Deck 9: Human Resource Development

Question 1

Keep argues that the reason many Australian organisations spend little on HRD is because:

A) there is little evidence that HRD has a positive impact on productivity.
B) of the low level of education of many managers.
C) of the superior skill level of many employees.
D) the lack of trade union support for training and development activities.

Answer 1

of the low level of education of many managers.

Question 2

In today's business environment, training and development is required to:

A) support the organisation's business strategy.
B) maintain employee commitment and loyalty.
C) ensure an adequately skilled workforce.
D) manage workforce diversity.

Answer 2

support the organisation's business strategy.

Question 3

McLagen has identified six key areas of organisational change that are impacting on HRD. Which of the following is NOT one of those key areas?

A) Pressures for workforce productivity have intensified.
B) The pace of change is starting to slow.
C) Organisations continue to shift their focus to the customer and quality.
D) Work structure and design are changing dramatically.

Answer 3

The pace of change is starting to slow.

Question 4

Orientation is likely to be more successful if:

A) it is conducted by professional external orientation specialists.
B) it involves all levels of the organisation including the CEO.
C) it is completed in a concentrated and short time frame.
D) it is done over a period of time to avoid no information overload.

Question 5

Activities that involve preparing an employee for future responsibilities are described as:

A) training.
B) development.
C) orientation.
D) vocational.

Question 6

Training and development activities provide the most benefit to an organisation if they are:

A) low cost, short-term programs conducted in-house.
B) well attended by employees and managers.
C) conducted by outside specialist consultants.
D) aligned with the organisation's corporate objectives.

Question 7

Training for new employees that provides them with the skills necessary to meet the performance standards of the job is known as:

A) basic training.
B) training orientation.
C) group training.
D) entry training.

Question 8

Training and development is very closely linked to performance appraisal because:

A) both functions are carried out by the same people in most organisations.
B) strengths and weaknesses identified in the performance appraisal will be used to determine training needs.
C) training and development activities are only provided for those employees whose performance is considered to be below an acceptable standard.
D) both functions seek to gather and use the same employee-related data.

Question 9

Which of the following is not part of the systematic approach to training and development?

A) Evaluation
B) Assessment
C) Activity
D) Benchmarking

Question 10

The knowledge, skills, and abilities of an organisation's employees are known as:

A) human resources.
B) human relations.
C) employee relations.
D) human capital.

Question 11

Task variables can be identified through an examination of which of the following documents:

A) business strategy and employment contract.
B) job analysis and job description.
C) HR plans and performance appraisal results.
D) job specifications and sales records.

Question 12

The stage in the training and development process that involves making decisions about the content and process of the training and development activities is called the:

A) design phase.
B) consolidation phase.
C) activity phase.
D) operational phase.

Question 13

Case studies, in-basket exercises, role plays, and gaming are often used in:

A) job rotation.
B) management training.
C) technical services training.
D) orientation.

Question 14

An assignment to gain exposure to some specific knowledge and/or skills in order to prepare an employee to fill a particular job, is a training methodology known as:

A) mentoring.
B) coaching.
C) role play.
D) understudy assignment.

Question 15

On-the-job training might make use of all of the following EXCEPT:

A) secondments.
B) job rotation.
C) action learning.
D) in-basket exercises.

Question 16

A developmentally-oriented relationship between senior and junior colleagues or peers that involves advising, role modelling, sharing contacts and giving general support is:

A) mentoring.
B) coaching.
C) collaboration.
D) team management.

Question 17

The process of learning from other people's experience by simulating (copying) their behaviour is:

A) coaching.
B) behaviour modelling.
C) secondments.
D) vestibule training.

Question 18

The on-the-job approach to training where trainees are formed into a small group and asked to work on a defined project taken from their own organisation is:

A) in-basket exercises.
B) project assignments.
C) action learning.
D) role plays.

Question 19

Which of the following is NOT one of the steps involved in competency based training?

A) Assessing the competency
B) Capability profiling
C) Selecting training programs
D) Conducting job analysis.

Question 20

Training technologies include all of the following EXCEPT:

A) lectures and seminars.
B) computer-based training.
C) audiovisual presentations.
D) programmed instruction.

Question 21

Very few organisations measure training and development effectiveness. Those that do tend to:

A) be more concerned with the costs associated with training and development.
B) measure program popularity not the transfer of learning.
C) monitor attendance and time-away from regular duties.
D) assess trainers' delivery style and teaching techniques.

Question 22

The effectiveness of training can be measured by all of the following EXCEPT:

A) behaviour.
B) learning.
C) attendance.
D) reactions.

Question 23

If training effectiveness was evaluated by measuring the effects of the training on the achievement of the organisation's objectives, this effectiveness measure would be known as:

A) results.
B) behaviour.
C) learning.
D) reactions.

Question 24

If training effectiveness was evaluated by measuring changes in attitudes, interpersonal relationships and motivation that could be attributed to that training activity, then this effectiveness measure would be known as:

A) results.
B) behaviour.
C) learning.
D) reactions.

Question 25

If training and development add __________ ______, management will regard them as being as essentially to the organisation's success. If not, they will be viewed as an overhead expense and cut.

A) high profits.
B) low turnover.
C) good reputation.
D) measureable value.

Question 26

The core concepts of learning are:

A) relevance, reinforcement, transferability of training, activity versus passivity.
B) orientation, relevance, transferability of training.
C) induction, systems approach to training, relevance, activity versus passivity.
D) training needs analysis, distribution of learning, whole versus part learning.

Question 27

The process of spacing out training activities to produce more rapid learning and better retention is:

A) transfer of training.
B) knowledge of results.
C) distribution of learning.
D) practice and learning.

