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Q:
If we provide the training and then collect evaluation measures we are:a. Sure that any change we see is due to the trainingb. Unsure as what caused the result we find, the training or ?c. OK - but only if we randomly select the traineesd. Following the best known research design
Q:
Andy, a director of human resource management with a restaurant firm says, "Diversity in our organization results in higher job performance and lower turnover." Andy is using which argument to justify how diversity contributes to competitiveness?
a. The resource acquisition argument
b. The problem-solving argument
c. The cost argument
d. The creativity argument
e. The systems flexibility argument
Q:
Self-report data is:
a. Data provided by an employee's supervisor
b. Data provided by the individual involved in the training
c. Data from company archives
d. Data provided by customers
Q:
The creativity argument suggests that more diverse organizations will be more competitive because they will
a. be better able to understand different market segments.
b. be characterized by multiple perspectives and ways of thinking.
c. be better able to respond to changes in environment.
d. become known among women and minorities as good places to work.
e. have higher levels of productivity and lower levels of turnover and absenteeism.
Q:
A socially desirable response is
a. Telling the researcher your true feelings
b. Telling the researcher the truth
c. Telling the researcher what you think they want to hear
d. Telling the research an answer in sociological terms
Q:
Which of the following traits represent components of diversity?
a. Sexual orientation
b. Special dietary preferences
c. Political ideology
d. Dual-career couples
e. All of these
Q:
The Kraiger, Ford & Salas evaluation model uses all of the following classifications of learning outcomes except:a. Cognitive b. Intuitive c. Skill basedd. Affective
Q:
Pam has been a highly valued production manager for a national grocery store chain for the last ten years, but she has been unable to move into the top management jobs, positions that are all held by men. What is Pam likely facing?
a. Poor evaluations
b. Career tracking
c. Reverse discrimination
d. Glass ceiling
e. Mother syndrome
Q:
Which of the following is not a common type of data collected for evaluation?a. Plant data b. Economic data c. Systemwide datad. Individual performance data
Q:
Which of the following is NOT true about older workers?
a. Older workers tend to be more stable.
b. Older workers have lower accident rates.
c. Older workers require higher levels of insurance coverage and medical benefits.
d. Older workers can make greater contributions to productivity.
e. Older workers tend to have more experience.
Q:
The number of units produced is generally what kind of data?a. Plant data b. Economic data c. Systemwide datad. Individual performance data
Q:
The average age of the U.S. workforce is
a. decreasing because of earlier retirement ages.
b. increasing because of immigration of older workers from other countries.
c. decreasing because the women entering the workforce are younger.
d. increasing because baby boomers are still working.
e. decreasing because of immigration of younger workers from other countries.
Q:
When collecting data which of the following issues is not important?a. Reliability b. Validity c. Effectivenessd. Practicality
Q:
Which of the following is a major dimension of diversity?
a. Sexual preference
b. Personality
c. Political outlook
d. Gender
e. Management style
Q:
Level 3 of Kirkpatrick's framework for evaluation is:a. Reaction b. Learning c. Behaviorsd. Results
Q:
For which of the following characteristics must employers make reasonable accommodations?
a. Race
b. National origin
c. Gender
d. Age
e. Disability
Q:
The most popular and influential framework for evaluating training was developed by:a. Goldstein b. Kirkpatrick c. Phillipsd. Brinkerhoff
Q:
Which law requires employers to treat people of different religions and national origins fairly in the workplace?
a. Richard Osborn Act
b. The Civil Rights Act of 1964
c. The Americans with Disabilities Act
d. Sarbanes-Oxley Act
e. Fair Credit Reporting Act
Q:
Based on ASTD surveys about evaluating training programs which of the following is true?
a. Over 90% of companies surveyed conduct some form of evaluation
b. Only about 10% of companies surveyed conduct some form of evaluation
c. Results are the most commonly used method of evaluating training
d. Reactions are almost never evaluated
Q:
Which of the following BEST describes the principle of equitable treatment?
a. All persons should be treated the same regardless of their differences.
b. All persons should be treated equally but differently because of their differences.
c. All persons should be treated the same because of their differences.
d. All persons should be treated differently even if they are the same.
e. Not all persons should be treated the same, even if they are the same.
Q:
2. According to Phillips which of the following is not a purpose of training evaluation?
a. determine the cost-benefit ration of an HRD program
b. determine if the program was appropriate
c. decide who should participate in future programs
d. decide whether or not to fire the trainer
Q:
John, a corporate accountant in a large computer manufacturing firm, celebrates Cinco de Mayowith his family every year because of his
a. age.
b. race.
c. ethnicity.
d. gender.
e. religion.
