part of the sale, EduMation has included training for the schoolsystem’s HR staff. The vendor is doing this to help retain New Heights as a customer, making futuresales to New Heights more likely, and toa. eliminate New Heights as a competitor for training other schools in use of this software. b. allow New Heights staff to become certified trainers for EduMation’s software, thus

giving the school a new source of revenue.c. to ensure that critical skills are not transferred to the school system’s HR staff, but kept

exclusively with EduMation.

d. turn training into a revenue source for EduMation.ANS: D PTS: 1 DIF: Moderate REF: p. 254OBJ: 1 NAT: AACSB Analytic LOC: HRMTOP: Application

17. Compared with the traditional HR job of training director, a Chief Learning Officera. is a line manager reporting directly to the CEO rather than being in a staff or advisory role. b. focuses more on academic learning and cooperative programs with universities.c. is more likely to have a successful track record of running a business unit.d. concentrates on coordinating external training vendors and sources.

ANS: C PTS: 1 DIF: Moderate REF: p. 255

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OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

18. The textbook’s example of management training at Graybar Electric discussed a training techniquewhere a team of trainees listened to a presentation by an international advertising agency CEO aboutthe creation of customer loyalty. The trainee team then drafted an article for the Graybar newsletter

on how to strengthen Graybar’s brand with its customers. This is an example ofa. how poorly planned training results in time-wasting exercises. b. using real business problems for training practice.c. using performance consultants such as the ad agency CEO.d. the use of reinforcement and immediate confirmation.

ANS: B PTS: 1 DIF: Moderate REF: p. 255OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

19. Giles, a sales representative for a pipeline components manufacturer in the U.S., will be spending amonth traveling in Eastern and Western Europe to develop potential buyers for his company’s product.

Which of the following statements is TRUE?a. Since Giles will not be living overseas, and the business language of Europe is English,there would not be a positive cost-benefit result in Giles receiving cross-cultural training.

b. The most beneficial pre-assignment training Giles could receive would be in legal practices in Eastern and Western Europe since he will be having to negotiate contractswith foreign firms.

c. The firm will benefit if Giles is trained in customs and business practices in the countrieshe will visit, making misunderstanding and lost sales less likely.

d. It would be more important for Giles to receive language training, probably in German, before his trip overseas than training in customs and business practices.

ANS: C PTS: 1 DIF: Moderate REF: p. 256OBJ: 1 NAT: AACSB Analytic LOC: Environmental Influence

TOP: Application

20. Which of the following statements is TRUE?a. Globally, there is a decline in the supply of specialized skilled and technical workers

signaling a worldwide crisis in education. b. The U.S.’s leadership position in innovation is threatened by the decline in specialized and

skilled workers in the U.S.c. Despite its shortcomings, the U.S. educational system is generating an increasing supply

of specialized skilled and technical workers.d. In a global economy, one country’s supply of specialized skilled and technical workers is

irrelevant to that nation’s success because labor is outsourced on a global scale.

ANS: B PTS: 1 DIF: Moderate REF: p. 256OBJ: 1 NAT: AACSB Reflective Thinking LOC: Environmental InfluenceTOP: Conceptual

21. The “emotional” component of international competence is the person’sa. level of sensitivity to cultural issues. b. ability to connect with foreigners on an emotional level.c. ability to handle the emotional stress of an overseas assignment.d. ability to take on the emotional characteristics of the culture to which he/she is assigned.

ANS: A PTS: 1 DIF: Moderate REF: p. 256OBJ: 1 NAT: AACSB Reflective Thinking LOC: Environmental Influence

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TOP: Definitional

22. Alex wishes to increase the behavioral competence of the company’s expatriates, most of whom aresent to Nigeria and Kenya. He should investigate ____ for expatriates.a. sensitivity training b. courses on the history of the African cultures

c. communication training, especially in non-verbal cues,d. social skills training focusing on Nigerian and Kenyan cultures.

ANS: D PTS: 1 DIF: Moderate REF: p. 256OBJ: 1 NAT: AACSB Analytic LOC: Environmental InfluenceTOP: Application

23. EarthShapers, Inc., a U.S. manufacturer of heavy construction equipment, maintains large sales andsupport operations overseas. When sending new employees to its operations in Japan, the employeestake courses in Japanese history and culture so that the Americans can adjust more easily to living inJapan. This training would apply to the ____ component of international competence training.a. cognitive

b. conceptualc. emotionald. behavioral

ANS: A PTS: 1 DIF: Moderate REF: p. 256OBJ: 1 NAT: AACSB Analytic LOC: Environmental InfluenceTOP: Application

24. The organization’s retention of knowledge within itself is threatened by retirees taking all of theirskills and knowledge with them when they leave. All of the following are potential solutions to that problem EXCEPTa. having potential retirees record “how to” videos. b. keeping former employees on call for a period after they leave.

c. requiring critical employees to train and mentor others.d. restructuring the work in the organization so that no single employee has unique

knowledge.

ANS: D PTS: 1 DIF: Moderate REF: p. 257OBJ: 2 NAT: AACSB Analytic LOC: HRMTOP: Application

25. All of the following are questions that should be answered before training begins EXCEPTa. Is there a need for training? b. Will the employees need to be paid more?c. Who will do the training?

d. How will the knowledge be transferred to the job?

ANS: B PTS: 1 DIF: Easy REF: p. 257OBJ: 2 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

26. Susan, the new director of training, has noticed that the orientation program for new employees isquite abbreviated. Basically, the employees are directed to the organization handbook on theorganization’s Web site and told to read it. Susan wants to design and implement a more thorough andwell-designed orientation program, because the company hires about 100 new employees per year atall levels. In listing her arguments in favor of spending money on this new program, Susan lists all ofthe following positive points EXCEPT

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a. effective orientation will establish a favorable employee impression of the organization. b. effective orientation will reduce the number of discrimination lawsuits by employees.c. effective orientation will ensure employee performance and productivity begin more

quickly.d. effective orientation will improve employee retention rates.


27. The planned introduction of new employees to their jobs, coworkers, and the organization is adefinition ofa. orientation. b. organizational entry.c. socialization.d. indoctrination.


28. Free Skywater, Inc., is a small installer of rainwater harvesting systems in an Arizona city with about20 employees. It outsources most of its HR administrative tasks and does not have an HR manager.When new employees are hired, it is most likely that they are oriented bya. no one. The new employee is responsible for his/her own orientation. b. the business owner.c. the new employee's supervisor or manager.d. the new employee's coworkers.

ANS: C PTS: 1 DIF: Easy REF: p. 258OBJ: 2 NAT: AACSB Analytic LOC: HRM

TOP: Application

29. Abner is the director of training for a web-based company that is a clearing house for vacation rentals.The company is growing rapidly and hiring large numbers of employees. Abner has recentlyredesigned the new employee orientation program. In order to determine how the effectiveness of theorientation program, Abner should measure all the following EXCEPTa. turnover of employees with less than six months tenure. b. cost per employee of the orientation program.c. promotion rate of employees in the first two years of employment.d. performance levels of new hires.

ANS: B PTS: 1 DIF: Challenging REF: p. 259OBJ: 2 NAT: AACSB Analytic LOC: HRMTOP: Application

30. In the ____ phase of the training process, organizational and employee performance issues areconsidered to determine if training can help.a. needs assessment b. implementationc. evaluationd. design

ANS: A PTS: 1 DIF: Easy REF: p. 260OBJ: 3 NAT: AACSB Reflective Thinking LOC: HRM

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TOP: Definitional

31. The loan review department at a major regional bank has an exceptionally high turnover of bothadministrative assistants and analysts. Several analysts have quit within six months of taking the job.A/an ____ analysis would reveal if there were a need for training in this department that would reducethis level of turnover.

a. job/task b. organizationalc. individuald. productivity


32. Attitude survey data are used in ____ analysis of training needs.a. individual b. organizational

c. groupd. job/task

ANS: B PTS: 1 DIF: Moderate REF: p. 261 | Figure 8-5OBJ: 3 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

33. The director of training at the headquarters of a large insurance company is considering variousmethods of gathering information on the training needs of specific individuals in the organization.Which of the following is NOT a source of information the director would consider?a. departmental budget over-runs b. assessment center exercisesc. records of critical incidents

d. skill tests

ANS: A PTS: 1 DIF: Moderate REF: p. 262OBJ: 3 NAT: AACSB Analytic LOC: HRMTOP: Application

34. Every new hire for every job at a design firm specializing in construction of residences for seniors andindividuals with disabilities is required to spend one week at work entirely in a wheelchair. Thistraining is most likely to be directed towarda. developing skills in the use of wheelchairs. b. emphasizing to employees their good fortune in being able-bodied resulting in an increase

in employee morale.

c. meeting Americans with Disabilities training requirements since this firm designsfederally-funded facilities for disabled veterans.

d. creating a sensitivity in employees to the mobility challenges of the firm’s clients.


