Chapter 5—Talent Management, Training, and Development
MULTIPLE CHOICE
1. _____ provides employees with specific, identifiable knowledge and skills for use in their present jobs.
a.
Pre-screening
b.
Recruiting
c.
Networking
d.
Training
2. Organizations must continually train their current employees because of:
a.
the need to increase the rate of attrition.
b.
rapid technological innovation.
c.
the lack of competition from businesses in low labor cost countries.
d.
low involuntary turnover rates of U.S. employees.
3. Which of the following statements is true of global competitiveness?
a.
Globally, there is a decline in the supply of specialized skilled and technical workers
signaling a worldwide crisis in education.
b.
For U.S. employers, the challenge related to training a globally competitive workforce has
increased because of the decline in specialized skilled and technical workers.
c.
Despite its shortcomings, the U.S. educational system is generating an increasing supply
of specialized skilled and technical workers.
d.
Companies that send their employees abroad should focus more on skills and technical
capabilities training rather than wasting their time in preparing them for the host country’s
culture.
4. The planned introduction of new employees to their jobs, coworkers, and the organization is referred
to as _____.
a.
orientation
b.
organizational entry
c.
socialization
d.
indoctrination
5. In the _____ phase of the training process, competencies of a company, a group, or an individual are
measured to determine if training can help.
a.
needs assessment
b.
implementation
c.
evaluation
d.
design
6. The loan review department at a major regional bank has an exceptionally high turnover of both
administrative assistants and analysts. Several analysts have quit within six months of taking the job.
In this scenario, a(n) _____ analysis would most accurately reveal if there is a need for training in this
department that would reduce the level of turnover.
a.
job/task
b.
organizational
c.
individual
d.
productivity
7. The most common approach for making individual analysis is to:
a.
analyze organizational outcomes.
b.
predict future organizational needs.
c.
use performance appraisal data.
d.
review the jobs involved.
8. Once training requirements have been identified using needs analyses, training objectives and
priorities can be established by:
a.
conducting orientation programs.
b.
conducting exit interviews.
c.
conducting a “SWOT analysis.”
d.
conducting a “gap analysis.”
9. Active practice occurs when:
a.
job-related tasks and duties are performed by trainees during training.
b.
off-the-job training is provided to new employees at a job.
c.
trainees are shown how to actively multitask.
d.
e-learning tools are used to deliver training.
10. At Plantsman’s Eden nursery, new workers are trained in proper techniques for planting rooted
cuttings. As part of the training, each of the workers is given ten seedlings to plant. Their planting
techniques are then checked by the trainer. This best exemplifies:
a.
active practice.
b.
behavior modeling.
c.
cross training.
d.
conference training.
11. The fire fighters of Lake Hogan Fire Department train constantly to keep their skills honed so that they
can respond quickly to sudden changes in an emergency situation. This best exemplifies:
a.
behavioral modeling.
b.
overlearning.
c.
reinforcement and immediate confirmation.
d.
spaced practice.
12. The most elementary way in which people learn is _____, which involves copying someone else’s
behavior.
a.
behavioral modification
b.
behavioral modeling
c.
cognitive practice
d.
positive reinforcement
13. Molly, a customer service representative for an insurance company, was rude to one of her customers.
The customer immediately contacted Molly’s supervisor and lodged a complaint. Molly’s supervisor
then reprimanded Molly and recorded the incident in her file. Molly has made a conscious effort ever
since not to repeat the same mistake. This best exemplifies:
a.
the law of effect.
b.
delayed reinforcement.
c.
transfer of training.
d.
behavioral modeling.
14. One way to aid transfer of training to job situations is to ensure that:
a.
the trainers have high levels of self-efficacy.
b.
the trainees are not troubled with follow-up exercises.
c.
the trainers focus primarily on informal training.
d.
the training mirrors the job context as much as possible.
15. The most common method of delivering training at all levels in an organization is:
a.
on-the-job training.
b.
cross training.
c.
web-based training.
d.
informal training.
16. Which of the following is true about on-the-job training (OJT)?
a.
It can disrupt regular work in an organization.
b.