Q:
Which of the following kinds of treatments play a role in diversity management?
a. Preferential treatment
b. Equal treatment
c. Identical treatment
d. Equitable treatment
e. Differential treatment
Q:
According to Chris Bones:
a. Evaluating what you know works is a waste of time
b. Only evaluate if you are forced to do it
c. Evaluation is too costly to bother with
d. If you can"t see results stop it
Q:
Looking around the room at a recent committee meeting, Eileen noticed that most of the participants were white males, although they differed in their national origin, their age, their religion, and their lifestyle. Eileen's committee is
a. completely diverse.
b. not at all diverse.
c. exactly in the middle of the diversity continuum.
d. somewhat diverse, but on the low end of the continuum.
e. somewhat diverse, but on the high end of the continuum.
Q:
The evaluation phase of the HRD process model includes all of the following except:
a. Selecting evaluation criteria
b. Conducting the evaluation
c. Interpreting the results
d. Publishing your results in the ASTD results book
Q:
Which of the following is one of the factors that has contributed to increased workforce diversity in the United States?
a. Increased entry into the workforce of women and minorities
b. Increased immigration into the United States
c. Organizations becoming aware of the competitive advantages of diversity
d. Legislation and legal actions
e. All of these
Q:
According to Nickols each of Kirkpatrick's levels is of similar importance to all stakeholder groups.
Q:
Diversity always involves
a. employee's individual differences.
b. a quota system.
c. mandatory affirmative action plans.
d. legal constraints.
e. similarities in product offerings.
Q:
A stakeholder is defined as "˜a person or group with an interest in seeing an endeavor succeeds but who do not need to support that activity".
Q:
Describe the various kinds of employment tests and the information that employers expect to gain from their use.
Q:
Learning should be measured at two time:: pre training and post training.
Q:
Describe the steps involved in the selection process.
Q:
A dramatic extension beyond Kirkpatrick's framework includes the idea that constituencies outside the organization should be involved in the evaluation process.
Q:
A proposed modification to Kirkpatrick's evaluation model is to add a fifth level beyond results to include ROI.
Q:
What is a realistic job preview? What benefits may it provide?
Q:
Confidentiality in training evaluation is not important - the trainees work for the organization already.
Q:
Briefly describe four techniques commonly used for external recruiting.
Q:
Donald Kirkpatrick described the following four training evaluation criteria: reaction, learning, job behavior and results
Q:
What is the fundamental goal of training and development? Explain how training helps organizations to achieve that goal. Explain how development aids in achieving that goal.
Q:
Research indicates that unstructured interviews are the best predictors of subsequent job performance.
Q:
Ideally, the control group and the training group have the same scores before training
Q:
An individual working for an executive search firm is also known as a headhunter.
Q:
Utility analysis is easy for trainers to calculate
Q:
Selection is the process of developing a pool of qualified applicants who are interested in working for the organization and from which the organization might reasonably select the best individual or individuals to hire for employment.
Q:
A control group is just a second group of trainees
Q:
All questions on an employment application must relate to an individual's ability to perform the job.
Q:
Using deception to do evaluation research is a very good idea - it is ethical and moral and employees generally like it when this is used.
Q:
Education is the formal classroom training that an individual has received.
Q:
The reliability of data refers to the consistency of that data.
Q:
Headhunters are usually utilized for high-level management and executive positions.
Q:
The text author believes that a positive score on one of Kirkpatrick's levels will mean a positive score on the measures of other levels. Positive reactions will result in learning.
Q:
A control group is a group of people of the same age as the trainees.
Q:
The Social Security Act of 1935 specified that private employment agencies are part of the recruiting process.
Q:
ROI stands for results of inventory.:
Q:
The first step in assessing training and development needs involves setting training and development goals.
Q:
When writing a questionnaire you should limit the number of response options.
Q:
Development focuses more readily on building generalized skills that enhance performance in future jobs.
Q:
The CIPP framework for evaluation includes Context, Information, Process, Product
Q:
Training focuses more readily on building an employee's skills to match the current job situation.
Q:
According to Goldstein training evaluation has moved from simply collecting anecdotal evidence to now evaluating the entire HRD process.
Q:
Scenario 7.1Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit, Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of rsums they receive for processing.Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume her role when she does retire.Refer to Scenario 7.1. Which of the following methods for filling Indira Chaudhuri's position will result in the organization's continuing need to recruit?a. Referralsb. Headhuntersc. Internal recruitingd. Advertisementse. Electronic recruiting
Q:
HRD evaluation includes collecting information to make decisions about training activities.