35. Luis, the director of training for Helotes International, wishes to increase employee support for newtraining programs. The best way to build this support is for Luis toa. write a monthly training newsletter that describes the training opportunities provided by

Helotes.

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b. work with supervisors and managers to design a development-focused performanceappraisal for subordinates.

c. distribute a web-based survey of employees asking them to describe their training needs.d. send lower-level employees who might have management potential to an assessment

center.

ANS: C PTS: 1 DIF: Moderate REF: p. 262OBJ: 3 NAT: AACSB Analytic LOC: HRMTOP: Application

36. If a person has internalized the training, he/shea. will be able to transfer the training to the job if he/she receives consistent reinforcement

from his/her supervisor. b. has only absorbed the training in a superficial way.c. has truly learned and is able to use the training.d. has integrated the training into his/her basic personality.

ANS: C PTS: 1 DIF: Moderate REF: p. 262OBJ: 3 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

37. NewPhase Modular Homes is located in a large, depressed urban area, partly because of thehistorically low labor cost there. It needs skilled workers who can do carpentry, wiring, plumbing andother construction work. But, in the last 10 years, it has become harder and harder to find applicantswho have basic literacy and math skills, much less people who are already skilled electricians and plumbers. NewPhase does not want to relocate its plant to another city with a more skilled labor force,so its realistic options INCLUDE all the following EXCEPTa. work with local elementary and high schools to help better educate potential employees. b. offer remedial training to current employees in lower-skilled jobs so that they can be

moved into open positions in the more highly-skilled areas.c. weed out deficient applicants and fill open jobs by recruiting in other states with a more

highly-educated population by offering above-market wages.d. hire deficient applicants and set up training programs for them.


38. Coretta, the director of training for a regional bank, is frustrated with Allen, one of the new tellertrainees. Allen is progressing too slowly to be able to complete the two-week course successfully.The trainer has come to Coretta and complained that Allen is “just not trainable.” Coretta isconsidering whether Allen is really ready to learn or in the trainer’s words “trainable.” Corettaexamines all of the following possibilities EXCEPT

a. whether Allen needs to be held accountable for learning. b. whether Allen has the self-confidence that he can successfully learn the tasks.c. whether Allen is really interested in learning how to do the teller tasks.d. whether Allen has the cognitive ability to understand the teller tasks.

ANS: A PTS: 1 DIF: Moderate REF: p. 263 | Figure 8-6OBJ: 4 NAT: AACSB Analytic LOC: HRMTOP: Application

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

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c. cognitive practiced. positive reinforcement


40. The primary considerations when designing training include all of the following EXCEPT

a. cost efficacy. b. learner readiness.c. learning styles.d. transfer of training.

ANS: A PTS: 1 DIF: Moderate REF: p. 263 | Figure 8-6OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

41. Giselle currently works a manual labor job stocking inventory and plants at a native plants nursery.Giselle is very good in working with customers who ask her questions, and the customers likeinteracting with her. The business is growing and the owner would like to promote Giselle to acustomer service representative job but it would require training her in the company’s computersystem and how to research customer questions online. All of the following are indications thatGiselle has the characteristics that would make the training a good investment EXCEPTa. Giselle is interested in native plants but has no science education. b. Giselle has not finished high school, and she reads at a 10th grade level.c. Giselle loves her present job because she can be outdoors all day.d. Giselle’s significant other wants her to get her G.E.D.

ANS: C PTS: 1 DIF: Challenging REF: p. 264OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

42. Jeanne is 62 years old. When she was in her 20s and 30s, Jeanne was a medical research librarian at a

medical school. She left her job to take care of her children and disabled husband. Now that her familyresponsibilities are behind her, Jeanne has both a financial need and a psychological need to re-enterthe workforce. But Jeanne is worried about applying for an open position at a university library because of the major changes in information technology that have occurred in library management.She has always been intimidated by computers. As the HR director of the library, you feel Jeanne ishighly qualified for this position, but that the main barrier to her learning the job tasks will bea. the fact that Jeanne may not have the ability to learn the library’s computer system even

with training. b. the fact that Jeanne won’t see the benefits of learning the library’s computer system.c. that older adults learning styles are tactile and the library’s training system is visual.

d. Jeanne’s low sense of self-efficacy regarding the use of computer technology.


43. As regards training, self-efficacy refers toa. a person's desire to learn training content. b. learners possessing the basic skills and sufficient cognitive abilities to learn the new tasks.c. the perceived ability of the instructor to transfer the knowledge to the student.d. a person's belief that he/she can successfully learn the training program content.

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44. Lester, the training director for Daedaelus Solar Roofing, Inc., has developed a program for teachingengineers how to do effective presentations to prospective clients. Each engineer will be required to

develop a presentation about a particular product line so that at the end of the course, the engineer hasa ready-to-deliver presentation. This training program should be effective for the engineers for all ofthe following reasons EXCEPTa. the experience is work-related. b. the training is problem-centered.c. the skills will be “overlearned” once the course is completed.d. they will expect better reactions from prospective clients.


45. All of the following are principles for designing training for adults EXCEPTa. showing how they will be rewarded for learning the new skill. b. closely monitoring their progress.c. centering the training around problems.d. clarifying why the training is needed.


46. At Plantsman’s Eden nursery, new greenhouse workers are trained in proper techniques fortransplanting rooted cuttings. As part of the training, the workers are given 10 seedlings of differentkinds of plants to transplant. These efforts will be checked by the trainer. This is an example of

a. active practice. b. behavior modeling.c. on-the-job training.d. cooperative training.


47. Every Thursday afternoon a group of oil refinery supervisors meets for a class called “Spanish on theJob” so that they can more easily communicate with their subordinates and contractors whose primarylanguage is Spanish. This would be called _________ practice.

a. spaced b. massedc. cognitived. repetitive

ANS: A PTS: 1 DIF: Easy REF: p. 265OBJ: 4 NAT: AACSB Analytic LOC: HRMTOP: Application

48. “Drill, baby, drill” is the motto for the Lake Ness Fire Department. The fire fighters train constantlyto keep their skills honed so that they can respond to sudden changes in a fire event instantly. This isan example of

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a. behavioral modeling. b. overlearning.c. reinforcement and immediate confirmation.d. massed practice.



49. Cole, the director of training for a manufacturer of heavy equipment, is designing a training programfor new sales representatives. The sales reps need to be able to quote “chapter and verse” from thecompany catalog regarding types of equipment, their functions, their appropriate and inappropriateuses, pricing, and financing packages. Cole’s training program would be most effective if he designedit using ____ practice for the sales reps.a. computer-based b. spacedc. massedd. repetitive


50. Molly, a customer service representative for an insurance company, was rude to a confused andagitated customer who called the help line. The customer immediately contacted Molly’s supervisorand lodged a complaint. Molly’s supervisor then reprimanded Molly and recorded the incident inMolly’s file. Molly vowed to herself to never make that mistake again “even if the caller is alunatic.” This is an example ofa. the law of effect. b. delayed reinforcement.c. transfer of training.

d. behavior modeling.

ANS: A PTS: 1 DIF: Moderate REF: p. 266OBJ: 4 NAT: AACSB Analytic LOC: Motivation ConceptsTOP: Application

51. Soltura Products, Inc., has a training program for customer service representatives that tests trainees ontheir knowledge of company products. Every time the trainee answers a question, he/she learnswhether the answer is right or wrong. This is calleda. behavior modeling. b. using error-based examples.c. immediate confirmation.

d. active practice.

ANS: C PTS: 1 DIF: Easy REF: p. 265OBJ: 4 NAT: AACSB Analytic LOC: HRMTOP: Application

52. Providential Security, a firm specializing in protecting financial institutions, invests heavily in trainingits staff. One of its training exercises (which the company refers to as its “war games”) involvesactually putting a high-rise office building of one of its clients on “lockdown” in reaction to a bombthreat. The building is evacuated and secured, then all the Providential staff are debriefed. This is anexample ofa. a virtual reality simulation.

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b. active practice with feedback.c. behavior modeling in a situational awareness context.d. on-the-job training.

ANS: B PTS: 1 DIF: Moderate REF: p. 265OBJ: 4 NAT: AACSB Analytic LOC: HRM

TOP: Application

53. One way to aid transfer of training to job situations is to ensure thata. trainers have high levels of self-efficacy. b. immediate confirmation is provided.c. the specific details of the training tasks are addressed early in the process.d. the training mirrors the job context as much as possible.


