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Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
Chapter 8: Training, Development, and Careers
Test Bank
Multiple Choice
1. A(n) ______ is a systematic evaluation of the organization, the jobs, and the
employees to determine where training is most needed and what type of training is
needed.
A. compliance training
B. training transfer
C. training needs assessment
D. organizational analysis
2. Colleen is an instructional designer for ABC Company and works closely with the
human resource team when there is a training request. She determines what training is
needed and ensures that the goals of the training are aligned with the organization’s
strategy. What is Colleen’s process an example of?
A. organizational analysis
B. compliance training
C. training needs assessment
D. job analysis
3. What is the benefit of a training needs assessment?
A. to determine whether training is needed
B. to determine how good the previous training was
C. to determine the cost of training
D. to determine organizational goals and strategies
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
4. Roderic is a new human resource professional at a company. He will be working to
develop a training program for a new business that the company is launching. Which
component in the training needs assessment process should Roderic use first to learn
more about the organization so that he aligns the training to the company’s goals and
strategies?
A. managerial analysis
B. organizational analysis
C. job analysis
D. person analysis
5. When conducting an organizational analysis, the training manager asks questions to
understand the organization’s attitudes about training. Attitudes about training are part
of the company’s______.
A. resources
B. goals
C. strategies
D. culture
6. An organization that tends to invest few resources in new hire training because it
focuses on hiring the best talent is using the ______ strategy.
A. develop
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
B. sell
C. buy
D. SME
7. Paloma works for a lawn care company. To maintain the organization’s safety
certification, 2 hr of annual training for employees is required by law. This requirement is
an example of how ______ affects training programs.
A. organizational resources
B. the external environment
C. ethical decision-making
D. the Uniform Guidelines
8. ______ training programs are required by employers to conform with current
government guidelines and to avoid legal liability.
A. Compliance
B. Transfer
C. Legal
D. Needs assessment
9. Which approach to job analysis is well suited for the development of training?
A. task–KSAO
B. questionnaires
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
C. interviews
D. observations
10. Considering the characteristics of employees when developing a training program is
referred to as ______.
A. job analysis
B. person analysis
C. needs analysis
D. performance analysis
11. Thad is a car salesman. When customers buy a car, they are asked to complete a
customer satisfaction survey to evaluate their experience with Thad. In planning for
training, this is an example of ______.
A. obtaining person analysis data
B. job performance simulation
C. job analysis
D. training goal development
12. Jeb is responsible for training school bus drivers on ways to manage children’s
behavior on the bus. The vast majority of drivers are retired and do this work for extra
income. He recalls from their applications that only a few drivers indicated they are
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
comfortable using computers. Based on the demographics of these bus drivers, which
training delivery method might Jeb want to avoid?
A. lectures
B. on-the-job training
C. behavioral modeling
D. eLearning
13. A test is one way to collect data for a ______.
A. needs assessment
B. person analysis
C. job analysis
D. performance simulation
14. Kevin made a mistake using a piece of machinery on the job. Consequently, a
coworker was injured. An external regulator who came in to investigate determined that
Kevin was trained insufficiently to be running the machine. For what is the company
liable?
A. compliance training
B. safety training
C. ethics training
D. negligent training
15. Hermia is a highly skilled surgeon who specializes in a complex procedure. She is
training a number of medical residents on the procedure. What does this exemplify?
A. role modeling to improve diversity
B. a subject matter expert as a trainer
C. mentoring to improve motivation
D. coaching to increase results
16. Which statement best describes learning?
A. the completion of effective training
B. the attainment of a sense of mastery
C. the acquisition of new knowledge, skills, and behaviors
D. the accomplishment of a task
17. ______, or a person’s belief that they can accomplish a task, is one of the most
important predictors of training effectiveness.
A. Trainee motivation
B. Self-efficacy
C. Cognitive ability
D. Socialization
18. Lisa is confident she will make it through sales training without any problems.
Rachel, on the other hand, does not think she will do well. Lisa’s training goes well, and
despite some challenges, she successfully completes training and is ready to move
forward in her role on-the-job. Rachel, however, quickly gives up when she is
challenged and does not make it through the training. This is an example of how
______ can influence the effectiveness of training.
A. self-efficacy
B. incentives
C. goals
D. motivation
19. Goal setting theory and expectancy theory are important to understand because
______ is a significant predictor of training success.
A. trainee motivation
B. self-efficacy
C. massed learning
D. results criteria
20. Macrae, a manager, set goals for his team that are achievable yet challenging. He
believes this strategy motivates his team to be high performers. What does this
illustrate?