Q:
Scenario 7.1Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit, Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of rsums they receive for processing.Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume her role when she does retire.Refer to Scenario 7.1. Which of the following recruiting techniques would be MOST likely to help Brilliance hire staff with better high-tech skills?a. Job postingb. Recruiting consultantsc. Private employment agenciesd. Advertisementse. Word of mouth
Q:
Scenario 7.1Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit, Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of rsums they receive for processing.Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume her role when she does retire.Refer to Scenario 7.1. Mr. Walker is analyzing the strengths and weaknesses, skill levels, and motivation of his current consultants. What is Mr. Walker doing?a. Transfer of trainingb. Setting training goalsc. Determining training contentd. Needs analysise. Workforce analysis
Q:
In order to effectively evaluate a training program the specific objectives of the program must be known?
Q:
Scenario 7.1Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit, Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of rsums they receive for processing.Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume her role when she does retire.Refer to Scenario 7.1. If Walker decides to use online recruiting for the consulting positions, which of the following is NOT a likely outcome?a. The number of applicants will be reduced.b. The quality of applicants will vary a great deal.c. Applicants will all be residents of communities near Brilliance offices.d. The cost of recruiting will increase sharply.e. The diversity of applicants will decline.
Q:
An effective discussion needs:a. A skilled facilitator b. Sufficient time for a good discussion c. A common reference point for traineesd. All of the above are needed
Q:
Scenario 7.1Brilliance is a management consulting firm that has offices in six large Midwestern cities: Chicago, Detroit, Milwaukee, Minneapolis, St. Louis, and the headquarters, Kansas City. The head of human resources, Franklin Walker, is currently facing several challenges. First, the firm needs to hire about twenty-five new consultants each year to ensure enough consultants to fully staff all projects. The firm prefers to hire business managers with about 3 to 10 years' experience in manufacturing for these jobs, and recent recruiting efforts with advertisements have led to hundreds of responses. Brilliance's HR staff are overwhelmed with the volume of rsums they receive for processing.Second, the firm would like to be able to recommend high-tech solutions for its customers. But many of Brilliance's consultants have been out of school for more than a decade, some for 30 years or more, and their skills are no longer cutting edge. Third, and most troubling, the head of Brilliance, Indira Chaudhuri, is in her late sixties. She has not yet announced any retirement plans, but she also has not identified anyone to assume her role when she does retire.Refer to Scenario 7.1. Which of the following techniques would be MOST likely to help Walker and his staff reduce the volume of applicants for consultant positions, while not reducing the quality?a. Job postingb. Private employment agenciesc. College placement officesd. Electronic recruitinge. None of these
Q:
Kaizen is:a. The Japanese philosophy of continuous improvement b. The head of ASTD c. A new way of doing on the job trainingd. An instructor at UWW
Q:
Gathering applicant information is part of which step of the selection process?a. Step 1b. Step 2c. Step 3d. Step 4e. Step 5
Q:
A common example of self-paced training is:a. Listening to a lectureb. Driving a car c. Flying and airplaned. Computer training
Q:
The evaluation of applicant qualifications is part of which step of the selection process?
a. Step 1
b. Step 2
c. Step 3
d. Step 4
e. Step 5
Q:
Blended learning combines what types of instruction?
a. Technology enhanced and traditional classroom
b. Audio and video
c. Lecture and power points
d. On the job and classroom
Q:
ICAI stands fora. Intelligent computer assisted instruction b. IBM computer assisted instruction c. Intelligent comprehensive aided instructorsd. None of the above are correct
Q:
____ enable recruiters to utilize both internal and external perspectives.
a. Realistic job previews
b. Internships
c. Headhunters
d. Private employment agencies
e. Advertisements
Q:
Which of the following is not a design principle for effective e-learning materials?
a. Select a realistic problem
b. Focus on only 1 of the senses to avoid confusing learners
c. Provide the simplest possible instructions
d. Try to incorporate both flexible and structured lessons.
Q:
Which of the following is a disadvantage of internal recruiting?
a. hurts a company's ability to hire management talent
b. may foster stagnation
c. may hurt motivation
d. brings in new ideas
e. increases turnover
Q:
Dynamic media would include:a. Overheads b. CD-ROMs c. Handoutsd. Powerpoints
Q:
Which is the following is a disadvantage of external recruiting?
a. hurts a company's ability to attract management talent
b. may foster stagnation
c. may hurt motivation
d. brings in new ideas
e. prevents new ideas