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

effect on employee behavior. b. If employees make the initial transfer of their new skills to the workplace, they will retain

these skills for the long term.c. Training typically has a relatively low level of transfer to the workplace.d. The main influence on whether training transfers to the workplace is the age of the trainee.

Older learners are less likely to change existing behavior patterns than younger learners.

ANS: C PTS: 1 DIF: Moderate REF: p. 266OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

55. The most common method for delivering training in the workplace isa. on-the-job training. b. cross-training.c. web-based training.d. outside training.

ANS: A PTS: 1 DIF: Easy REF: p. 268OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

56. Geraldine has recently been transferred to a different department. She ran into a problem with how tohandle a particular transaction. Since Geraldine’s supervisor was in a meeting, she Geraldine walkeddown the office hallway knocking on doors until she found someone who could walk her through the process. This is an example ofa. informal training. b. a failure of coaching on the supervisor’s part.c. cooperative training.d. job shadowing.


57. Which of the following is TRUE about on-the-job training (OJT)?

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a. It is less disruptive to the work flow than other types of training. b. It is flexible and relevant to what employees do.c. It is more expensive than classroom training.d. OJT is most effective when it arises spontaneously out of job activities.



58. Dr. Smith, a small-animal veterinarian, has hired Carlos as an assistant. On Carlos’ first day, Dr. Smithshows Carlos the technique for holding a cat during vaccinations. First, Dr. Smith describes thetechnique. Then he shows Carlos the technique. Then he asks Carlos to hold the cat and correctsCarlos’ mistakes. This is an example ofa. cross-training. b. cooperative training.c. apprenticeship.d. on-the-job training.

ANS: D PTS: 1 DIF: Easy REF: p. 268 | Figure 8-8OBJ: 4 NAT: AACSB Analytic LOC: HRMTOP: Application

59. Unions view cross-training unfavorably because ita. threatens job jurisdiction. b. adds supervisory roles to hourly employees’ duties.c. reduces effective wages per hour.d. increases worker productivity, and thus threatens job security.


60. The two major advantages for the employer of cross-training employees is employee development and

a. the increase in employee motivation. b. increased employee productivity without pay raises or bonuses.c. better union relations.d. flexibility in worker assignments.


61. External training would be appropriate in all the following situations EXCEPTa. the organization has few employees who need a particular set of skills. b. the employees need to be trained quickly.c. the employees have learner readiness deficiencies.d. the organization’s HR staff lacks the expertise needed to in the training content.


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62. WWFS has a large number of cooks and other food service workers who will be sent to hostileenvironments overseas to prepare meals for the military. The workers have been hired, but they needto be trained almost immediately because the workers are due to be shipped out in a few weeks. TheHR staff at WWFS is overloaded with administrative work. It would be most wise for WWFS toa. train the supervisors rather than the hourly workers. b. hire external trainers.

c. hire and train new HR staff to do the training.d. use on-the-job training when the new hires arrive in the hostile environment.


63. Jill’s Organic Caterers hires disadvantaged youths for kitchen help, chef-trainee positions and waitstaff.Many of these employees go on to careers in the food industry. Jill’s Organic Caterers receives taxcredits for hiring and training these youths through thea. the Department of Labor’s apprenticeship program. b. the EEOC.

c. Federal Workforce Investment Act.d. the Department of Justice’s program to reduce gang membership.

ANS: C PTS: 1 DIF: Moderate REF: p. 270OBJ: 4 NAT: AACSB Analytic LOC: Legal ResponsibilitiesTOP: Application

64. Which of the following statements about e-learning is TRUE?a. E-learning has a better knowledge-retention rate than conventional learning.. b. E-learning is strongly preferred as a training medium by employees.c. E-learning provides easy access to more employees than does conventional training.d. E-learning is somewhat more expensive per trainee than conventional training methods.

ANS: C PTS: 1 DIF: Moderate REF: p. 271OBJ: 5 NAT: AACSB Technology LOC: Information TechnologiesTOP: Conceptual

65. Which of the following would be identified as a form of cooperative training?a. simulations where the trainee interacts with sophisticated virtual reality software b. an e-learning program in which the trainee interacts with the trainer and other trainees via

a blogc. on-the-job training wherein a supervisor works closely and continuously with subordinatesd. a community college program in solar panel installation partnering with solar panel

installation companies


66. Lifelong Learning Accountsa. are similar to medical flexible spending accounts where the employee sets aside

tax-sheltered funds which must be used for education within one year. b. are government-sponsored job training programs.c. combine employer and employee deposits to be used for the employee’s education.d. are an employee retention tool because the employee cannot transfer them to another

employer.

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ANS: C PTS: 1 DIF: Moderate REF: p. 271OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

67. Apprenticeships are used most often to train people for jobs ina. supervision of hourly workers.

b. assembly line work.c. traditional skilled crafts and trades.d. technical areas such as veterinary technicians and x-ray technicians.

ANS: C PTS: 1 DIF: Easy REF: p. 271 | Figure 8-9OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

68. The director of HR is reluctant to institute an educational assistance program. His major argumentagainst such a program isa. tuition reimbursement is more expensive than other types of training that have greater

benefit to the organization.

b. the company cannot control the type of degree and major that the employee undertakes.c. employees who are enrolled in night or weekend programs tend to neglect their jobs because of the need to study and their reluctance to work overtime.

d. when an employee graduates, he/she may move to another company.


69. An artificial surgical environment in which a surgeon could practice a new type of operation withoutharming a human being or sacrificing a laboratory animal would be calleda. simulation. b. blended learning.

c. cross-training.d. self-guided training.

ANS: A PTS: 1 DIF: Moderate REF: p. 272 NAT: AACSB Analytic LOC: Information TechnologiesTOP: Application

70. Andrew is enrolled in a university course on project management. His class meets at the localcommunity college, but the instructor’s lecture is carried over two-way television from the stateuniversity located in another city. This is an example ofa. simulation. b. distance learning.

c. web-conferencing.d. cooperative education.

ANS: B PTS: 1 DIF: Moderate REF: p. 272OBJ: 5 NAT: AACSB Analytic LOC: Information TechnologiesTOP: Application

71. Combining short, fast-paced, interactive computer-based lessons and teleconferencing with traditionalclassroom instruction and simulation is calleda. internship. b. combined training.c. blended learning.

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d. job-instruction training.

ANS: C PTS: 1 DIF: Easy REF: p. 273OBJ: 5 NAT: AACSB Technology LOC: Information TechnologiesTOP: Conceptual

72. Presenting training content in a gaming format has all the following advantages EXCEPTa. enhancing employee interest in training. b. improving transfer of training.c. performance improvement.d. low-cost design.

ANS: D PTS: 1 DIF: Moderate REF: p. 273OBJ: 5 NAT: AACSB Technology LOC: Information TechnologiesTOP: Conceptual

73. The ultimate goal in using e-training techniques is toa. improve employee technology skills. b. convey the training content.c. reduce costs per trainee.d. increase consistency in training experiences for employees.

ANS: B PTS: 1 DIF: Easy REF: p. 51OBJ: 5 NAT: AACSB Technology LOC: Information TechnologiesTOP: Conceptual

74. Compared with conventional training method, e-learning is LEAST usefula. in training employees in soft skills, such as leadership. b. in tapping multiple senses of the trainee.c. for conveying simple facts and concepts to trainees.d. in situations where cost-per-trainee must be low.

ANS: A PTS: 1 DIF: Moderate REF: p. 274 | Figure 8-10OBJ: 5 NAT: AACSB Technology LOC: Information TechnologiesTOP: Conceptual

75. All of the following are advantages of e-learning EXCEPTa. e-learning has better retention rates than conventional learning. b. e-learning allows trainees to progress at their own speed.c. e-learning incorporates built-in feedback.d. e-learning allows trainers to update the content relatively easily.

ANS: A PTS: 1 DIF: Moderate REF: p. 274OBJ: 5 NAT: AACSB Technology LOC: Information Technologies

TOP: Conceptual

76. The director of training is evaluating whether an e-learning method should be used for asupervisor-development program. The director should consider all the following factors EXCEPTa. whether supervisors who need training are in distant locations. b. whether current training materials can be easily adapted to an e-learning format.c. if the supervisors are self-motivated enough to work through the training program alone.d. whether current supervisor training is meeting organizational goals.