A. goal setting theory
B. feedback
C. expectancy theory
D. metacognitive theory
21. ______ states that setting specific, difficult yet achievable objectives for people will
lead to the highest performance.
A. Self-efficacy
B. Goal setting theory
C. Expectancy theory
D. Massed learning
22. ______ suggests that if a person sees that their efforts will lead to greater
performance, and if they believe that performance will lead to an outcome that they
value, they will be more motivated.
A. Goal setting
B. Spaced learning
C. Expectancy
D. Massed learning
23. Lamarre is completing training at an automotive company, where he is learning to
be an airbag technician. What action on Lamarre’s part demonstrates metacognitive
skills?
A. seeking help
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
B. trying harder
C. self-assessment
D. seeking feedback
24. ______ skills include the person’s ability to step back and assess their own
performance. For example, stepping back to ask whether they are doing well in training.
A. Metacognitive
B. Feedback
C. Informing
D. Transfer
25. ______ refers to whether or not the training results in changes in performance on
the job.
A. Training transfer
B. Onboarding
C. Training utility reactions
D. Overlearning
26. Brady, a human resource professional, is asked to coordinate empathy training for
doctors providing care in a telemedicine program. He first assesses what the doctors
know about empathy and then provides simulations for them to apply their knowledge.
With practice, the doctors’ ratings for demonstrating empathy with patients over the
phone increase as evidenced by survey results. Brady’s training program appears to
facilitate ______.
A. metacognitive skills
B. training transfer
C. learning schemas
D. trainee motivation
27. ______ refers to whether there is support for the use of training in the organization.
A. Gamification
B. Compliance training
C. Training transfer climate
D. Transfer through principles
28. Training is more likely to transfer when there are ______, in other words, when the
training environment is similar to the work environment.
A. identical elements
B. massed learning opportunities
C. spaced learning opportunities
D. gamification elements
29. Saralee and Wally are both sent to training to learn a new data entry system.
Saralee is provided access to a computer-based training environment that duplicates
the system she will be working in on-the-job. Wally, however, sits through a lecture and
is shown screen shots of an older version of the system in a slide presentation. When
they return to the job after training, Saralee has an easier time accessing and
performing in the live system than Wally does. Based on the information in this
scenario, why is that?
A. Saralee has stronger cognitive abilities than Wally.
B. Saralee has a more adaptable personality than Wally.
C. Saralee works in a more supportive climate than Wally.
D. Saralee was trained with more identical elements than Wally.
30. In ______, training transfer is enhanced by training employees on the concepts
behind the content being taught.
A. onboarding
B. transfer through principles
C. job rotation
D. training relevance
31. Earl is a trainer in a call center and starts each of his trainings by helping the
trainees understand why they are expected to do certain things. Earl finds that when he
explains the ______ behind the content he is teaching, the trainees perform better.
A. climate
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
B. cognition
C. principles
D. schema
32. ______ is a training transfer technique in which trainees record their on-the-job
behaviors and whether they are performing the behaviors they learned in training.
A. Transfer through principles
B. Behavioral tracking
C. Spaced learning
D. Training relevance
33. Teale, a trainer, spends time at the end of each training module reviewing the
trainees’ performance. Teale knows that providing ______ increases the effectiveness
of training by helping trainees make any needed adjustments in performance.
A. behavioral tracking
B. needs assessment
C. spaced learning
D. feedback
34. Denise is training to be a surgical technician. The instructor explains that arranging
surgical equipment precisely is critical to patient safety. The instructor includes this
information in her training to ______.
A. explain relevancy
B. provide a schema
C. share feedback
D. build rapport
35. An outline that helps a learner organize the training material for better retention is
a(n) ______.
A. schema
B. agenda
C. script
D. rubric
36. Why is it important to provide trainers with a schema?
A. to provide relevance about the content
B. to provide an outline of the material
C. to provide performance desired outcomes
D. to provide lecture notes for a job aid
37. ______ in training occurs when trainees practice a particular behavior in the training
situation until they can perform the behavior automatically without much cognitive effort.
A. Massed learning
B. Overlearning
C. Spaced learning
D. Behavioral tracking
38. As Denise advances through her training to become a surgical technician, she visits
the operating room with her instructor to practice setting it up. It is critical that Denise
learns the necessary steps so that she can perform them automatically when
emergencies occur. Based on the information in the scenario, what type of learning
does Denise need?
