Chapter 9 : Human Resource Development

Multiple Choice Questions

1.

To develop greater entrepreneurial spirit and better quality managers, Karpin (1995)
b
argued that Australia needed to:
Fac

(a)
(b)
(c)
(d)
2.

M
design better peer mentoring programs
upgrade vocational education and training
ensure all business managers had at least an undergraduate degree
provide business managers with training in the development of effective
strategic planning

Training and development should be undertaken when:

c

Und
(a) an employee continually demonstrates poor job performance
H
(b) Government funding grants are available
(c) new employees join an organisation, new skills and knowledge are required,
and changes are introduced that require new learning
(d) employees request additional training in specific areas/skills
3.

Training and development can be a powerful tool in:

d

Und
(a) implementing a strategy
M
(b) improving employee attendance

(c) solving particular problems

(d) both (a) and (c)
4.

In todays business environment training and development is required to:

a

App
(a) support the organisations business strategy
M
(b) maintain employee commitment and loyalty
(c) ensure an adequately skilled workforce
(d) manage workforce diversity
6.

Organisational change will impact upon training and development in all of the
d
following areas except:
Und

(a)
(b)
(c)
(d)
7.

M
useful life of information
the ability to achieve business strategies
customer and quality focus
locating suitable applicants for vacant positions

The use of teams, team accountability, and flexible, multi-skilled jobs will require
a
organisation to:
App

(a)
(b)
(c)
(d)

H
enhance commitment to continued training and development
modify existing reward systems
examine present quality and quantity standards of production
remove all production process controls

9.

Activities that involve preparing an employee for future responsibilities are

b
described as:
Fac

(a)
(b)
(c)
(d)

L
training
development
orientation
vocational

11. Training and development activities provide the most benefit to an organisation if
d
they are:
Und

(a)
(b)
(c)
(d)

H
low cost, short-term programs
well attended by employees
conducted by outside consultants
aligned with the organisations corporate objectives

12. Strategic training and development are virtually non-existent in most organisations
a
because:
App
H
(a) organisations do not analyse training and development needs
(b) organisations do not know how to integrate their training and development
activities with their business strategies
(c) few organisations have undertaken strategic planning
(d) organisations are changing too rapidly for training and development activities to
keep up
13. Training and development are both concerned with:
b

Und
(a) ensuring that employees really know what they are doing
M
(b) changing employee behaviour and job performance
(c) identifying and nurturing employees
(d) both (a) and (c)
14. Training for new employees that provides them with the skills necessary to meet the
d
performance standards of the job is known as:
Fac

(a)
(b)
(c)
(d)

L
basic training
training orientation
group training
entry training

15. Organisations must provide training and development to:

c
Und
(a) meet government requirements on enhancing the skills of the Australian
M
workforce
(b) maintain their competitiveness and market share
(c) ensure that employee skills and knowledge match future HR requirements
(d) fulfil the requirements of enterprise bargaining agreements
16. Training and development is very closely linked to performance appraisal because:
b

App

(a) both functions are carried out by the same people

H
(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 the same employee related data
17. The systematic training and development model proposes a set sequence of steps.
a
This sequence is:
Fac

(a)
(b)
(c)
(d)

H
identify training needs, establish training objectives, select and design program,
conduct program, evaluate outcomes against criteria
job analysis, job description, performance identification, training and
development audit
job description, performance comparison, performance review, training, audit
job analysis, job specification, performance comparison, training and
development, audit

18. An assessment of training needs involves consideration of all of the following

d
variables except:
Fac

(a)
(b)
(c)
(d)

L
organisational variables
task variables
person variables
social variables

19. Task variables can be identified through an examination of which of the following
b
documents:
Und
M

(a)
(b)
(c)
(d)

business strategy and employment contract

job analysis and job description
HR plans and performance appraisal results
job specification and sales records

20. The stage in the training and development process that involves making decisions
c
about the content and process of the training and development activities is called
Fac
the:
L
(a)
(b)
(c)
(d)

design phase
consolidation phase
activity phase
operational phase

22. Case studies, in-basket exercises, role plays, and gaming are often used in:
b
Fac
(a) selection procedures
M
(b) management training
(c) technical services training
(d) orientation
24. An assignment to gain exposure to some specific knowledge and/or skills, frequently
d
to prepare an employee to fill a particular job, is a training methodology known as:
App
(a)
(b)
(c)
(d)

