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Q:
The two outer poles in the spectrum of assessment activities are:
A) self assessment and interactional assessment.
B) self assessment and organizational assessment.
C) organizational assessment and formal assessment.
D) self development and self assessment.
Q:
Han is going through the process of identifying his skills, values, and interests. He is in the ________ phase of career development.
A) education
B) discovery
C) direction
D) assessment
Q:
What are the primary challenges that firms typically face when implementing career development programs? How can firms address the additional challenge of dual-career couples?
Q:
A couple whose members both have occupational responsibilities and career issues at stake is referred to as a(n) ________.
Q:
The two-income family is becoming increasingly common.
Q:
When both members of a couple have careers and occupational responsibilities, their personal lives are less likely to affect their performance.
Q:
The glass-ceiling phenomenon affects women more in South Korea than in the U.S.
Q:
Barriers to the advancement of women and minorities are clearly visible and can be eliminated through career development strategies.
Q:
Too much of an emphasis on career development can be detrimental to an organization by creating unrealistic expectations, leading to dissatisfaction and poor performance.
Q:
If career development is over-emphasized, the organization may suffer when employees become more concerned about their image than their actual performance.
Q:
In the past, career development in bureaucratic organizations was initiated and driven by the employees themselves, but now, employees take up less of a role in their individual career development.
Q:
Many companies view career development as a good way to prevent job burnout.
Q:
The employee-empowerment approach to career development is especially beneficial in flat organizations where advancement opportunities are greater.
Q:
Additional Case 9.1
Ron, the CEO at CableNet, wants to invest in career development because he is concerned that the firm is not prepared to meet future needs and challenges. Rudy, the operations manager, states that CableNet has already invested significantly in employee training, and a career development program would be a costly duplication. Rudy produces a recent productivity and quality study that shows significant improvement among employees to support his assertion that a development program is unnecessary. Charles, an IT manager, states that most supervisors currently discuss career options with their subordinates as part of the management process. Charles asserts that managers are taking care of their employees well enough and that nothing else is necessary. Tanya, the HR director, suggests that assigning employees to various jobs would give them a wider base of skills at a minimal expense. She asserts that an active career development program would help the company with EEO-related matters, which are a concern to her. The workforce is about 30% female and 45% minority, but upper management is 100% Asian-American male.
Refer to Additional Case 9.1. Tanya's comments show that the company is most likely facing the challenge of:
A) meeting the needs of a diverse workforce.
B) forming unrealistic employee expectations.
C) overemphasizing career advancement.
D) investing too much in development.
Q:
Dual-career couples are best described as couples:
A) who participate in career development programs.
B) whose members both have career issues at stake.
C) whose members have both received career counseling.
D) who are able to combine work life and home life.
Q:
Ken and Vicki are a dual-career couple. Ken has received an overseas assignment, but Vicki is concerned that she will be unable to obtain employment authorization. How does the text suggest handling such issues?
A) Encouraging Vicki to telecommute
B) Helping Vicki obtain a temporary resident visa
C) Paying for Ken and Vicki to visit each other monthly
D) Offering Ken another position from the firm's main office
Q:
Which of the following is NOT a common issue associated with dual-career couples?
A) Experiencing conflicts between personal lives and career lives
B) Needing flexible scheduling to handle childcare responsibilities
C) Struggling with career advancements that involve a geographic move
D) Requiring additional health care benefits to cover both members of the couple
Q:
Nearly ________% of all couples are working couples.
A) 90
B) 80
C) 75
D) 50
Q:
Which of the following is most likely a true statement?
A) The glass ceiling is a problem exclusive to the United States.
B) Women and minorities tend to be excluded from informal career development efforts.
C) Since the 1991 glass ceiling study, women have attained appropriate representation in directorship positions.
D) Barriers to women and minorities in the workplace no longer exist as a result of government intervention programs.
Q:
According to a 1991 government study on the "glass ceiling":
A) women were excluded from formal recruitment efforts.
B) employers failed to provide formal career development programs.
C) women and minorities were held back from lower-level management positions.
