1. Performance management is best categorized as a single event often associated with an annual performance appraisal process.
a.
True
b.
False
ANSWER:
False
2. Components of a performance management process usually identify training and development needs of individuals leading to concrete plans for development of skills, knowledge, and abilities.
a.
True
b.
False
ANSWER:
True
3. SMART goals are goals that are specific, measurable, attainable, realistic, and have a time frame.
a.
True
b.
False
ANSWER:
False
4. Development is described as a planned effort to develop employees’ knowledge, skills, and abilities to help employees perform better at their current jobs.
a.
True
b.
False
ANSWER:
False
5. The main goal of the Edmonton Police Service’s mental health program was to improve interactions between police officers and mentally ill individuals. This is clearly an example of a training initiative, NOT a development program.
a.
True
b.
False
ANSWER:
True
6. One of the intrinsic benefits of training and development is the benefits realized by society.
a.
True
b.
False
ANSWER:
False
7. According to research presented in the textbook, a negative relationship exists between per-employee expenditures on training and development and employee productivity levels.
a.
True
b.
False
ANSWER:
False
8. One of the reasons for the underinvestment in training and development by Canadian companies is the perception that training, learning, and development expenditures represent a cost rather than an investment.
a.
True
b.
False
ANSWER:
True
9. Quebec is the only province in Canada to have mandatory training laws for companies with net profits greater than $1 million.
a.
True
b.
False
ANSWER:
False
10. Organizations that incorporate training bonds into their training programs may have the ability to recover some of their training costs.
a.
True
b.
False
ANSWER:
True
11. The key environmental factors that drive human resources and training and development within an organization include technology, global competition, the labour market, and organizational strategy.
a.
True
b.
False
ANSWER:
False
12. Unlike many industrialized countries, Canada has NOT experienced in any meaningful way the notion of “skills mismatch.”
a.
True
b.
False
ANSWER:
False
13. Company ABC decides to provide selected employees with cultural sensitivity training as it contemplates opening an office in Shanghai, China. This is a clear example of strategic training.
a.
True
b.
False
ANSWER:
True
14. The trend toward flatter organizational structures is causing some element of blurriness in what constitutes traditional roles associated with management functions.
a.
True
b.
False
ANSWER:
True
15. An organization’s learning and training strategy most often will NOT directly influence its training and development programs.
a.
True
b.
False
ANSWER:
False
16. Restructuring, downsizing, and reengineering often lead to changes in employees’ tasks and responsibilities and so necessitate the need for training.
a.
True
b.
False
ANSWER:
False
2. Components of a performance management process usually identify training and development needs of individuals leading to concrete plans for development of skills, knowledge, and abilities.
a.
True
b.
False
ANSWER:
True
3. SMART goals are goals that are specific, measurable, attainable, realistic, and have a time frame.
a.
True
b.
False
ANSWER:
False
4. Development is described as a planned effort to develop employees’ knowledge, skills, and abilities to help employees perform better at their current jobs.
a.
True
b.
False
ANSWER:
False
5. The main goal of the Edmonton Police Service’s mental health program was to improve interactions between police officers and mentally ill individuals. This is clearly an example of a training initiative, NOT a development program.
a.
True
b.
False
ANSWER:
True
6. One of the intrinsic benefits of training and development is the benefits realized by society.
a.
True
b.
False
ANSWER:
False
7. According to research presented in the textbook, a negative relationship exists between per-employee expenditures on training and development and employee productivity levels.
a.
True
b.
False
ANSWER:
False
8. One of the reasons for the underinvestment in training and development by Canadian companies is the perception that training, learning, and development expenditures represent a cost rather than an investment.
a.
True
b.
False
ANSWER:
True
9. Quebec is the only province in Canada to have mandatory training laws for companies with net profits greater than $1 million.
a.
True
b.
False
ANSWER:
False
10. Organizations that incorporate training bonds into their training programs may have the ability to recover some of their training costs.
a.
True
b.
False
ANSWER:
True
11. The key environmental factors that drive human resources and training and development within an organization include technology, global competition, the labour market, and organizational strategy.
a.
True
b.
False
ANSWER:
False
12. Unlike many industrialized countries, Canada has NOT experienced in any meaningful way the notion of “skills mismatch.”
a.
True
b.
False
ANSWER:
False
13. Company ABC decides to provide selected employees with cultural sensitivity training as it contemplates opening an office in Shanghai, China. This is a clear example of strategic training.
a.
True
b.
False
ANSWER:
True
14. The trend toward flatter organizational structures is causing some element of blurriness in what constitutes traditional roles associated with management functions.
a.
True
b.
False
ANSWER:
True
15. An organization’s learning and training strategy most often will NOT directly influence its training and development programs.
a.
True
b.
False
ANSWER:
False
16. Restructuring, downsizing, and reengineering often lead to changes in employees’ tasks and responsibilities and so necessitate the need for training.