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Test Bank For Managing Performance through Training and Development, 6th Edition By Alan M. Saks, Robert R. Haccoun R207,78
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Test Bank For Managing Performance through Training and Development, 6th Edition By Alan M. Saks, Robert R. Haccoun
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Test Bank For Managing Performance through Training and Development, 6th Edition By Alan M. Saks, Robert R. Haccoun

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  • July 6, 2022
  • 253
  • 2021/2022
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  • test bank for managing performance through training and development
  • 6th edition by alan m saks
  • robert r haccoun

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NETA ASSESSMENT
Test Bank
to accompany




Sixth Edition Test Bank prepared by

Carlos Calao

Kwantlen Polytechnic University



TABLE OF CONTENTS

Chapter 1: The Training and Development Process.........................................................1-1

Chapter 2: Organizational Learning.................................................................................2-1

Chapter 3: Learning and Motivation................................................................................3-1

, Chapter 4: The Needs Analysis Process...........................................................................4-1

Chapter 5: Training Design..............................................................................................5-1

Chapter 6: Off-the-Job Training Methods........................................................................6-1

Chapter 7: On-the-Job Training Methods.........................................................................7-1

Chapter 8: Technology-Based Training Methods............................................................8-1

Chapter 9: Training Delivery............................................................................................9-1

Chapter 10: Transfer of Training....................................................................................10-1

Chapter 11: Training Evaluation....................................................................................11-1

Chapter 12: The Costs and Benefits of Training Programs............................................12-1

Chapter 13: Training Programs......................................................................................13-1

Chapter 14: Management Development.........................................................................14-1

Chapter 15: The Evolution and Future of Training and Development...........................15-1


Chapter 1: The Training and Development Process


TRUE/FALSE

1. Performance management is the acquisition of knowledge, skills, and abilities to improve
performance in one’s current job.

ANS: F PTS: 1 REF: 5

2. Development is the acquisition of knowledge, skills, and abilities required to perform future job
responsibilities.

ANS: T PTS: 1 REF: 7

3. Human resource development is part of a larger system known as training and development.

ANS: F PTS: 1 REF: 7

4. Performance management is often based on a single event like a training program.

ANS: F
multiple events

, PTS: 1 REF: 7

5. TD Bank’s Robbery Prevention and Awareness initiative is an example of a training program.

ANS: T PTS: 1 REF: 2

6. One of the intrinsic benefits of training and development is the benefits realized by society.

ANS: F
extrinsic

PTS: 1 REF: 10|11

7. Research seems to indicate a negative relationship between per employee expenditures on
training and development and voluntary and involuntary turnover rates.

ANS: F
positive

PTS: 1 REF: 10

8. One of the reasons for the underinvestment in training and development is the perception that
training, learning, and development expenditures represent a cost rather than an investment.

ANS: T PTS: 1 REF: 14

9. Alberta and Quebec are the only provinces in Canada to have mandatory training laws for
companies with payrolls greater than $1 million.

ANS: F
Quebec only

PTS: 1 REF: 14

10. Organizations are always successful in recovering training costs when employees sign training
bonds.

ANS: F
Some conditions need to be met

PTS: 1 REF: 16

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.

ANS: F
change not organizational strategy

, PTS: 1 REF: 16

12. Strategic training and development (ST&D) is often described as the alignment between T&D
and short-term corporate goals.

ANS: F
strategy and objectives

PTS: 1 REF: 19

13. An example of strategic training would be an enterprise offering cultural training given that its
strategy calls for international expansion.

ANS: T PTS: 1 REF: 19

14. The trend toward flatter organizational structures is causing some element of blurriness between
what constitutes traditional roles associated with management functions.

ANS: T
Employees are being trained in areas that once were associated with management functions.

PTS: 1 REF: 20

15. An organization’s learning and training strategy will directly influence its training and
development programs.

ANS: T PTS: 1 REF: 20

16. Restructuring, downsizing, and reengineering often lead to changes in employees’ tasks and
responsibilities and so necessitate the need for training.

ANS: T PTS: 1 REF: 20

17. A high-performance work system is a rational and scientific model of the training and
development process that consists of a needs analysis, training design and delivery, and training
evaluation.

ANS: F
instructional systems, design model

PTS: 1 REF: 20

18. When applying the ISD model of training and development, the process often begins with the
identification of a concern.

ANS: T PTS: 1 REF: 21

19. A needs analysis typically has three levels including an organizational analysis, a department
analysis, and a person analysis.

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