D) minorities and disabled workers were excluded from upper-level management positions.
Q:
The "glass ceiling" is best defined as the:
A) official boundary in an organization that prohibits minorities and women from rising to upper-level job positions.
B) filtering of minority group members and women into non-revenue producing areas of a business.
C) informal barrier that prevents women and minorities from advancing their careers within firms.
D) expansion of opportunities for minorities and women in the workplace required by EEO laws.
Q:
Which of the following is LEAST likely a negative aspect of career development programs that foster unrealistic advancement expectations?
A) Employee dissatisfaction
B) Poor performance
C) Increased turnover
D) Discrimination
Q:
Marcus is trying to encourage his employees to think and plan for their future careers. He's concerned, however, that he might create or feed unrealistic expectations. Marcus is most likely trying to answer which of the following questions?
A) How much career emphasis is enough?
B) Who's responsible for career development?
C) How does one meet the needs of a diverse workforce?
D) Whose goals should be met, those of the organization or the individual?
Q:
Which of the following most likely suggests that career development is emphasized too much in an organization?
A) Employees take total responsibility for their career development.
B) Employees spend time with supervisors seeking career advice.
C) Employees make numerous lateral moves within a department.
D) Employee job performance is neglected for networking opportunities.
Q:
Chloe, Operations Manager of Brant International, is trying to encourage employee empowerment in the business. She supports letting employees take total responsibility for their career development. As the head of HR, you would most likely:
A) realize that giving total responsibility to employees may leave them without the guidance and understanding they need to develop their careers.
B) agree that while this is done in most companies, it is too expensive for Brant to implement at this time.
C) follow her suggestion, knowing that employee empowerment of this sort will increase worker morale and productivity.
D) believe that the company should play the most active role in employees' career development.
Q:
Career development in traditional bureaucratic organizations differs from that in more modern organizations in that:
A) bureaucratic organizations left career development solely to the employees, while modern organizations implement career development for employees.
B) bureaucratic organizations supported employee empowerment, while most modern organizations shy away from employee empowerment.
C) bureaucratic organizations saw career development as something that was done "for" employees, while modern organizations view it as something in which the employee must play a role.
D) bureaucratic organizations saw career development as something that would improve the individual employee, while modern organizations see career development as something that will improve the company as a whole.
Q:
A number of events and forces in the business environment have shaped the move in career development from corporate to individual responsibility, including:
A) increasing stock option opportunities.
B) the empowerment movement.
C) global recruiting efforts.
D) hiring increases.
Q:
Who is responsible for an employee's career development in most modern companies?
A) Supervisors
B) HR department
C) Employees
D) Organization
Q:
________ is an ongoing and formalized effort that focuses on developing enriched and more capable workers.
Q:
Mergers, acquisitions, and downsizings have shifted the responsibility of career development from employees to employers.
Q:
Initial career development efforts focused on the individual. As the field advanced, it integrated career development into organizational needs.
Q:
Career development differs from training by its purpose, its content, and its time frame.
Q:
Additional Case 9.1
Ron, the CEO at CableNet, wants to invest in career development because he is concerned that the firm is not prepared to meet future needs and challenges. Rudy, the operations manager, states that CableNet has already invested significantly in employee training, and a career development program would be a costly duplication. Rudy produces a recent productivity and quality study that shows significant improvement among employees to support his assertion that a development program is unnecessary. Charles, an IT manager, states that most supervisors currently discuss career options with their subordinates as part of the management process. Charles asserts that managers are taking care of their employees well enough and that nothing else is necessary. Tanya, the HR director, suggests that assigning employees to various jobs would give them a wider base of skills at a minimal expense. She asserts that an active career development program would help the company with EEO-related matters, which are a concern to her. The workforce is about 30% female and 45% minority, but upper management is 100% Asian-American male.
Refer to Additional Case 9.1. Charles' comments suggest that the company's career development efforts are primarily based on:
A) job rotation.
B) mentoring.
C) coaching.
D) training.
