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Human Resource
Q:
Despite being a formal process involving an outsider, arbitration tends to be much faster, simpler, and more private than a lawsuit.
Q:
Due to the amount of money invested in placing employees in international assignments, companies are prepared to place repatriates into appropriate roles that leverage the experience and skills gained through the international role.
Q:
The open-door policy is an example of an alternative dispute resolution.
Q:
The implementation of flexible work schedules and part time work can lead to positive outcomes for both the organization and individual employees.
Q:
Creating a formal discipline process is a primary responsibility of the human resource department.
Q:
A job posting system that is linked to internal training opportunities is likely to increase the effectiveness of the system.
Q:
According to the hot-stove rule, an organization's discipline should give warning and have consequences that are consistent, subjective, and immediate.
Q:
One of the guidelines for effective job posting systems is posting all permanent promotion and transfer opportunities for at least one week before recruiting outside the organization.
Q:
In general, employers may conduct random searches of areas like desks, lockers, and toolboxes at any point in time without any justification to the employee.
Q:
One way to motivate managers to effectively perform the role of career counselor for their employees is to link their compensation to positive employee development outcomes.
Q:
Counseling sessions are less time consuming and more cost-effective compared to other career development methods.
Q:
When a decision to discharge an employee is explained and implemented in a fashion that is socially sensitive, considerate, and empathetic, it fulfills the principle of outcome fairness.
Q:
A company will socialize their employees in order to ensure that they have the ability to be successful at a variety of organizations within a particular industry.
Q:
Procedural justice is a judgment that takes employees' feelings into account while carrying out discharge actions.
Q:
Executive coaching is described as a practical, goal-focused form of personal one-to-one learning for executives.
Q:
Outcome fairness involves the ends of a discipline process, while procedural and interactional justice focus on the means to those ends.
Q:
Some commonly used developmental programs include assessment centers, job rotation programs, in-house training programs, and tuition-refund or assistance plans.
Q:
Employees can sue employers for wrongful discharge only if the employee was contracted under an employment-at-will.
Q:
Generally, organizations encourage voluntary turnover among top management since it is inexpensive.
Q:
Psychological assessment is used by the organization to make early identifications of individuals with exceptionally high career potential.
Q:
Career resource centers consist of methods for evaluating employees potential for growth and development in the organization.
Q:
Career counseling sessions often are conducted on a one-on-one basis.
Q:
Career-planning workshops consist of questions and exercises designed to guide individuals to figure out their strengths and weaknesses, job and career opportunities, and necessary steps for reaching their goals.
Q:
Two tools often used to assist individuals in their self-assessments include career-planning workshops and career workbooks.
Q:
Career management activities are conducted independently of other HR activities.
Q:
(p. 279-281) What is succession planning and what are its benefits? What are the three stages for an effective program for developing high-potential employees?
Q:
Delayering means jobs are reclassified more broadly, yet old reporting lines exist to maintain managerial control.
Q:
(p. 274-278) What are the four steps of a basic career management system?
Q:
Gen Y employees are looking for stability and finding jobs that will pay them the highest level of compensation regardless of the content of the job.
Q:
(p. 273) How do managers and peers develop employees through coaching?
Q:
One of your employees, who has been with the company for 7 years, is frustrated after a reorganization. You should suggest that they complete a self-assessment to determine next steps in their career. This is a good suggestion?
Q:
(p. 272) What are group mentoring programs?
Q:
The most effective career development programs take into consideration the goals of both the individual and the organization.
Q:
(p. 268-271) What are the different ways in which job experiences help in employee development?
Q:
The internal focus of career refers to the actual series of job positions held by the individual, while the external focus refers to the way an individual views his or her career.
Q:
(p. 266-267) What is 360-degree feedback? What are its advantages and disadvantages?
Q:
List a few trends adopted by organizations to improve work-family balance.
Q:
(p. 264) Describe a leaderless group discussion.
Q:
List a few recommendations to help the organization make the process of downsizing less traumatic and fair.
Q:
(p. 262-264) What is the function of the Myers-Briggs Type Indicator (MBTI)? What are the different areas of preferences described by MBTI?
Q:
List a few guidelines for effective jobposting systems.