H
mentoring; an on-the-job experience
coaching; an on-the-job experience
role play; an off-the-job experience
understudy assignment; an on-the-job experience

25. On-the-job training might make use of all of the following except:
d
Fac
(a) secondments
L

(b) job rotation

(c) action learning
(d) in-basket exercises
26. A developmentally-oriented relationship between senior and junior colleagues or
a
peers that involves advising, role modelling, sharing contacts and giving general
Fac
support is:
L
(a)
(b)
(c)
(d)

mentoring
coaching
collaboration
team management

27. The process of learning from other peoples experience by simulating (copying)
b
their behaviour is:
Fac
(a)
(b)
(c)
(d)

M
coaching
behaviour modelling
secondments
vestibule training

28. The on-the-job approach to training where trainees are formed into a small group
c
and asked to work on a defined project taken from their own organisation is:
Fac
(a)
(b)
(c)
(d)

M
in-basket exercises
project assignments
action learning
role plays

29. Which of the following is not one of the steps involved in competency based
d
training:
Und
(a)
(b)
(c)
(d)

M
assess the competency
compatibility profiling
select training programs
review job analysis

30. Modern training technologies include all of the following except:

a
(a)
(b)
(c)
(d)

Fac
lectures and seminars
L
computer-based training
audiovisual
programmed instruction

31. Very few organisations measure training and development effectiveness. Those that
b
do tend to:
App
(a)
(b)
(c)
(d)

M
be more concerned with the costs associated with training and development
measure program popularity not the transfer of learning
monitor attendance and time-away from regular duties
assess trainers delivery style

32. The effectiveness of training can be measured by all of the following except:
c
Fac
(a) behaviour
M
(b) learning
(c) attendance
(d) reactions
33. If training effectiveness was evaluated by measuring the effects of the training on
a
the achievement of the organisations objectives, this effectiveness measure would
App
be known as:
H
(a)
(b)
(c)
(d)

results
behaviour
learning
reactions

34. If training effectiveness was evaluated by measuring changes in skills, patterns of

b
work, relationships, and abilities that could be attributed to that training activity,
App

then this effectiveness measure would be known as:

H
(a)
(b)
(c)
(d)

results
behaviour
learning
reactions

35. Effective orientation benefits an organisation by:

c
(a)
(b)
(c)
(d)

Und
making the organisation more worker friendly
M
reducing the cost of in-house training
accelerating a new employees integration and operational competency
both (b) and (c)

36. The benefits of induction are best stated as:

d
Und
(a) reduction in the anxieties of new employees
M
(b) fostering of positive attitudes, and reduction in the likelihood of new employees
quitting
(c) job satisfaction, and sense of commitment at the start of the employment
relationship
(d) all of the above
37. New employees can become frustrated, and develop negative attitudes towards the
b
organisation if:
Und
H
(a) they believe they are underpaid
(b) they receive erroneous information from another employee when beginning
their new job
(c) no orientation program is used at all
(d) the supervisor is not there to meet them on their first day with the organisation
38. Which of the following is not a subject covered during orientation:
a

Fac
(a) outside interests
L
(b) dress code
(c) performance expectations
(d) key personnel
39. Mentors impart the organisational culture through:
c

Und
(a) providing a list of organisational expectations
M
(b) showing a new employee around
(c) dress, associations, actions and information
(d) answering questions about organisational procedures
40. Supervisory appointments are:
d

Und
(a) often made to placate employees when they do not receive internal promotion
H
(b) viewed as a training ground for specialist roles
(c) positions that have little authority and responsibility
(d) seen as the first step on the management hierarchy
41. Research has shown that many Australian managers have low aspirations. This has
b
produced:
Fac

(a)
(b)
(c)
(d)

M
poor general management skills
a lack of innovation and failure to develop long-term skills
a decrease in university graduates aspiring to general management positions
a lack of respect shown to those in management positions