It is the least flexible of all the available employee training methods.
c.
It is more expensive than classroom training.
d.
It is typically outsourced to external firms.
17. Which of the following is true about on-the-job training (OJT)?
a.
It is less disruptive to the work flow than other types of employee training methods.
b.
It is flexible and relevant to what employees do.
c.
It is more expensive than classroom training.
d.
It is typically outsourced to external firms.
18. Which of the following is a disadvantage of the on-the-job training (OJT)?
a.
Incorrect information from the supervisor can be transferred to the trainees.
b.
It is the least flexible of all the available modes of employee training.
c.
It is more expensive than classroom training.
d.
External firms are typically used for training purposes.
19. Dr. Smith, a veterinarian, has hired Carlos as an assistant. On Carlos’s first day at work, Dr. Smith
shows him the technique of holding a cat for vaccination. First, Dr. Smith describes the technique and
then he practically shows the process of vaccination. Later he asks Carlos to hold the cat and corrects
the mistakes Carlos makes while holding the cat. This is an example of:
a.
cross-training.
b.
virtual training.
c.
simulation training.
d.
on-the-job training.
20. For employers, one of the advantages of cross training employees is:
a.
narrowed job jurisdictions.
b.
increased employee productivity without pay raises or bonuses.
c.
better union relations.
d.
employee development.
21. For the employer, the two major advantages of cross training employees are employee development
and:
a.
narrowed job jurisdictions.
b.
increased employee productivity without pay raises or bonuses.
c.
better union relations.
d.
flexibility in assigning work.
22. Cross training occurs when:
a.
people are trained to do more than one job.
b.
the training takes place outside the employing organization.
c.
e-learning is used as the primary mode for delivering the content of training.
d.
the training occurs through interactions and feedback among employees.
23. Unions view cross training unfavorably primarily because:
a.
it threatens job jurisdiction.
b.
it adds supervisory roles to part-time employees’ duties.
c.
it reduces effective wages per hour.
d.
it increases worker productivity and thus threatens job security.
24. Which of the following best exemplifies cooperative training?
a.
A medical school that uses simulations where the students can perform operations without
harming real patients
b.
An e-learning program on corporate leadership in which the trainee interacts with the
trainer and other trainees via a blog
c.
On-the-job training in an IT firm wherein a supervisor works closely and continuously
with subordinates
d.
A community college program in solar panel installation partnering with solar panel
installation companies providing internships
25. Which of the following statements is true about e-learning?
a.
Financial service companies were among the last to use Internet training.
b.
E-learning is not flexible enough to be used for off-the job training.
c.
E-learning provides easy access to more employees than does conventional training.
d.
E-learning is relatively more expensive per trainee than conventional training methods.
26. Joshua, the director of training, must demonstrate to the top management the amount of financial
benefits the company has realized from the expenditure on the mechanics training program. Joshua
needs to prepare a(n):
a.
return-on-investment analysis.
b.
net gain calculation.
c.
actual versus proposed budget comparison.
d.
results evaluation.
27. When using _____ to evaluate training, HR professionals in an organization, typically gather data on
training and compare them to data on training at other organizations of similar size in their industry.
a.
the results approach
b.
benchmarking
c.
cost/benefit analysis
d.
return-on-investment analysis approach
28. If talent management is effective in a firm, it is most likely that:
a.
the voluntary turnover among the high potential employees will be essentially zero.
b.
the organization will not have to use the external labor market except in emergencies.
c.
the cost of labor in the firm will be lower than its direct competitors.
d.
the firm has a succession plan in place for all holders of critical jobs.
29. Which of the following is a common mistake made by organizations during succession planning?
a.
Including the board of directors, along with the HR in the process of CEO succession
b.
Focusing on the other employees apart from the top management
c.
Allowing the CEO to direct the planning process
d.