Q:
(p. 260-261) What are the different kinds of formal educational programs that organizations may use to support employee development?
Q:
What aspects must be considered while choosing a training method?
Q:
(p. 259-260) Discuss the relationship between training, development, and careers.
Q:
List the two categories into which training methods are divided. Define each method with examples.
Q:
(p. 282) An Individual Coaching for Effectiveness program is designed to:
A. help managers with dysfunctional behaviors.
B. improve the technical skills of employees.
C. help prepare managers for overseas assignments.
D. reduce the effects of the glass ceiling.
E. attract and retain ambitious managerial employees.
Q:
What are the different ways of making content meaningful so as to increase retention?
Q:
(p. 281) The process for developing a succession plan begins with:
A. reviewing the existing talent.
B. linking succession planning with other human resource systems.
C. identifying the positions to be planned for.
D. establishing position requirements.
E. deciding how to measure employees' potential for being able to fill requirements.
Q:
What are the four mechanisms that help goal setting improve performance?
Q:
What are the benefits of developing learning objectives for a training program?
Q:
(p. 280) In the case of succession planning, job assignments for high-potential employees are based on:
A. the personal preferences of these employees.
B. the immediate needs of the organization.
C. the willingness of departments to accommodate these employees.
D. the successful career paths of the managers whom these employees are preparing to replace.
E. the availability of special assignments such as serving on committees and task forces.
Q:
List the three major steps involved in the basic process of training and explain the goal of each step.
Q:
(p. 280) Which of the following is true about succession planning?
A. It ensures that middle management systematically reviews leadership talent in the company.
B. It provides a set of developmental experiences that managers must complete to be considered for top management positions.
C. All companies have a succession plan ready when they need one.
D. It identifies a specific replacement for each managerial position within the company.
E. It focuses on low-to-medium potential employees.
Q:
Assume you are conducting a training program. What types of data should you collect to evaluate the training?
Q:
(p. 279) _____ is the process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant.
A. Acculturation
B. Leaderless group discussion
C. Benchmarking
D. Data gathering
E. Succession planning
Q:
(p. 279) The glass ceiling is likely caused by:
A. a lack of developmental relationships.
B. the presence of a diverse workforce.
C. the presence of too many mentors for the female employees.
D. the presence of women with technical skills.
E. providing challenging job assignments to high-potential employees.
Q:
How is it determined when training is needed and when might training not be appropriate?
Q:
What can be done to maximize transfer of training back to one's job?
Q:
(p. 279) Circumstances that resemble an invisible barrier that keep most women and minorities from attaining the top jobs in organizations are referred to as the:
A. revolving door.
B. fixed wall.
C. glass ceiling.
D. closed door.
E. glass escalator.
Q:
(p. 277) During the action planning and follow-up step of the career management process, the employer:
A. has the responsibility of communicating the performance evaluation.
B. should identify opportunities and personal areas needing improvement.
C. should ensure that the goal is specific.
D. is responsible for identifying the steps and timetable to reach the goals.
E. should identify resources needed.
Q:
Why is it important for a trainer to gain the support of trainees and others? How may that support be garnered?
Q:
(p. 277) The final step in the career management process is:
A. self-assessment.
B. reality check.
C. goal setting.
D. action planning.
E. feedback.
Q:
Which of the following statements is true regarding training evaluation?
A) Most companies recognize the importance of evaluation and conduct comprehensive evaluations
B) Favorable trainee reaction data virtually guarantees that a training program was effective
C) Without evaluation it is very difficult to show that training was the reason for any improvement
D) A CEO would not be interested in changes to organizational results as a result of a training program
E) Testing trainees after the training, but not before, is an effective means to assess the degree to which participants mastered the content
Q:
(p. 277) What is the organization's responsibility in the goal-setting stage of the career management process?
A. To identify what skills can be developed realistically
B. To identify goals and methods to determine goal progress
C. To identify steps and a timetable to reach goals
D. To ensure that the goal is specific, challenging, and attainable
E. To communicate performance evaluation and opportunities available to the employee
Q:
The accounting department is adopting a new software program, and training will be provided on the new program to employees in the accounting department. What step of the training process would let the training department know if the training should be conducted for department other than the accounting department?