ANS: B PTS: 1 DIF: Moderate REF: p. 274OBJ: 5 NAT: AACSB Analytic LOC: Information TechnologiesTOP: Application

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77. In order to qualify as a tax-preparer for a seasonal job at a tax-preparation chain, Martin must answer

written questions on tax terminology covered in an e-learning course. Martin’s scores on this testevaluate the training on a ____ level.a. results b. learning

c. reactiond. behavior


78. Theresa, a company trainer, is reading the results of her customer-service training program evaluations.She has very high ratings in the areas of class enjoyability and trainee willingness to take the programagain. This evaluation of Theresa’s training is on the ____ level.a. reaction b. learning

c. behaviord. results


79. The most difficult level of training evaluation, but the one that has the most value to the organization isthe ____ level.a. reaction b. learningc. behaviord. results

ANS: D PTS: 1 DIF: Moderate REF: p. 275 | Figure 8-11OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

80. The difficulty with evaluating results by measuring the effect of training on the achievement oforganizational objectives isa. pinpointing whether it actually was training that caused the changes. b. that organizational results are not clearly quantifiable.c. the criteria are hard to obtain.d. the difficulty of interpreting subjective performance measures.


81. After customer service representatives are trained, their phone calls are monitored to determine if theCSRs are applying the lessons about gathering pertinent information from callers that are taught in thetraining classes. This is an example of the __________ level of training evaluation.a. reaction b. learningc. resultsd. behavior

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82. Georgian Oaks Hospital is trying to reduce the number of hospital-based infections it is experiencing.Its director of training has determined that a training program to encourage all hospital employees who

have contact with patients to wash their hands frequently would be effective in reducing theseinfections. The most appropriate criterion of success for this training program would bea. the percentage of hospital staff who respond on a follow-up questionnaire that hand

washing is important in reducing hospital-based infections. b. the number of times the hospital staff wash their hands per day in the year following the

training.c. the death rates (mortality) of patients in the hospital after the training.d. the cost per staff member of the training program.

ANS: B PTS: 1 DIF: Challenging REF: p. 276OBJ: 6 NAT: AACSB Analytic LOC: HRMTOP: Application

83. Martin, the new training director for Bosco Bay Resources, has spent months conducting cost-benefitanalyses of the existing training programs at Bosco Bay. One of the long-standing training programsis an outdoor training program that is extremely popular with employees at all levels of the hierarchy.It involves company teams spending a week training on a 150-foot sailing yacht and sailing in a yachtrace. This is an expensive program and being selected for the program is intensely valued.Although the program is intended to develop teamwork and sharpen decision-making skills, Martincan find no evidence that employees who have taken part in the sailing experience have higher productivity or that their departments as a whole have higher productivity. Employees at Bosco Bayhave high morale, and the employees who have gone on the sailing expedition are no more satisfiedwith their jobs than the other employees. Martin needs to be able to justify the training budget to theexecutive committee. What is Martin’s best choice among the following options?

a. Devise some way to quantify the popularity of the program so that the popularity can beviewed as a benefit that offsets the costs. b. Propose that the sailing training be recharacterized as a management perk. This gets it

off the training budget, but preserves the program for managers.c. Redesign the sailing program so that it will be more likely to provide quantifiable

productivity benefits in the future.d. Leave the program in place and cut less popular training programs, even if they provide

quantifiable benefits. Eliminating the program will damage employee morale.

ANS: C PTS: 1 DIF: Challenging REF: p. 276OBJ: 6 NAT: AACSB Analytic LOC: HRMTOP: Application

84. Direct cost of training include all of the following EXCEPTa. trainer salaries and fees. b. training facilities costs.c. opportunity costs.d. design costs.


85. All of the following should be considered in a cost-benefit analysis of training as potential benefits oftraining EXCEPT

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a. employee retention. b. fewer errors.c. better customer service.d. reduction in training expense.

ANS: D PTS: 1 DIF: Easy REF: p. 276


86. What is NOT a cost of training that typically should be taken into account when calculating the costsand benefits of a training program?a. trainer’s salary and time b. hotel and food expenses for trainees if training is off-sitec. opportunity cost of trainees being away from workd. reduction in morale of employees who were not selected for training

ANS: D PTS: 1 DIF: Moderate REF: p. 277 | Figure 8-12OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

87. Conrad, the director of training, must demonstrate to top management the amount of financial benefitthe company has realized from the expenditures on the mechanics’ training program. Conrad needs to prepare aa. return on investment analysis. b. net gain calculation.c. actual versus proposed budget comparison.d. results evaluation.


88. ____ to evaluate training, HR professionals in an organization gather data on training and comparethem to data on training at other organizations of similar size in their industry.a. When using the results approach b. When using benchmarkingc. To use a cost/benefit analysisd. When implementing a return on investment analysis approach

ANS: B PTS: 1 DIF: Moderate REF: p. 277OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

89. The best way to determine if the training caused the change in performance, or whether it was someother factor, is to use a control group combined witha. a pre-post measure technique. b. measuring trainee skill levels before the training takes place.c. benchmarking training results with results from other, similar companies.d. a return on investments calculation.


90. A problem with the pre/post measure of evaluating training is

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a. the difficulty of constructing a good test. b. whether employees were randomly assigned to the control group.c. being able to intervene in the workplace at the appropriate times.d. knowing if the training was responsible for any changes in performance.

ANS: D PTS: 1 DIF: Moderate REF: p. 278


91. The training manager is reporting on the results of the training of new cashiers at the soon-to-opentheme park. In his report, the training manager says the training program was highly effective because90% of the cashiers could operate at the required speed when tested at the end of the program. Asdirector of HRa. you are pleased that the training program is so effective, and you will ask the manager to

repeat the same program in the future. b. you ask if the training manager tested the new cashiers before they received the training.c. you ask if the director of HR how much the training cost per cashier.d. you ask if the director collected any data on whether the cashiers liked the training.


TRUE/FALSE

1. Training focuses on improving employees’ “hard” skills. Development focuses on improving

employees’ “soft” skills..

ANS: F PTS: 1 DIF: Moderate REF: p. 250OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRM

TOP: Conceptual

2. The frequent changes to which the organization must adapt demands that employees be continuallytrained to update their capabilities.

ANS: T PTS: 1 DIF: Easy REF: p. 250OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

3. Christopher has a heart problem that makes vigorous activity dangerous. His work team is going toUtah for a white-water rafting outdoor experience to learn team building skills. Christopher is invitedto go along, but he will have to wait at the hotel while everyone else is on the water and camping out.

He’s been assigned an e-learning activity and will be included in the team’s breakfasts and dinners.Christopher may have a legal case that he has not been accommodated in this training program. ANS: T PTS: 1 DIF: Moderate REF: p. 252OBJ: 1 NAT: AACSB Analytic LOC: Legal ResponsibilitiesTOP: Application

4. Training should be viewed tactically because it is focused on employees’ current job capabilities.Development should be viewed strategically because it is focused on employees’ needed futurecapabilities.

ANS: F PTS: 1 DIF: Moderate REF: p. 252

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OBJ: 1 NAT: AACSB Reflective Thinking LOC: StrategyTOP: Conceptual

5. A strategic mind-set leads top management to understand that training is the answer to most employeeand organizational performance problems.

ANS: F PTS: 1 DIF: Moderate REF: p. 252OBJ: 1 NAT: AACSB Reflective Thinking LOC: StrategyTOP: Conceptual

6. Because U.S. culture is so widely dispersed via television, music and the Internet, it is less necessaryto conduct intercultural training for foreigners taking jobs in the U.S. than it is for U.S. nationals toreceive intercultural training prior to foreign assignments.

ANS: F PTS: 1 DIF: Moderate REF: p. 256OBJ: 1 NAT: AACSB Reflective Thinking LOC: Environmental InfluenceTOP: Conceptual

7. Because of the U.S.’s commitment to training specialized and skilled workers, the U.S.is certain toremain the innovative and strategic leader in the world economy for the foreseeable future. ANS: F PTS: 1 DIF: Easy REF: p. 256OBJ: 1 NAT: AACSB Reflective Thinking LOC: Environmental InfluenceTOP: Conceptual

8. The primary purpose of an orientation program is to provide a realistic job preview for new hires when joining a new organization. This lessens dissatisfaction and reduces turnover of new hires. ANS: F PTS: 1 DIF: Easy REF: p. 258OBJ: 2 NAT: AACSB Reflective Thinking LOC: HRM

TOP: Conceptual

9. As described in the textbook, a gap analysis identifies the difference between what an individualemployee knows and what the employee should know in order to perform the job satisfactorily. ANS: F PTS: 1 DIF: Moderate REF: p. 262OBJ: 3 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

10. In the U.S. many job applicants and current employees have low readiness to learn because they lacksufficient reading, writing and math skills to comprehend the needed training.