Question 28

Adult learning places emphasis on:

A) the use of more formal training methods.
B) one-way communication.
C) improving employee knowledge of technology advances.
D) learning by doing.

Question 29

Training that takes place away from the production area on equipment that closely resembles the actual equipment used on the job is known as:

A) interactive simulation.
B) vestibule training.
C) machine simulation.
D) adventure training.

Question 30

As a form of the off-the-job training, business games:

A) focus mainly on well recognised, team based, co-operative activities.
B) are more frequently used in public than private sector organisations.
C) are more effective when all management levels in an organisation are involved.
D) are motivating because they have intrinsic interest and high trainee involvement.

Question 31

The main aim of adventure or wilderness training is to:

A) teach managers about themselves and about working with other people.
B) give employees the opportunity to spend time outside of the organisation.
C) allow employees to mix with senior managers from a range of organisations.
D) enable employees to appreciate the external environment within which their organisation operates.

Question 32

The action learning approach to training and development is based on the assumption that people learn best when:

A) they are working in a team solving a case study from another organisation.
B) they are closely supervised and encouraged by their supervisor.
C) they work on real time problems in their own work setting.
D) they are continually undertaking new action-based tasks.

Question 33

With regard to the evaluation phase of human resource development activities, research evidence suggests that:

A) Australian managers are much more systematic in conducting effective appraisals than overseas managers.
B) new and better instruments for evaluation are continually being developed and utilised.
C) there is minimal organisational value derived from much management training and development.
D) public sector organisations are more committed to evaluation improvement than private sector organisations.

Question 34

In some situations, the costs and risks involved in training on real equipment are unacceptably high. In such cases, which type of training method would be employed?

A) Case studies
B) Role plays
C) Simulation training
D) Project assignments.

Question 35

Which technique is designed to give employees work experience in various parts of the organisation, allowing them to broaden their skills and knowledge?

A) Secondments
B) Action learning
C) Job rotation
D) Competency-based training

Question 36

A US study found that the costs associated with online teaching:

A) can usually be offset by improvements in productivity.
B) may be higher than the cost of face-to-face teaching.
C) may be lower than the cost of face-to-face teaching.
D) are basically the same as the costs involved with face-to-face teaching.

Question 37

Web-based instruction is seen as inappropriate for training in:

A) computer skills.
B) interpersonal relations.
C) degree level qualifications.
D) legal requirements of jobs.

Question 38

A recent innovation in the measure of training effectiveness has been:

A) customer feedback.
B) focus groups.
C) return on investment.
D) observation of performance.

Question 39

In the new information-based economy, the most important intellectual property;

A) is what is inside employees' heads.
B) is obtained through knowledge management.
C) needs to be patented as soon as it is developed.
D) comes from the long service of faithful employees.

Question 40

A study found that most Australian companies believe technology and innovation are important:

A) and have steadily increased budgets allocated to training and development over the years.
B) and this is reflected in the creation of learning laboratories in many companies.
C) but they do not include HRD as a key element in their business strategy.
D) so CEOs of these same companies support knowledge management endeavours.

Question 41

The distinction between training and development:

A) is determined by organisational culture.
B) is a function of the cost of the HRD program.
C) is often blurred and primarily one of intent.
D) is determined by whether the program is conducted internally or externally.

Question 42

The systematic introduction of new employees to their job, their colleagues, and the organisation is known as:

A) orientation.
B) job placement.
C) job alignment.
D) on-the-job training.

Question 43

Planned orientation activities should commence:

A) once the employee has finished training.
B) as soon as the employee joins the organisation.
C) as early as the job interview.
D) after their probationary period ends.

Question 44

What is one of the major benefits of conducting formal orientation programs?

A) It is a relaxed method of orientation
B) It facilitates the sharing of experiences
C) It increases the anxiety of the individual
D) It clearly indicates which employees do not 'fit in'

Question 45

The purpose of follow-up interviews with new employees is NOT to:

A) answer any unanswered questions.
B) clarify any misunderstandings.
C) evaluate the effectiveness of the orientation program.
D) determine if the employee is the right 'fit' for the firm.

Question 46

Group processes, such as action learning, reduce the effectiveness of individual training but promote:

A) transfer of training.
B) sharing of experiences.
C) distribution of learning.
D) knowledge of results.

Question 47

Employees from high power distance cultures (such as China and Japan) are more likely to prefer which training method?

A) Lecture-style instruction where the trainer is presented as an expert
B) Adventure or wilderness training
C) Role plays
D) Group discussion

Question 48

Which of the following methods would be the LEAST effective in transferring training to the workplace?

A) Job rotation
B) Coaching
C) Adventure training
D) Understudy assignment

Question 49

Which of the following statements is true of adult learners?

A) Adult learners do not need to understand the benefits of a training program in order for them to learn effectively.
B) Adults need to be self-directing rather than dependent learners.
C) Because adults have more experience, training does not have to be tailored to account for individual differences in background.
D) Adults are more comfortable with a subject-oriented approach to learning.

Question 50

Discuss the importance of conducting an accurate training needs analysis, and how this can be used to ensure that training provided is supportive of the organisation's business strategy.

Question 51

Identify and explain the three stages of the systematic training and development model, and discuss the importance of having accurate information on which to base decisions at each stage of the process.

Question 52

Outline the advantages and disadvantages of on-the-job and off-the-job training activities, and provide examples of when each approach would be most suitable.

Question 53

Assume you have been asked to design a cross-cultural management course for a group of managers about to take up managerial positions in several different countries. What issues would be particularly important for you, as the trainer, to know?

Question 54

What do you think will be the main trends in human resource development in organisations in the next few years?

Question 55

It is well known that adults learn differently from children. Discuss these differences.