A) Evaluation
B) ROI
C) Development
D) Assessment
E) Gap Analysis
Q:
(p. 277) Usually the employer conducts the reality check as part of a performance appraisal or as the _____ stage of performance management.
A. self-assessment
B. action planning
C. goal setting
D. data gathering
E. feedback
Q:
A national corporation has completed its first phase of diversity awareness training. HR has been asked to evaluate the training to measure changes in participants understanding of current laws related to diversity and determine future training initiatives. Which methodology would yield the best results?
A) Using statistical measures of association and correlation
B) Running experiments with control groups from benchmark companies
C) Gathering qualitative information from training participants
D) Interviewing training participants to discuss their reactions to the training
E) Testing participants through the use of a pre and post test on the key points of the program
Q:
(p. 276) In the feedback step of the career management process, the employee is primarily responsible for:
A. ensuring that the goal is specific, challenging, and attainable.
B. identifying company resources needed to reach goals.
C. identifying what skills he/she could realistically develop in light of the opportunities available.
D. identifying resources needed, including courses, work experiences, and relationships.
E. identifying strengths, weaknesses, interests, and values.
Q:
Which of the following is MOST likely to be included in a new-hire orientation program?
A) Product knowledge training, skill gap analysis, process work flow
B) Company history, policies and procedures, employee introductions
C) Product knowledge training, communication skills, interpersonal skills
D) Listening skills, creative problem solving, motivational skills
E) Conflict resolution, EEO laws, and listening skills
Q:
(p. 276) The step in the career management process in which employees receive information about their skills and knowledge and where these assets fit into the organization's plans is called:
A. self-assessment.
B. feedback.
C. goal setting.
D. action planning.
E. data gathering.
Q:
Which training method allows the trainee to take responsibility of learning the knowledge or skills at his or her own pace?
A) Job rotation
B) Podcasting
C) Experiential learning
D) Massed learning
E) Self-directed learning
Q:
(p. 275) Which of the following helps identify employees' preferences for working in different types of environments like sales and counseling?
A. Myers-Briggs Type Indicator
B. Self-Directed Search
C. Leaderless group discussion
D. Occupational Outlook Handbook
E. Strong-Campbell Interest Inventory
Q:
Which of the following training method is used to reproduce physiological and psychological conditions of the real world? A) Computer-assisted instruction (CAI) B) On-the-job training (OJT) C) Programmed instruction (PI) D) Equipment simulation E) Job rotation
Q:
(p. 275) The _____ is a self-assessment tool that helps employees identify their occupational and job interests.
A. Myers-Briggs Type Indicator
B. Self-Directed Search
C. Leaderless group discussion
D. Occupational Outlook Handbook
E. Strong-Campbell Interest Inventory
Q:
__________ is a feeling of control and accomplishment.
A) Locus of control
B) Positive attitude
C) Consciousness
D) Overlearning
E) Self-efficacy
Q:
Trainee characteristics related to trainability include __________.
A) opportunity to perform trained tasks
B) a positive climate for learning
C) high cognitive ability
D) time for practice
E) reinforcement of continuous learning
Q:
(p. 275) The career management process starts with:
A. self-assessment.
B. goal setting.
C. reality checking.
D. identifying the steps and timetable to reach a goal.
E. specifying competencies to be developed.
Q:
(p. 275) The step in the career management process in which psychological tests, such as Myers-Briggs Type Indicator and the Strong-Campbell Interest Inventory, are used is:
A. follow-up.
B. reality check.
C. goal setting.
D. action planning.
E. data gathering.
Q:
Podcasts are an effective method of training because:
A) It allows for trainees to learn new motor skills
B) Trainees are more engaged in the training
C) It allows for two-way communication
D) Whole learning is most effective
E) Use of computers is in decline
Q:
(p. 275) What is the employee's responsibility in the data gathering stage of career management?
A. To identify opportunities and areas needing improvement
B. To communicate performance evaluations
C. To identify steps and a timetable to reach goals
D. To provide assessment information to identify strengths, weaknesses, interests, and values
E. To ensure that goals are specific, challenging, and attainable