ANS: T PTS: 1 DIF: Moderate REF: p. 263OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

11. Carlene arrives at the training facility full of enthusiasm because she is really excited about learninghow to cope with difficult customers. She has encountered a number of intransigent customers and iseager to see what “tricks” the trainers can show her. Carlene has motivation to learn. ANS: T PTS: 1 DIF: Easy REF: p. 264OBJ: 4 NAT: AACSB Analytic LOC: Motivation ConceptsTOP: Application

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12. Alicia will be traveling extensively in Brazil for her employer. Alicia knows no Portuguese and shewill be traveling in areas where there will be few fluent English speakers. Alicia’s employer is sendingher to a two-week language immersion program, where Alicia will be in a totally Portuguese-speakingenvironment. This would be classified as massed practice. ANS: T PTS: 1 DIF: Moderate REF: p. 265


13. Carlene is a new usher for the performing arts center. She has been paired with Joseph, anexperienced usher, for her first performance. Carlene keeps a sharp eye on Joseph during the show sothat she can imitate how he handles the guests. This is an example of transfer of training from Josephto Carlene.

ANS: F PTS: 1 DIF: Moderate REF: p. 266OBJ: 4 NAT: AACSB Analytic LOC: HRMTOP: Application

14. The concept of reinforcement is based on the law of confirmation, which states that people tend torepeat behaviors that receive an immediate confirmation. ANS: F PTS: 1 DIF: Moderate REF: p. 266OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

15. Phillip waited a week for feedback on how he did on his first sales presentation to clients because his boss was out of town and had to review a recording of the presentation. This undermines the Phillipslearning because of the lack of immediate confirmation. ANS: T PTS: 1 DIF: Moderate REF: p. 266


16. If a year after the equine safety program, the volunteers at the therapeutic riding stable remember toalways cross-tie the horses while they groom and saddle the horses, that particular content of thetraining could be said to have transferred. ANS: T PTS: 1 DIF: Moderate REF: p. 266OBJ: 4 NAT: AACSB Analytic LOC: HRMTOP: Application

17. On-the-job training is by far the most commonly used form of training, because it can be smoothly

integrated into the regular work flow. ANS: F PTS: 1 DIF: Moderate REF: p. 268OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

18. Leroy, an X-ray technician, tells students from the community college who are assigned to him fortraining “You learn it one way from the books. I’ll show you how it is really done.” Thisdemonstrates one of the weaknesses of OJT. ANS: T PTS: 1 DIF: Moderate REF: p. 268OBJ: 4 NAT: AACSB Analytic LOC: HRM

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TOP: Application

19. Vera has been a receptionist at an office tower downtown for five years. She enjoys the work as shehas gotten to be friends with some of the tenants and she can knit during the slow times. Now, heremployer has put a computer at her reception desk and is training her to do some clerical tasks duringher downtime. Vera is extremely perturbed at this change, especially since her pay is topped out.

Vera’s reaction is unusual, as most workers enjoy cross-training and the variety of new tasks.

ANS: F PTS: 1 DIF: Moderate REF: p. 269OBJ: 4 NAT: AACSB Analytic LOC: HRMTOP: Application

20. Like apprenticeships, internships are a type of cooperative training. ANS: T PTS: 1 DIF: Easy REF: p. 271OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

21. Virtual reality could be used to create simulations of nuclear plant meltdown scenarios to train utilityemployees in quick response to dangerous situations. ANS: T PTS: 1 DIF: Easy REF: p. 272OBJ: 5 NAT: AACSB Analytic LOC: Information TechnologiesTOP: Application

22. Training professionals consider e-learning the most effective training tool available to them. ANS: F PTS: 1 DIF: Moderate REF: p. 272OBJ: 5 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

23. If employees view e-learning tools as an Internet game that they enjoy playing, the training has

succeeded at the reaction level.


24. Since most of the benefits of training are intangible (such as attitude changes and safety awareness), itis rarely possible to evaluate the cost effectiveness of training programs. ANS: F PTS: 1 DIF: Easy REF: p. 276


25. If a training program scored high at the reaction level, the learning level and the behavior level, butthere was no discernable improvement at the results level, one can definitely say the training failed. ANS: F PTS: 1 DIF: Challenging REF: p. 276OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

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26. The department store hired 12 temporary employees to wrap holiday gifts. After giving thenewly-hired gift-wrappers a two-hour demonstration of gift-wrapping techniques and designs, eachtrainee was required to wrap three packages of particular types. All the trainees’s efforts were ratedas either good or very good by the trainer. This result is a strong indication that the training waseffective.

ANS: F PTS: 1 DIF: Challenging REF: p. 278OBJ: 6 NAT: AACSB Analytic LOC: HRMTOP: Application

27. A strong test of the effectiveness of a training program is the technique of pre-measure/post-measurewith a control group. ANS: T PTS: 1 DIF: Moderate REF: p. 278OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

ESSAY

1. What is the purpose of an orientation program? What should the format and content of an effectiveorientation be? ANS:Orientation is the planned introduction of new employees to their jobs, coworkers, and theorganization. For employers, the purpose is to provide organizational and job information, acceleratesocialization and integration, and accelerate employee performance and productivity. For newemployees it can help create a favorable impression and enhance interpersonal acceptance byco-workers. A well-done orientation can improve employee retention, reduce the failure rate of newemployees, and improve the performance levels of new employees.. New employees must receive

information about company policies, work rules, and benefits. The information can be presented in ane-learning format, with specific questions and concerns answered by HR staff and other employees.Ideally, orientation will be followed up after a month or so with interviews. This will assess theeffectiveness of the orientation.

PTS: 1 DIF: Moderate REF: p. 258-259 OBJ: 2 NAT: AACSB Reflective Thinking LOC: HRM TOP: Conceptual

2. What learning principles would you consider in designing a training program?

ANS:In order to design an effective training program, the basic principles of learning must be incorporated.

The trainees must be ready to learn. They must have: a) the ability to learn, b) the motivation to learn,and c) a sense of self-efficacy. In addition, some persons learn by listening (auditory learning), some by having hands-on experiences (tactile learning), and some by seeing (visual learners). So, training programs should engage all styles of learning by using multiple methods. Moreover, adults learndifferently than do younger persons. Adults are self-directed, need to know why they are learningsomething, bring work-related experiences in to the training process, have a problem-solving approach,and are motivated by both extrinsic and intrinsic factors. A training program should be designed withthe appropriate amount and type of spaced or massed practice. If possible, trainees should actively practice what they have learned. The principles of behavior modeling, reinforcement, and immediateconfirmation can strengthen a training design. Ultimately, what is learned in training should transfer tothe workplace. Both an overview of the training content including its linkage with organizationalstrategy and mirroring the job context in the training environment is helpful here.

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PTS: 1 DIF: Challenging REF: p. 263-266 OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRM TOP: Conceptual

3. What is cooperative training? Describe its usefulness.

ANS:Cooperative training mixes classroom training and on-the-job experiences. There are several types ofcooperative training. 1) School-to-work transition helps high school or community college studentsmove into jobs while still in school or soon after graduation. 2) Internships combine job training withclassroom instruction from institutions of higher education. This gives both the intern and theemployer a chance to assess their mutual fit. 3) Apprentice training is used in unionized workplacesand government agencies. It provides on-the-job experience with the guidance of a skilled and certifiedworker. This is often used for skilled crafts, such as carpentry, plumbing, and bricklaying. PTS: 1 DIF: Moderate REF: p. 271 OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRM TOP: Conceptual

4. The advantages of e-learning are widely touted, but there are disadvantages to it as well. Summarizesome of the disadvantages or challenges to be overcome with e-learning. ANS:E-learning may make some trainees anxious, and some trainees may not be interested in it. Not alltrainees may have easy and uninterrupted access to computers, nor are all employees computer literate.Employees must be self-motivated enough to direct their own learning. Not all kinds of trainingcontent, such as leadership training or cultural change training, may be appropriate for e-learning.Existing training materials must be adapted and redesigned to be appropriate for e-learning formats.Consequently, a significant investment is required before e-learning can be implemented. Researchstudies shows no significantly greater learning over other techniques, and there is some concern thattrainees do not retain and use much of what they learn.. Finally, technology frequently changes, which

may affect the format of e-learning programs. PTS: 1 DIF: Moderate REF: p. 274 | Figure 8-10OBJ: 5 NAT: AACSB Reflective Thinking LOC: Information TechnologiesTOP: Conceptual

5. How can an organization determine if its training expenditures are cost effective? ANS:Training results can be assessed on the basis of costs and benefits. If the benefits outweigh the costs,the training has been cost effective. Some benefits are hard to quantify directly, such as changes inattitudes, but will have an impact on the organization nevertheless. Typical training costs are: trainer’s

salary and time, trainees’ salaries and time, training materials, expenses for trainer and trainees, cost offacilities and equipment and lost productivity while trainees are away from the workplace (opportunitycost). Typical benefits are: increased productivity, fewer errors and accidents, less turnover, lesssupervision necessary, employee ability to use new capabilities, and attitude changes. Costs andsavings can be calculated per participant. Cost-benefit results should be reflected in business performance measures. A return on investment calculation can be done to see whether resources have been used efficiently on training. ROI is calculated by diving the return produced by training by thecost of the training. This can be compared against benchmarks provided by employers participatingin surveys. PTS: 1 DIF: Moderate REF: p. 276-277 OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRM TOP: Conceptual

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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

EXCEPTa. 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.