Q:
Additional Case 9.1
Ron, the CEO at CableNet, wants to invest in career development because he is concerned that the firm is not prepared to meet future needs and challenges. Rudy, the operations manager, states that CableNet has already invested significantly in employee training, and a career development program would be a costly duplication. Rudy produces a recent productivity and quality study that shows significant improvement among employees to support his assertion that a development program is unnecessary. Charles, an IT manager, states that most supervisors currently discuss career options with their subordinates as part of the management process. Charles asserts that managers are taking care of their employees well enough and that nothing else is necessary. Tanya, the HR director, suggests that assigning employees to various jobs would give them a wider base of skills at a minimal expense. She asserts that an active career development program would help the company with EEO-related matters, which are a concern to her. The workforce is about 30% female and 45% minority, but upper management is 100% Asian-American male.
Refer to Additional Case 9.1. Rudy's comments most likely suggest that he:
A) is confused between the concepts of training and development.
B) realizes the importance of meeting employee career demands.
C) hopes to retain the most competent employees for many years.
D) dislikes the idea of linking career development with performance appraisals.
Q:
Additional Case 9.1
Ron, the CEO at CableNet, wants to invest in career development because he is concerned that the firm is not prepared to meet future needs and challenges. Rudy, the operations manager, states that CableNet has already invested significantly in employee training, and a career development program would be a costly duplication. Rudy produces a recent productivity and quality study that shows significant improvement among employees to support his assertion that a development program is unnecessary. Charles, an IT manager, states that most supervisors currently discuss career options with their subordinates as part of the management process. Charles asserts that managers are taking care of their employees well enough and that nothing else is necessary. Tanya, the HR director, suggests that assigning employees to various jobs would give them a wider base of skills at a minimal expense. She asserts that an active career development program would help the company with EEO-related matters, which are a concern to her. The workforce is about 30% female and 45% minority, but upper management is 100% Asian-American male.
Refer to Additional Case 9.1. Which of the following best describes Ron's primary concern?
A) Ensuring that the organization has a diverse and well-trained staff
B) Preparing employees for anticipated management openings
C) Helping employees balance their work and personal lives
D) Matching employee strengths and interests
Q:
Tomas is considering his company's most critical needs and challenges in the future and his own strengths and interests. Tomas is most likely in the process of:
A) linking his needs to the firm's needs.
B) laying the groundwork for a mentoring program.
C) establishing a management development program.
D) evaluating the marketability of his skills in a global setting.
Q:
Lillian, the VP of HR, insists that a career development program should be implemented at Dresses, Inc. She notes that employee turnover is increasing and many employees complain that they feel stuck in dead-end jobs. Patty, the president of HR, claims that due to the recent economic downturn, it is impossible to implement such a program. From this scenario, it is most likely that:
A) Lillian does not recognize the cost-benefit factors in implementing a career development program.
B) Patty does not place enough importance upon the vital need of career development.
C) Lillian overestimates the value of career development.
D) Patty is more economically savvy than Lillian.
Q:
Initially, companies viewed career development as a program to meet organizational needs. Now, it is also looked upon as a way to meet employees' needs. This shift in perspective is most likely due to all of the following EXCEPT:
A) the pressures of downsizing.
B) the pressures of technological change.
C) employee demands for career advancement opportunities.
D) the need for global firms to meet short-term strategic goals.
Q:
Currently, firms primarily view career development as a way to meet all of the following goals EXCEPT:
A) reducing job burnout.
B) reinforcing affirmative action.
C) improving quality of work life.
D) expanding tenure opportunities.
Q:
The purpose of career development has changed over time and shifted its focus from the:
A) organization to both the organization and the individual.
B) individual to the organization.
C) organization to the individual.
D) individual to the community.
Q:
Which of the following best explains why the career development field has experienced significant change in recent decades?
A) More college graduates pursue careers with non-profit organizations.
B) Self-employment is a preferred career path for professionals.
C) Career paths are less structured and predictable.
D) Job security is an important career element.
Q:
Career development is best defined as a:
A) one-time event or opportunity to enhance long-term skills.
B) formal, organized, ongoing effort to develop people skills.