Looking externally as well as internally for succession candidates
30. A(n) _____ is a sequence of work-related positions a person occupies throughout life.
a.
career
b.
job ladder
c.
profession
d.
occupation
31. Carmelo, the editor of a business department of a national news magazine, went through a sequence of
jobs in the company before he achieved this position. He joined as a staff reporter, then got promoted
to technology reporter, then to editor of the business department, and then to deputy managing editor
before achieving his current position. This is:
a.
an example of a non-traditional career path.
b.
the result of organization-centered career planning.
c.
a demonstration of the cyclical nature of careers.
d.
a series of career transitions.
32. The HR department at Total Utilities is planning an internal career day which will feature workshops
on various careers at Total Utilities, opportunities for work in the overseas locations of Total Utilities,
and presentations by HR staff on training and development opportunities available at Total Utilities.
This is an example of:
a.
individual-based career development.
b.
organization-centered career planning.
c.
career mapping.
d.
training and development outsourcing.
33. Individual-centered career planning primarily focuses on:
a.
the logical progression of people through jobs in an organization.
b.
an organization’s long-term staffing needs.
c.
succession planning for key positions.
d.
an employee’s personal characteristics and his/her life and work goals.
34. _____ are tools to help people identify their interests, what they do well, what they do not like, and
their strengths and weaknesses.
a.
SWOT analyses
b.
Neuropsychological tests
c.
Career goal settings
d.
Self-assessment tests
35. Gerald is confused as to why his 28-year-old daughter is changing jobs for the third time since she
graduated from college. His daughter tells him that she has learned everything she could from her
current job and that it is time to move on. Gerald’s daughter is in the stage of her career where most
people’s needs and concerns are:
a.
to identify interests and acquire capabilities.
b.
to focus on making as high a salary as possible because this affects their earning potential
for the rest of their lives.
c.
to achieve personal integrity and incorporate their values into their work life.
d.
to establish their political power base within their organization.
36. Josh is 32 years old. He worked for a financial organization for seven years after graduating with a
bachelor’s degree. He received three promotions during that period. Recently, he was fired by his
employers and is now working part-time as a bartender while training as an X-ray technician. Josh is
experiencing:
a.
a career plateau.
b.
a Protean career.
c.
career sequencing.
d.
a career transition.
37. Margaret is a 54-year-old manager in the client support services department of a heavy equipment
manufacturer. She has been with the company throughout her career and has had a steady rise in the
hierarchy through promotions. She has performed well in numerous training and development
programs. Margaret currently meets performance expectations. In the judgment of Margaret’s
superiors, she has “topped out” and will not be qualified for further advancement. Which of the
following statements is most appropriate for Margaret’s situation?
a.
In the future, Margaret should be considered for lateral moves.
b.
Margaret should receive stretch assignments to bring out her latent potential.
c.
Since Margaret has no potential to advance, she should be encouraged to take phased
retirement.
d.
Margaret should receive coaching and perhaps be moved to another organization.
38. As a development technique, the best lateral transfers:
a.
facilitate upward career progress in the organization.
b.
encourage employees to learn new skills that increase their marketability.
c.
encourage the redundant employee to leave the company voluntarily without being
terminated.
d.
provide a monetary incentive for taking on new work.
39. Which of the following is true of career plateaus?
a.
Plateaued employees are poor candidates for training and development because they have
reached the highest level for which they are suitable in their organizations.
b.
Career plateaus are a sign that valuable resources are not being used appropriately.
c.
Career plateaus are more likely to occur in a person’s early career rather than in one’s later
career.
d.
An employee who defines career success in terms of upward mobility would view a career
plateau as a sign of failure.
40. When is a career plateau most likely to occur?
a.
When an employee starts gaining new skills
b.
When an employee employs the strategy of job sequencing
c.
When an employee becomes unmotivated and quits
d.
When an employee cannot advance upward within an organization
41. Paul has completed two months at his first job. He is dissatisfied with his unsupportive supervisor, the
lack of specific feedback, and the logistical aspects of solving problems. This best exemplifies a(n)
_____.
a.
entry shock
b.
feedback on reality
c.
cyclical career
d.
premature career plateau
42. Which of the following statements is true of training and development?
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.
43. What impact does development have on an individual’s career?
a.
The employee is likely to acquire abilities to handle a variety of assignments beyond those
required for his or her current position.
b.