2. _____________is a process that moves people from recruiting and selection through the organizationto meet the employer’s need for talent.

a. HR planning b. Training and developmentc. The HR flow processd. Talent management

ANS: D PTS: 1 DIF: Moderate REF: p. 284OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

3. If talent management is effective in a firma. 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.


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.


5. Talent management includes all of the following HR activities EXCEPTa. training. b. job design.c. career planning.

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d. performance management.

ANS: B PTS: 1 DIF: Moderate REF: p. 285 | Figure 9-1OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

6. A good automated talent management system could be expected to answer the questiona. 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?


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

ANS: D PTS: 1 DIF: Moderate REF: p. 286OBJ: 1 NAT: AACSB Technology LOC: Information TechnologiesTOP: 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.


9. Ernest has always been a person who has said “People make their own luck.” Throughout his career hehas 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 theorganization taking his valuable development with him?a. a tuition reimbursement program for an Executive MBA b. volunteer projects with not-for-profit organizationsc. extra work assignments outside of Ernest’s specialtyd. rotation into other jobs in the organization


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10. When succession plans are developed for CEOs and senior managers, HR needs major involvement

froma. 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. 288OBJ: 2 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

11. The vice president of marketing at BamaWonder Products has left to create her own company. She istaking with her some key managers in the areas of product development, finance and sales. TheBamaWonder Products’ continued smooth functioning after these departures will largely depend ona. 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 tomove into these openings.


12. The first step in the succession planning process is toa. 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. 288OBJ: 2 NAT: AACSB Reflective Thinking LOC: StrategyTOP: Conceptual

13. Infusion Enterprises suffered a shock when its president and its CEO, were both killed by an avalanchewhile skiing in Chile. But because of the ____ the organization was able to continue operationssmoothly.a. key-employee life insurance policy b. delegation strategyc. deep talent pool in the board of directorsd. succession plan

ANS: D PTS: 1 DIF: Easy REF: p. 288OBJ: 2 NAT: AACSB Analytic LOC: HRMTOP: Application

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

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15. When faced with the need for employees with scarce skills, employers tend toa. 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.


16. A company which consistently goes outside to fill its technical and professional openings probablya. 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. 290OBJ: 2 NAT: AACSB Analytic LOC: HRMTOP: Application

17. Deedee is a 54-year-old manager in the client-support-services department of a heavy equipmentmanufacturer. Deedee has been with the company all of her career and has had a steady rise in thehierarchy through promotions. She has shone in numerous training and development programs.Currently, Deedee is meeting performance expectations. In the judgment of Deedee’s superiors thatshe has “topped out” and will not be qualified for further advancement. Which of the followingstatements 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.


18. All of the following are useful metrics for evaluating an organization’s succession planning EXCEPTa. 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.


19. A law that has impacted succession planning for CEOs isa. HIPAA. b. the Sarbanes-Oxley Act.c. ERISA.d. the Congressional Accountability Act.

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ANS: B PTS: 1 DIF: Easy REF: p. 292OBJ: 2 NAT: AACSB Reflective Thinking LOC: Legal ResponsibilitiesTOP: 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 jobwhen it becomes available.

c. discourages employees who have not been selected to succeed key managers whichreduces overall morale.

d. improves employee retention and performance motivation.


21. A computerized succession planning system should perform all of the following functions EXCEPTa. 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. 292OBJ: 2 NAT: AACSB Technology LOC: Information TechnologiesTOP: Conceptual

22. Long-term succession planning should go beyond just high-level executives anda. 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.


23. All of the following are common mistakes in succession planning EXCEPTa. 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.



24. A/an ____ is a sequence of work-related positions a person occupies throughout life.a. career b. job ladderc. professiond. occupation


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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 openingsthat would allow her to do this work. In order to pay bills, Giselle is tending bar at a high-endrestaurant in New Orleans. Giselle isa. 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.


26. In comparison to people who graduated from college thirty years ago, current college graduateentering the job market can expect all of the following EXCEPTa. more limited job opportunities. b. a higher likelihood of working for multiple organizations.

c. more time spent working from homed. a higher likelihood of working free lance.

ANS: A PTS: 1 DIF: Easy REF: p. 293OBJ: 3 NAT: AACSB Reflective Thinking LOC: Environmental InfluenceTOP: 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 managingeditor, would bea. 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.


28. The HR department at Cabildo Utilities is planning an internal career day which will featureworkshops on various careers at Cabildo Utilities, opportunities for work in Cabildo’s overseaslocations, and presentations by HR staff on training and development opportunities available atCabildo. This is an example ofa. individual-based career development. b. an organization-centered career planning tool.

c. career mapping.d. training and development outreach.


29. Web sites that list careers in the organizationa. 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

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have access to computers.

ANS: C PTS: 1 DIF: Moderate REF: p. 295OBJ: 3 NAT: AACSB Technology LOC: Information TechnologiesTOP: Conceptual

30. The three key activities in individual career management include all of the following EXCEPTa. 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.


31. Individual-centered career planning focuses ona. 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.


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 TVnews in a medium-sized Western city. Clark’s boss has given him discouraging performanceappraisals at the last two evaluation periods. In addition, surveys show that the news show’s audiencegives 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 andexperience 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 shouldseriously 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.


33. In part, people choose their careers based on their interests. ____ is/are tools to help people identifytheir interests, what they do well, what they like, and their strengths and weaknesses.a. Feedback on reality through performance appraisals. b. Intelligence testsc. Career goal-settingd. Self-assessment tests


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34. Which of the following components of individual career choice is MOST likely to change as a personmatures? This means that the career the individual first selected may not be appropriate as time passes.a. interests b. self-imagec. socioeconomic backgroundd. personality


35. Ambrose is discussing his college major with his best friend. Ambrose says that his parents want himto 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 mostlikely 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 andlucrative career.d. Young people’s career goals change so frequently that Ambrose should go ahead and

major in tax accounting.


36. Glenn has a number of job offers to choose from. He has quite of bit of accurate informationavailable about these organizations. One can predict that Glenn is MOST likely to take the job at theorganization which isa. 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.


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’slater 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 ofone’s family has no impact on one’s career choices.

d. Interest inventories are important because interests are stable over a person’s lifetime.


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38. Gerald is confused as to why his 28-year-old daughter is changing jobs for the third time since shegraduated from college. His daughter told Gerald that she’s learned everything she could from hercurrent job and that it’s time to move on. Gerald’s daughter is in the stage of her career where most people need toa. 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.


39. Carla is 52. She has been laid off twice in her life, once when her employer downsized, and once whenher next employer was acquired by a larger rival. Now she has hit a career plateau after five years withher 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 asa. 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.


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 thanupward 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 ofthe 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.


41. Kevin is a member of the board of directors for a non-profit organization that is engaged inenvironmental causes. The group does fund-raising, legislative lobbying, and publicizes the need foraction to reduce pollution. The organization pays salaries below market. With his knowledge of thegeneral stages in the typical person’s career, Kevin knows that the organization would have the BESTluck recruiting new full-time employeesa. 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.

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ANS: C PTS: 1 DIF: Moderate REF: p. 297 | Figure 9-5OBJ: 3 NAT: AACSB Analytic LOC: HRMTOP: 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 theorganization, and is working part-time as a bartender while training as an X-ray technician. Josh isexperiencinga. a career plateau. b. a Protean career.c. career sequencing.d. a career transition.

ANS: D PTS: 1 DIF: Easy REF: p. 298OBJ: 3 NAT: AACSB Analytic LOC: HRMTOP: 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.


44. For the organization, unless a plateaued employee is a poorly-used, valuable resource, plateauedemployees 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.


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.


