Chapter 6: Training and Developing Employees to Serve
TRUE/FALSE
1. At Starwood Hotels and Resorts Worldwide, during training they stress being “on point.”
2. Wall-to-wall training involves training every employee throughout the organization.
3. Hospitality service providers should be trained only in the skills necessary to deliver the service
expected.
4. The most complicated and expensive measure of assessing training effectiveness is participant
feedback.
5. Effective hospitality organizations wait until there is a report of a problem to assess their service
product.
6. The Ritz-Carlton’s Leadership Center focuses solely on training employees within the company.
7. The most common training method is computerized presentations.
8. On-the-job training generally works by having two new employees work together to learn the job.
9. Career paths should be visible only to upper management, who will make decisions about which
employees to encourage.
10. Effective training should lead to behavioral change.
11. One way to measure the value of a training program is to take “before and after” measurements.
12. Guest and employee feedback can contribute to the effectiveness of training programs.
13. The best way to measure the effectiveness of training is also the cheapest: participant feedback.
14. According to Len Berry, guests judge the overall quality of service on these factors: reliability,
responsiveness, assurance, empathy, and tangibles.
15. Training can be worthwhile even if it does not contribute to overall organizational effectiveness in
some tangible way.
16. The normal sequence for developing a training program would be for training to be soon followed by a
needs assessment.
17. The usual determinant of whether to use in-house or external training is cost.
18. Training tends to look backward to identify and correct past deficiencies; development tends to look
forward to get employees ready for the future.
19. Although audiovisual training is an effective training tool, it is not particularly cost-effective.
20. Educational reimbursement programs should usually be limited to courses directly related to
on-the-job performance in the present.
21. The most commonly used training technique in the hospitality industry is the one-on-one,
learning-by-doing strategy.
22. Organizations should try to define the objectives of a training program and measure the outcomes of
training.
23. The average company spends an amount equal to about 15% of its payroll on training-related efforts.
24. As a training method, a lecture presentation has these advantages: It is cheap, time efficient, and to the
point.
25. An advantage of audiovisual training is that employees learn the many different ways in which
standard, required tasks can be done.
MULTIPLE CHOICE
26. Which of the following is NOT a key factor that customers use to judge the overall quality of service
as defined by Len Berry?
a.
responsiveness
b.
assurance
c.
satisfaction
d.
reliability
27. In the United Sates alone, roughly how much is spent annually on organizational training?
a.
$100 million
b.
$1 billion
c.
$10 billion
d.
$100 billion
28. During training, Disney cast members are taught the four parts of the Disney Mission. In order of
importance, they are
a.
safety, show, efficiency, courtesy.
b.
safety, courtesy, show, efficiency.
c.
honesty, care, encouragement, duty.
d.
efficiency, safety, focus, loyalty.
29. Which of the following is NOT a key principle that should be followed when developing an effective
training strategy?
a.
the big picture
b.
formalized learning
c.
determined focus
d.
continuous improvement
30. Companies can use ________ to see if there has been a behavioral change in their employees since
training.
a.
guests
b.
tests
c.
photos
d.
mystery shoppers
31. The ultimate and most sophisticated level of evaluating training effectiveness is
a.
participant feedback.
b.
organizational performance.
c.
content mastery.
d.
behavioral change.
32. On which of the following levels does needs assessment NOT take place?
a.
organizational
b.
individual
c.
industry
d.
task
33. A fairly inexpensive way to get training for one or two key people is to
a.
produce a specially tailored in-house program.
b.
send them to a university program.
c.
fire them.
d.
talk to them about what they could do better.
34. One of audiovisual training’s main advantages is to
a.
standardize the presentation of the material.
b.
provide entertainment, which keeps employees focused.
c.
allow other employees to gain acting experience.
d.
let new employees bond while training.
35. Retraining can be useful for all of the following employees EXCEPT those
a.
who have burned out.
b.
who have become unable to perform their current jobs because of technological
developments.
c.
who have quit.
d.
whose jobs have been eliminated.
36. Employees should be given the chance to advance because
a.
humans have a need to grow and develop.
b.
employees appreciate the fact that their organization makes the opportunity available.
c.
it can enhance their loyalty to the company.
d.
all of the above.
37. Which of the following is NOT true of development programs?
a.
The best hospitality organizations believe in them.
b.
They get employees ready for the future, rather than improving their present skills.
c.
They fulfill the needs of employees for personal growth.
d.
They send a negative message to employees, suggesting that they may not be good
enough.
38. Which of the following is the most typical on-the-job training technique?
a.
training by speakerphone
b.
work-team seminars
c.
computerized instruction
d.
one-on-one supervised experiences
39. Wall-to-wall training refers to the idea that
a.
everybody at one location in an organizational chain is trained.
b.
employees are trained to do each job at their physical location.
c.
everybody throughout the organization receives training.
d.
maintenance staff must learn to keep hospitality interiors clean.
40. Training people in “the big picture” accomplishes which goal?
a.
It formalizes the benchmarking process.
b.
It helps employees to see how their jobs relate to overall organizational goals.
c.
It accommodates the information-processing limitations of employees.
d.
It allows everyone to focus more directly on guest key drivers.
41. The assessment of the need for a training program takes place at which three levels?
a.
task, individual, and industry
b.
departmental, organization, and industry
c.
industry, organizational, and individual
d.
organizational, task, and individual
42. Which of the following statements is TRUE of training costs?
a.
In-house training is always more effective than external training.
b.
External training is cheaper than in-house training.
c.
Developing higher levels of employee expertise means higher training costs.
d.
Training costs are cheaper when everybody is in one location.
43. Just what type of training to offer employees
a.
is obvious.
b.
is sometimes difficult to determine.
c.
depends on the service-failure rate.
d.
depends on where in the delivery system the employees are located.
44. A major advantage of the Traditions training at Disney is that
a.
it teaches new employees the Disney culture.
b.
it reduces the cost of the Disney experience.
c.
it helps to benchmark the best employees against one another.
d.
it creates formal status barriers between top management and employees.
45. Audiovisual training is most cost-effective as a training device when
a.
employees can rent them at a local video store.
b.
the number of different organizational locations is large and geographical dispersion is
great.
c.
the job that the video is designed to teach is constantly changing.
d.
the training department is very large.
46. The way to assess whether training has had a real and lasting effect is by measuring
a.
participant feedback.
b.
content mastery.
c.
behavioral change.
d.
student grades.
47. Formalized learning refers to
a.
the process of building learning into the job.
b.
making learning mandatory for everyone.
c.
institutionalizing the expectation that everyone must learn.
d.
all of the above.
48. Training provided for organizational members by persons or groups within the organizational itself is
called
a.
apprenticeship training.
b.
cross-functional training.
c.
internal training.
d.
mandatory training.
49. A training process in which the employee moves through a series of job assignments in different
functions over specific time frames is called
a.
apprenticeship training.
b.
cross-functional training.
c.
on-the-job training “plus.”
d.
rotational on-the-job training.
50. Employee development is typically focused on
a.
correcting current skill deficiencies.
b.
emphasizing specific, task-oriented skills.
c.
getting people ready for their future.
d.
all of the above.