C) highly selective process which guarantees success.
D) process that focuses on immediate job requirements.
Q:
Unlike training, career development:
A) has a short-term focus.
B) is initiated by employees.
C) has a broad scope.
D) benefits the organization.
Q:
How can training and socialization benefit both employees and employers?
Q:
________ is the process of informing new employees about what is expected of them in the job and helping them cope with the stresses of transition.
Q:
Employee mentoring programs are effective during the settling-in stage of socialization.
Q:
Orientation involves informing new employees about job expectations and is intended to reduce employee stress.
Q:
Discrimination in the training process occurs frequently because EEO regulations and anti-discrimination laws do not apply to employee training and development.
Q:
During the ________ of socialization, workers begin to feel like a part of the organization where they work.
A) anticipatory phase
B) encounter phase
C) settling-in phase
D) separation phase
Q:
Layne has noticed high turnover among recent hires at her company. During exit interviews, several employees said that their job responsibilities simply weren't what they had expected and that this was their basis for leaving. In order to avoid this kind of problem in the future, Layne should most likely:
A) revamp employee orientation.
B) initiate a realistic job preview program.
C) provide diversity training.
D) provide cross-functional training.
Q:
During which phase of socialization will an individual most likely have unrealistic expectations about the firm and the job?
A) Encounter
B) Anticipatory
C) Orientation
D) Settling-in
Q:
Orientation differs from socialization in that:
A) orientation is often a short-term program while socialization is a longer process.
B) socialization is often a short-term program while socialization is a longer process.
C) orientation is more valuable than socialization.
D) socialization is more expensive than orientation.
Q:
According to the text, the most important training opportunity for an employee is:
A) development.
B) retraining.
C) orientation.
D) problem-solving.
Q:
As an HR manager, how would you implement a skills training program? How can job aids enhance skills training?
Q:
How can firms use technology for employee training? How can firms use technology to provide employees with job aids after training?
Q:
You are developing a training program and trying to choose between OJT, off-site-training, and computer-based training. What are the strengths and weaknesses of each type?
Q:
Realistic information about the demands of the job, the organization's expectations of the job holder, and the work environment is called a(n) ________.
Q:
________ is the mastery of basic skills.
Q:
A creativity training technique in which participants are given the opportunity to generate ideas openly, without fear of judgment is referred to as ________.
Q:
High-performing workers who double as internal on-the-job trainers are called ________.
Q:
________ is training employees to perform operations in areas other than their assigned job.
Q:
External sources of information that workers can access quickly when they need help in making a decision or performing a specific task are referred to as ________.
Q:
________ is the use of a number of technologies to replicate the entire real-life working environment in real time.
Q:
A(n) ________ is a device or situation that replicates job demands at an off-the-job site.
Q:
Training effectiveness can be measured in either monetary or nonmonetary terms.
Q:
Common training subjects for virtual teams include enhancing communication skills, using technology, and managing group members.
Q:
Job aids and performance support systems help employees recall information learned through training.
Q:
The most common type of training is customer service training.
Q:
Research has shown that students who receive virtual reality training are more nervous when they perform their actual duties than are students who receive classroom training.
Q:
The best types of jobs for use of VR training are those that require practice, visualizing, and working from a remote location.
Q:
Simulations replicate job demands at an off-the-job location and are commonly used when actual equipment is costly or dangerous.
Q:
Computer-based training tends to be more costly than classroom training.
Q:
Teletraining consists of employees and managers commuting to off-site job-training areas.
Q:
Off-the-job training is more costly for companies than on-the-job training.
Q:
Job rotation and apprenticeships are forms of on-the-job training.
Q:
Training objectives should be stated in behavioral terms whenever possible.
Q:
It is beneficial but not necessary for training objectives to relate to the KSAs of the job.
Q:
Tommy is examining his company's business climate and short-term and long-term goals as preparation for implementing a training program. He is performing a business analysis.
Q:
Task analysis examines department hierarchies, organizational culture, and job requirements.
Q:
The training process is composed of two phases: (1) needs assessment and (2) development and conduct of training.