46. A career plateau occurs when a/an

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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


OBJ: 3 NAT: AACSB Reflective Thinking LOC: HRMTOP: 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 experiencinga. entry shock. b. failed orientation.c. a cyclical career.d. a premature career plateau.


48. A pre-retirement planning seminar for persons about to retire should address all of the following issuesEXCEPT ____ after retirementa. anxiety about finances. b. the need for self-directionc. how to achieve a sense of belongingnessd. effective time management


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-planningnightmare 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 impedimentsto successfully using this plan isa. 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 Personsd. that phased retirement plans are vulnerable to age discrimination lawsuits.

ANS: B PTS: 1 DIF: Moderate REF: p. 299OBJ: 3 NAT: AACSB Analytic LOC: Legal ResponsibilitiesTOP: Application

50. Which of the following statements is TRUE?a. Now that women are in the workforce in nearly the same proportion as men, the

differences between men’s and women’s careers are expected to disappear by 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

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work and family, since impacts on career advancement are minimal.


51. In order to reward talented technical people who do not want to move into management, manycompanies have establisheda. corporate universities for technical development. b. portable career paths.c. dual career ladders.d. job rotation programs.


52. The glass ceilinga. 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..


53. Turnover of nursing staff is a major concern at Briar Mountain Regional Medical Center. Manyexperienced 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 ofHR, you suggesta. 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..


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


55. Job sequencing

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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.


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 animalexhibits. As HR director for a zoo in a major city you want to hire Marcie as chief of veterinarymedicine for the zoo. You realize thata. 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 andMarcie 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.


57. Which of the following would NOT be a typical activity provided by a partner-assistance program forthe 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.


58. In over ____ percent of couples, both partners have a career.a. 20 b. 40c. 60d. 80


59. The main difficulty for employers with dual-career couples occurs whena. both partners work for the same employer.

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b. the female partner has a more prestigious job than the male partner.c. one of the partners must be relocated, especially overseas.d. the partners have different career goals.

ANS: C PTS: 1 DIF: Moderate REF: p. 301OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRM

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?


61. ____ involves the planning, training, and reassignment involved with returning global employees totheir home countries.a. Relocation b. Reorientationc. Debriefingd. Repatriation


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.

ANS: A PTS: 1 DIF: Moderate REF: p. 302OBJ: 4 NAT: AACSB Reflective Thinking LOC: Environmental InfluenceTOP: Conceptual

63. In order to ease worries of employees who are taking international assignments, the HR departmentand the organization should do all of the following EXCEPTa. 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.


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64. Bill and his family have been living in an Asian country for four years while Bill has been oninternational assignment. As director of global HR for Bill’s employer, you will probably need to helpBill and his family adjust to all of the following EXCEPTa. 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.


65. Which of the following statements is TRUE?a. Training is for hourly employees. Development is for managers and professionals. b. Training focuses on the long run performance of an employee.c. Development is typically assessed with a cost-benefit analysis.d. Capabilities learned in development may not apply to the employee’s current job.


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 enhancementc. training; developmentd. skill enhancement; development

ANS: C PTS: 1 DIF: Easy REF: p. 303 | Figure 9-7OBJ: 5 NAT: AACSB Reflective Thinking LOC: HRM

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 adegree 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 isTRUE?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 needsto enhance his personal marketability and ambitions.


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68. The James Fenimore Cooper School District is located in a rural area, far from a major urban area. Theschool district is having a difficult time recruiting young graduates from education programs to workthere. The school board is proposing to hire people with non-education college degrees who areinterested in changing to a teaching career. As a recruiting tool, the board plans to pay for theindividual’s education to become a certified teacher and continuing education towards a master’sdegree in education. The school board is proposing a ____ program.

a. lifetime learning b. personnel redeploymentc. mid-life realignmentd. re-development


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 toemployer-specific specialization.d. The organization will be able to retain the employee long term.


70. An assessment center isa. 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.


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.


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.

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d. Managers may use them as a way to avoid difficult promotion decisions.


73. Which of the following statements about psychological tests is FALSE? Psychological testsa. 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.


74. As director of HR for a large organization, you are concerned about the lack of a deep internal pool oftalent for middle and upper management jobs. You feel there may be employees with highmanagement potential in lower level jobs who have not been identified and selected for development.In order to most accurately identify high potential employees you proposea. 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.


75. Psychological tests would be LEAST useful at determining the following information about anemployee’sa. level of mathematical reasoning. b. basic personality.c. job preferences.d. technical skills.


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 trainingc. Coaching is a continual process of learning by doing.d. Coaching is best done spontaneously without extensive planning.


77. The major problem with job-site development approaches is that theya. are expensive. b. use internal training resources.

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c. are often inadequately planned.d. focus excessively on job skills rather than on intellectual aspects of the job.


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 EXCEPTa. 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.


79. ____ is the daily training and feedback given to employees by immediate supervisors.a. Coaching b. Modelingc. Mentoringd. Apprenticeship


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


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 thiscommittee will be a “time sink” and a waste. Angela’s boss is probably intending this assignment toa. 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.


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82. When opportunities for promotion are scarce, a good way to keep employees motivated and developtheir talents within the organization isa. 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.


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.


84. Wilderness excursions as a development toola. 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.


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.


86. It is most important for a company to be a learning organization if ita. is in the service sector. b. is competing globally.c. has a high level of employee turnover.d. is knowledge-based.


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 schoolsemester, Clarence will resume his job duties with his employer. Clarence is

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a. in phased retirement. b. an executive educator.c. rotating through a non-core function.d. on a sabbatical leave.



88. A centralized Web site for news, information, course listings, business games, simulations and othertraining materials is called a/ana. learning portal. b. interactive training and development program.c. online corporate university.d. e-assessment center.

ANS: A PTS: 1 DIF: Easy REF: p. 309OBJ: 6 NAT: AACSB Technology LOC: Information TechnologiesTOP: Conceptual

89. ____ allow(s) employees to participate in courses which would otherwise be unattainable due togeographic, travel, or cost considerations.a. Job rotation b. Career development centersc. On-line developmentd. Corporate universities


90. A California-based manufacturer of high-performance bicycles has a permanent training facility inIdaho 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 forrecreational riding, as well as for amateur and professional racing. This employee developmentapproach would best be described as a/ana. coaching and team building approach. b. job-site training.c. outdoor training program.d. corporate university.


91. Senior managers and executives are often hired from outside the firm becausea. 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.

ANS: A PTS: 1 DIF: Moderate REF: p. 310OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRM

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TOP: Conceptual

92. A difficult boss, a bad job situation, and negative economic circumstancesa. are obstacles that can promote managers’ learning. b. negatively affect a manager’s interpersonal relations skills through the modeling process.c. are the main reasons for managerial failure.

d. are easily simulated in management training programs.

ANS: A PTS: 1 DIF: Moderate REF: p. 310 | Figure 9-10OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

93. A pre-supervisor training program should include all of the following topics EXCEPTa. basic management responsibilities. b. time management.c. technical job skills.d. human relations.


94. As director of training and development you are examining development programs for managersoffered by vendors. It will be MOST difficult to find a development program that addressesa. the temperament needed to deal with chaos and ambiguity. b. human relations skills, including motivation and teamwork.c. quality decision making.d. technical skills.

ANS: A PTS: 1 DIF: Moderate REF: p. 310 | Figure 9-10OBJ: 5 NAT: AACSB Analytic LOC: HRM

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 managementc. poor teamwork with subordinates and peersd. inability to balance work and family demands


96. All of the following are good coaching practices EXCEPTa. 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.


97. Managers learn by behavior modeling, which is

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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.



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 consultantwho is helping him improve his interpersonal skills. The consultant is also working with ChiefBrinkerhof to devise collaborative decision-making strategies that are efficient and effective. Thechief’s consultant is best described asa. a management mentor. b. a leadership coach.c. an executive role model.d. an arbitrator..


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 inturnover of valuable staff in the year since Mannie took over the department. As the senior HRexecutive, you decide that at this pointa. 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.


100. ____ is a relationship in which experienced managers aid individuals in the earlier stages of theircareers.a. Sponsorship b. Management coachingc. Mentoringd. Modeling

ANS: C PTS: 1 DIF: Easy REF: p. 312OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRMTOP: 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.

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102. For the less-experienced manager, the last stage in a successful mentoring relationship is ____ the

mentor.a. disengagement from b. reversal of roles withc. friendship withd. replacement of

ANS: C PTS: 1 DIF: Moderate REF: p. 313 | Figure 9-11OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

103. Common problems with management development programs include all of the following EXCEPTa. 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.