A. massed learning
B. basic learning
C. spaced learning
D. overlearning
39. Marabel develops training modules for a surgical technician program. She starts
with training goals and then chunks the content out accordingly into smaller sections
that will be presented over time. This is an example of ______.
A. massed learning
B. overlearning
C. spaced learning
D. programmed learning
40. ______ training involves a more senior employee teaching a newer employee how
to perform job tasks while doing the job.
A. Transfer through principles
B. Feedback
C. On-the-job
D. Transfer
41. On-the-job training is a key component of most ______ programs, wherein a person
enters and learns a trade or profession.
A. apprenticeship
B. promotion
C. career management
D. onboarding
42. Cody, a human resource professional, is asked to train the entire company on a new
safety procedure and has a short window of time in which to accomplish this
assignment. He chooses lecture as his delivery method because lectures are a good
way to ______.
A. get information to a large number of people in a short amount of time
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
B. present large amounts of dry information to diverse kinds of learners
C. communicate important techniques that must become muscle memory
D. have large numbers of people engage in practice opportunities for learning transfer
43. Amber is developing a training program for data scientists new to the insurance
industry. She provides access to the databases in which they will be working and
provides opportunities for practice. Amber also needs to provide context for the work the
data scientists will be doing, so she intersperses the interactive parts of training with
lectures to help create ______ for the learners to organize content and allow
opportunities for questions after practicing a skill.
A. engagement
B. a schema
C. simulations
D. programmed instruction
44. Pilots are trained using ______ to learn to respond safely to rarely occurring and
dangerous conditions.
A. programmed instruction
B. roleplaying
C. simulators
D. eLearning
45. One reason simulators are usually only used for specific jobs when safety is an
issue is they ______.
A. are time-consuming
B. are costly
C. are dangerous
D. require debriefing
46. Jace is conducting simulator training for astronauts. After each exercise, he
engages them in a discussion about what happened during the training session. This
discussion is an example of a ______.
A. lecture
B. programmed instruction
C. quiz
D. debrief
47. Helicopter mechanics are being trained by providing step-by-step instructions. After
each step is taught, the mechanics take a quiz to demonstrate mastery over the content
and then move on to the next step in the training. If they do not pass the quiz they must
repeat that portion of the training. What technique is this?
A. programmed instruction
B. lecture
C. simulation
D. eLearning
48. The frequent testing involved in programmed instruction offers ______ to the
learners for their performance.
A. support
B. feedback
C. assistance
D. respect
49. One caution about programmed instruction is that relying on it heavily, especially to
teach complex skills, may lead to learner ______.
A. overlearning
B. confusion
C. disengagement
D. cheating
50. ______ is a training that is delivered through an online platform via computers or
mobile devices
A. eLearning
B. Spaced learning
C. Massed learning
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
D. Gamification
51. What is eLearning best used to teach?
A. complex information
B. simple pieces of knowledge
C. hands-on technical skills
D. interpersonal skills
52. Adam teaches CPR. He shows a video to the class of someone performing chest
compressions and then he demonstrates chest compressions on a dummy. Next, he
asks students to practice on the dummy and provides feedback about their
performance. What training method is Adam using?
A. programmed instruction
B. behavioral tracking
C. feedback
D. behavioral modeling
53. Meri decides to use behavioral modeling training to teach supervisors how to
provide evaluation feedback. She demonstrates the steps involved in providing
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
feedback with a coworker and then pairs up the trainees for practice. The next step in
this training approach is to provide ______.
A. feedback
B. a test
C. additional practice
D. another demonstration
54. Sheri works with her group to increase collaboration skills. This is an example of
______ training.
A. face-to-face
B. team
C. mental model
D. diversity
55. ______ involve(s) trainees acting out in managerial situations such as counseling a
difficult subordinate.
A. Case studies
B. Gamification
C. Role-plays
D. On-the-job training
56. Corey coordinated an off-site training to help managers increase their employee-
coaching skills. He has designed a number of scenarios that managers will act out
together to help enhance their coaching skills. This training method is an example of
______.
A. games
B. role-plays
C. case studies
D. executive coaching
57. Julie is assigned to organize and deliver sales training at the annual leadership
meeting. To challenge the participants, she designs a competition in which the sales
staff work in teams to evaluate real-world business scenarios and develop plans of
action. Each team is awarded points based on their responses, and the team with the
highest score wins a prize. This is best described as a(n) ______.
A. assessment center
B. coaching session
C. game
D. behavioral modeling session
58. What kind of training teaches a person to be present in the moment and notice
things around them in nonjudgmental way?