42. The training needs of managers operating internationally are influenced by:
c
Fac
(a) the cost of providing training across borders
H
(b) the individual managers level of education
(c) cultural differences
(d) the different management styles used
43. The selection of process methods and training technologies is affected by:
d
Und
(a) the availability of suitable trainers
M
(b) the costs associated with the different methods and technologies
(c) the location of those to attend the training
(d) the trainability of employees
44. The core concepts of learning are:
a
(a)
(b)
(c)
(d)

Fac
relevance, reinforcement, transferability of training, activity versus passivity
M
orientation, relevance, transferability of training
induction, systems approach to training, relevance, activity versus passivity
training needs analysis, distribution of learning, whole versus part learning

45. Transfer of learning can be reduced by:

b
Und
(a) employees rejecting new ideas and practices
H
(b) not providing employees with the opportunity to use the new skills and
knowledge
(c) employee resistance to change
(d) lack of recognition of employee achievements

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

(a)
(b)
(c)
(d)

L
transfer of training
knowledge of results
distribution of learning
practice and learning

47. Adult learning places emphasis on:

d
Fac
(a) the use of more formal training methods
M
(b) one-way communication
(c) improving employee knowledge of technology advances
(d) learning by doing
48. Andragogy is:
b
Fac
(a) the process used to design a structured, integrated training program
M
(b) the art and science of helping adults learn
(c) a technique used to reinforce learning
(d) a type of self-directed learning
49. Which of the following is not a recognised characteristic of adult learning:
a
App
(a) a preference for visually-oriented learning
H

(b) the need to be self-directing

(c) readiness to learn
(d) life-centred orientation to learning
50. The plateaus represented on the learning curve may be caused by:
c
Und
(a) lack of interest in further learning
M
(b) resistance to the new ideas being presented
(c) ineffective learning methods
(d) poor transferability of learning
True/False Questions
1.

Training and development is only important to ensure that newly hired employees
F
know how to perform their jobs.
Und
M

2.

Training and development is a valuable tool for supporting and implementing many
F
organisational activities. However it is not helpful in changing an organisations
Und
culture.
M

3.

Failure to link training and development to business objectives means that the
T
organisations competitive strategy will not be supported; training and development
App
will take place for its own sake and will be determined by popularity with
H
management and employees.

4.

A strategic approach to training and development is possible because organisations

F
have ill-defined strategic objectives.
Und
M

5.

Training activities are designed to prepare the employee for future job
F
responsibilities through the acquisition of new experiences, knowledge, skills and
Fac
attitudes.
M

7.

The systematic training and development model includes three phases: assessment,
T
activity, evaluation.
Fac
L

8.

When undertaking a training needs analysis information should be gathered on

T
organisational, person and task variables.
App
M

9.

Off-the-job training and development activities that involves the trainee making
F
decisions on the letters, memos, and notes typically found in a managers in-try is
Fac
known as vestibule training.
M

11. Job rotation is a training technique designed to give the employee work experience
T
in various parts of the organisation, thus allowing him or her to acquire skills and

Fac
knowledge.
M
12. If you designed a training program that involved capability profiling, selection of
F
training programs or other learning events which can develop the desired skills,
App
producing a personal training plan for each employee, and assessing the competency
M
levels achieved, you would be using a behaviour modelling approach to training.
13. Organisations that are committed to providing employee training and development
T
are increasingly entering into some form of partnership with academic institutions.
Fac
M
14. The majority of organisations do not effectively measure the effectiveness of their
T
training activities.
Fac
L
17. Effective orientation has not been shown to have any influence on employee
F
turnover.
Und
H
18. Follow-up interviews as part of the orientation program allows for additional

T
questions to be asked and misunderstandings to be clarified.
Und
M
19. Many Australian managers do not have formal management qualifications.
T
Fac
L
21. Curiosity, achievement and enhanced self-esteem all create internal motivation to
F
learn.
Und
H
22. The direct relationship between skills acquisition and training is reinforcement.
F
Fac
M
23. Differences in learning styles can be measured by the Learning Styles Inventory.
T
Fac
L

24. A learning curve is a graphical demonstration of cumulative change in a measurable

T
behaviour, and reflects performance over time.
Und
M
25. Training and development activities should only be provided when an organisation
F
is undertaking significant and dramatic change to production technology or
App
organisation structure.
M
Essay Questions
1.

Critically 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
organisations business strategy.

2.

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.

3.

Critically discuss 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.

4.

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?