104. Kelly spent four days at a training program on the use of improved hygiene procedures to reduceinfections in long-term care facilities. Six months later, Kelly has not been able to implement thesemethods due to resistance by the nursing staff and lack of interest by the medical director. The HRterm for Kelly’s experience isa. translation failure.

b. non-transference of training.c. encapsulated development.d. cultural inertia.


TRUE/FALSE

1. Talent management is growing in importance because workers with needed skills are harder to find

than in the past.


2. Succession planning should be done for all key jobs in the organization, even if they are low in thehierarchy. ANS: T PTS: 1 DIF: Moderate REF: p. 284OBJ: 1 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

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3. Most job seekers value career development over work/life balance or compensation. ANS: T PTS: 1 DIF: Easy REF: p. 284OBJ: 1 NAT: AACSB Reflective Thinking LOC: Motivation ConceptsTOP: Conceptual

4. Automated talent management systems have grown in importance since in the last recession, firmssometimes laid off too many talented people. An automated talent management system helps avoidterminating employees needed for succession purposes. ANS: T PTS: 1 DIF: Easy REF: p. 285OBJ: 1 NAT: AACSB Technology LOC: Information TechnologiesTOP: 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. ANS: T PTS: 1 DIF: Moderate REF: p. 287


6. Succession planning focuses both on emergency replacements for critical positions and making surethat other successors will be ready with some development. ANS: T PTS: 1 DIF: Moderate REF: p. 288OBJ: 2 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

7. In most closely-held family firms formal succession plans are not needed because succession is passedon through succeeding generations.

ANS: F PTS: 1 DIF: Easy REF: p. 290OBJ: 2 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

8. A favored way organizations develop sustained competitive advantages through human resources is tohire outside talent into the firm rather than to take years to develop the talent internally. ANS: F PTS: 1 DIF: Challenging REF: p. 290OBJ: 2 NAT: AACSB Reflective Thinking LOC: HRMTOP: 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 waswrong, and that David should be taken off the company’s “fast track” development program. ANS: F PTS: 1 DIF: Challenging REF: p. 293 | Figure 9-3OBJ: 2 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

10. Organization-centered career planning requires the individual employee to take charge of his/hercareer and chart a path of advancement through the organization.

ANS: F PTS: 1 DIF: Easy REF: p. 294

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11. A career path designed to retain employees must map out steady upward progression through theorganization.

ANS: F PTS: 1 DIF: Moderate REF: p. 295OBJ: 3 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

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

ANS: T PTS: 1 DIF: Moderate REF: p. 295OBJ: 3 NAT: AACSB Analytic LOC: HRMTOP: Application

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


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

OBJ: 3 NAT: AACSB Analytic LOC: HRMTOP: Conceptual

15. A plateaued employee who is meeting performance expectations is a good candidate for a lateralmove.


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.


17. Recent college graduates often experience entry shock in their first job because they resent the closesupervision and the highly-defined problems they are assigned at work after the relative freedom andindependence of school.

ANS: F PTS: 1 DIF: Moderate REF: p. 298OBJ: 3 NAT: AACSB Reflective Thinking LOC: HRM

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TOP: Conceptual

18. Phased-retirement is generally used as a means of allowing older employees with outdated skills togradually leave the organization.

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


19. Job sequencing allows women to interrupt their careers for family considerations without having anegative impact on their ultimate advancement.


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


21. As an HR manager, when you do career planning for a high-potential employee who has a spouse witha professional occupation, it would be a good idea to sit down with both the employee and the spouse. ANS: T PTS: 1 DIF: Easy REF: p. 301OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

22. Most global firms find it is better to have expatriates rather than locals staff the management positionsof their foreign operations because expatriates require less training and development than do the locals. ANS: F PTS: 1 DIF: Easy REF: p. 302OBJ: 4 NAT: AACSB Reflective Thinking LOC: Environmental InfluenceTOP: 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 developmentefforts need to be closely tied to current and immediate organizational needs. ANS: F PTS: 1 DIF: Moderate REF: p. 303


24. Since development is not tied to the employee’s current job requirements, and the organization’senvironment changes rapidly, it is unwise to tie development activities too closely to currentorganizational strategy. ANS: F PTS: 1 DIF: Moderate REF: p. 288 | Figure 9-2| p. 303OBJ: 4 NAT: AACSB Reflective Thinking LOC: Environmental InfluenceTOP: Conceptual

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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.


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

ANS: T PTS: 1 DIF: Easy REF: p. 305OBJ: 5 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

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

ANS: F PTS: 1 DIF: Easy REF: p. 305OBJ: 5 NAT: AACSB Reflective Thinking LOC: HRM

TOP: Conceptual

28. Job rotation tends to be an expensive form of employee development because it takes time for rotatedemployees to become familiar with their new units. ANS: T PTS: 1 DIF: Easy REF: p. 307OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRMTOP: Conceptual

29. Ann’s supervisor is enthusiastic about instituting outdoor training into their organization. Ann isconcerned that it may not be appropriate because the physical nature of the training and the hazardsinvolved. A number of Ann’s subordinates are over 50 and some are physically-challenged. Ann’s

concerns are realistic.

ANS: T PTS: 1 DIF: Easy REF: p. 308OBJ: 6 NAT: AACSB Analytic LOC: HRMTOP: Application

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


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 anexecutive coach for John.

ANS: F PTS: 1 DIF: Easy REF: p. 312OBJ: 6 NAT: AACSB Analytic LOC: HRMTOP: Application

32. One of the major problems with management development efforts is that faddish training methods aretoo often used regardless of their actual efficacy..

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33. Encapsulated development occurs when a single work unit in an organization is used to pilot test newtraining programs.

ANS: F PTS: 1 DIF: Easy REF: p. 313OBJ: 6 NAT: AACSB Reflective Thinking LOC: HRMTOP: Definitional

ESSAY

1. What is talent management and how is it linked to other HR functions? Why is it growing inimportance?

ANS:

Talent management involves the attraction, development and retention of human resources. Talentmanagement focuses on having the right individuals ready for the jobs when they are needed, andmaintaining 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-performingcontributors to the organization who are retained. Visualizing talent management as a bridge showshow 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 qualifiedworkforce that matches the needs of the organization. Talent management is more important now fororganizations because the changing demographics of the workplace (e.g., retiring baby boomers). Thegrowing need for highly skilled workers means that organizations will need to find and generate morequalified employees and retain them as a pool of internal talent who can be moved into other jobs asopenings occur.


2. What is the difference between organization-centered and individual-centered career planning? Whyshould HR departments facilitate individual-centered career planning if these individuals might notstay 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 onan 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 foremployees and communicates these paths to them. Organizations benefit from helping employees plantheir careers by self-assessment, feedback on reality, and setting career goals. Clear career paths in theorganization and knowledge of their place in the succession plans of the organization encourage keyemployees 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 theorganization. It encourages the individual to gain skills and capabilities that the organization needs. PTS: 1 DIF: Moderate REF: p. 294-296 OBJ: 3 NAT: AACSB Reflective Thinking LOC: HRM TOP: Conceptual

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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 keyemployees. Succession planning is important because the productivity of the organization is affected ifkey 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. Inaddition, if employees know that they have the opportunity to move into key jobs, it motivates them tostay and to perform well. Succession planning can guide management development as gaps inemployee capabilities are revealed. Succession planning allows organizations to know when they havethe time and resources to develop successors internally, and when these successors will need to behired from outside the organization. Key mistakes in succession planning include the failure to haveclear succession plans at all. Also, many firms with succession plans only focus on the CEO or topmanagement jobs. Ideally, middle and lower-level management jobs and key non-management jobsshould 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 ofits 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 instrumentsand exercises designed to diagnose a person's development needs. Typically the assessment activitiesinclude in-basket exercises, role-playing, tests, cases, leaderless-group discussions, computer-basedsimulations 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. Assessmentcenters can identify key variables such as leadership, initiative, and supervisory skills. They are alsouseful as a selection tool to identify managerial potential and can overcome many of the biasesinherent 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. Psychologicaltests are sometimes easily faked by test-takers and sometimes have low validity. They are not useful ifthey 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 developmentinformation, performance appraisals must be designed specifically for this purpose. Purelyadministrative performance appraisals are not as useful.


5. What are the main career challenges for women? What can organizations do to make better use of itsfemale talents?

ANS:

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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 progressioncompared with men is attributed mostly to the fact that women bear most of the responsibilities forchild-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 whenthey 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 whichmanagers are chosen to be promoted into more senior management jobs. These jobs are not compatiblewith 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. PTS: 1 DIF: Moderate REF: p. 300-301 OBJ: 4 NAT: AACSB Reflective Thinking LOC: HRM TOP: Conceptual

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