A. diversity
B. mindfulness
C. gamification
D. guidance
59. ______ includes training that is made into a contest among employees in terms of
scores on their training performance.
A. Gamification
B. Simulation
C. On-the-job training
D. Job rotation
60. ______ is the process of helping new employees adjust to their new organizations
by imparting to them the knowledge, skills, behaviors, culture, and attitudes required to
successfully function within the organization.
A. Gamification
B. Informing
C. Onboarding
D. Job rotation
61. Effective onboarding programs focus on ______ new employees.
A. welcoming, informing, and guiding
B. welcoming, warning, and training
C. training, orienting, and warning
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
D. diversifying, welcoming, and guiding
62. Which is one purpose that assigning a buddy to a new employee serves for the new
hire?
A. completing performance appraisal
B. providing pay information
C. answering questions about the job
D. handling disciplinary issues
63. In onboarding, ______ includes activities such as having lunch with the new
coworker, having the new employee meet their manager, and inviting them to a social
activity or work meeting.
A. informing
B. welcoming
C. guiding
D. training
64. In the ______ portion of onboarding, it is important for new employees to receive
resources to help them learn what is expected of them and how to do their job well.
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
A. informing
B. welcoming
C. guiding
D. training
65. The ______ is a specific type of training designed to help welcome, inform, and
guide new employees. It is a great way to give new employees the information they
need in a short amount of time.
A. orientation program
B. on-the-job training
C. massed learning
D. apprenticeship
66. Kirkpatrick’s model of training outcomes classifies ______ as assessing how
trainees react to training, specifically, whether they liked it.
A. training relevance
B. training utility reactions
C. training transfer
D. reactions criteria
67. Kirkpatrick’s model of training outcomes classifies ______ reaction as the trainees’
belief that the training was actually relevant and useful to their jobs.
A. training learning
B. training utility
C. training behavior
D. training results
68. Kirkpatrick’s model of training outcomes classifies ______ outcomes as whether the
trainee actually gained some sort of knowledge or skill while in training.
A. results
B. reaction
C. learning
D. behavior
69. Kirkpatrick’s model of training outcomes classifies ______ outcomes as actual
actions on the job, often measured by the supervisor.
A. behavior
B. results
C. learning
D. reactions
70. Kirkpatrick’s model of training outcomes classifies ______ as what happens when
the training translates into increased company outcomes such as profits and
performance.
A. behavior
B. results
C. learning
D. reactions
71. ______ is the continual process of setting career-related goals and planning a route
to achieve those goals.
A. Goal-setting theory
B. Career management
C. Expectancy theory
D. Transfer of training
72. In career management, ______ includes job rotation, which refers to employees
who work on different assigned jobs within the same organization.
A. personal relationships
B. training
C. work performed
D. stretch assignments
73. In ______, employees are given a task, project, or responsibility that is outside their
current KSAOs.
A. job rotation
B. onboarding
C. training transfer
D. stretch assignments
74. One thing to avoid with stretch assignments is making them ______.
A. too time-consuming
B. so challenging that the employee fails
C. so complex that the employee needs help
D. too resource intensive
75. What is a lateral move without major changes in job duties, responsibilities, or
compensation called?
A. promotion
B. job rotation
C. transfer
D. demotion
True/False
1. Organizational problems are almost always caused by lack of training.
2. Assuming that a problem is a result of lack of training can cost a company a lot of
unnecessary resources.
3. Goals of training are developed based on the gap between what the job requires and
the knowledge, skills, abilities, and other characteristics that employees currently
possess.
4. Learning can occur either within or outside of the training context.
5. The outcome of training has little to do with trainees’ beliefs about what they can
accomplish.
Bauer, Human Resource Management, 1e
SAGE Publishing, 2020
6. An example of behavioral tracking is setting a reminder on one’s computer to track of
progress.
7. eLearning is usually less flexible and accessible than traditional classroom training.
8. Training evaluations can help to justify the use of organizational resources for
training.
9. It is helpful, but not necessary, to have a clear purpose for evaluating training.
10. Another name for a challenging assignment is a stretch assignment.
Essay
1. What steps are necessary for conducting a successful organizational analysis before
designing a training program?
2. Examine the characteristics of a trainee that contribute to the success of a training
program.
3. Explain what new employees can do to help themselves be successful during the
onboarding process.
4. Analyze the four categories of training evaluation described in Kirkpatrick’s
framework for evaluating training effectiveness.
5. Contrast individual best practices for career development and management with best
organizational best practices for career development and management.