The employee’s career goals will be subordinated to the organization’s goals.
c.
The individual’s marketability at other organizations will be reduced due to employer–
specific specialization.
d.
The employee’s ability to learn specific behaviors is likely to be compromised.
44. When opportunities for promotion are scarce, a good way to keep employees motivated and develop
their talents within the organization is:
a.
to send them to a corporate university.
b.
to encourage practices of glass ceiling.
c.
to give them a sabbatical or leave of absence.
d.
to rotate them through lateral transfers.
45. 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.
46. Wilderness excursions as a development tool:
a.
are the enjoyable segment of indoor training.
b.
can help revaluate an employee’s personal goals and efforts.
c.
act as an outdoor version of an assessment center.
d.
are losing popularity because of the risk of reducing an employee’s self-confidence.
47. Clarence is the Assistant Vice President of quality control for a medical equipment manufacturing
firm. However, Clarence is currently teaching science in a high school in Haiti. At the end of the
school semester, Clarence will resume his job duties with his employer. Clarence is:
a.
in phased retirement.
b.
an executive educator.
c.
rotating through a non-core function.
d.
on a sabbatical leave.
48. Senior managers and executives are often hired from outside a firm because:
a.
it does not take the 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 absent in-house.
49. What is the most common reason managers fail after being promoted to management?
a.
Lack of confidence
b.
Poor time management
c.
Poor teamwork with subordinates and peers
d.
Inability to balance work and family demands
50. Managers learn by behavior modeling, which involves:
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.
pairing junior managers with senior managers in assistant positions.
51. _____ is a relationship in which experienced managers in a company aid individuals in the earlier
stages of their careers.
a.
Sponsorship
b.
Management coaching
c.
Management mentoring
d.
Modeling
52. Kelly spent four days at a training program centered on the use of improved hygiene procedures to
reduce infections in long-term care facilities. Six months later, Kelly has not been able to implement
these methods due to resistance from the nursing staff and the lack of interest of the medical director.
The HR term for Kelly’s experience is:
a.
translation failure.
b.
nontransference of training.
c.
encapsulated development.
d.
cultural inertia.
TRUE/FALSE
1. “Soft” skills are critical in many instances in a business environment and can be taught.
2. The frequent changes to which organizations must adapt demands at present that employees be
continually trained to update their capabilities.
3. Ideally, training should be viewed tactically rather than strategically.
4. A strategic mind-set leads top management to understand that training is the sole answer to most
employee and organizational performance problems.
5. Most global firms find it is better to have expatriates as their expatriates often are well-trained in
skills and technical capabilities and much better prepared for the host country culture.
6. Training plans allow organizations to identify what is needed for employee performance before
training begins.
7. Orientation is the planned introduction of new employees to their jobs, coworkers, and the
organization.
8. Assessing organizational training needs is the execution phase of a training plan.
9. The most common approach for making individual analysis is to use performance appraisal data.
10. A gap analysis identifies the difference between what an individual employee knows and what the
employee should know in order to perform the job satisfactorily.
11. Carlene, a customer executive, arrives at the training facility of the company full of enthusiasm
because she is really excited about learning how to cope with difficult customers. She has encountered
a number of intransigent customers and is eager to see what “tricks” the trainers can show her. This
shows that Carlene has the motivation to learn.
12. Active practice occurs when trainees perform job-related tasks and duties during training.
13. The concept of reinforcement is based on the law of effect, which states that people tend to avoid
repeating actions that give them a positive reward.
14. Carlene is a new usher at a performing arts center. She was paired with Joseph, an experienced usher,
for her first show. Carlene observes Joseph during the show and imitates how he handles the guests in
the next show. This scenario illustrates the process of behavior modeling.
15. A year after the equine safety program was conducted in a riding stable, the volunteers remembered
that they must always cross-tie the horses while they groom and saddle them. From the given data, it
can be concluded that the content of the training was successfully transferred.
16. In contrast to informal training, which is planned, on-the-job training should occur spontaneously.
17. On-the-job training can be smoothly integrated into the regular work flow.