Question 1

Which of the following is a limitation of 360-degree feedback?

Accepted Answer

A)  Managers' behaviors are evaluated only by subordinates. 
B)  Employees cannot compare their own personal evaluations with the views of others. 
C)  A facilitator may be needed to help interpret the results. 
D)  The feedback is difficult to link to development plans. 
A)  Managers' behaviors are evaluated only by subordinates. 
B)  Employees cannot compare their own personal evaluations with the views of others. 
C)  A facilitator may be needed to help interpret the results. 
D)  The feedback is difficult to link to development plans. C

Question 2

_____ gives employees a series of job assignments in various functional areas of the company or movement among jobs in a single functional area.

Accepted Answer

A)  Job rotation 
B)  Job enlargement 
C)  Onboarding 
D)  Externship 
A)  Job rotation 
B)  Job enlargement 
C)  Onboarding 
D)  Externship A

Question 3

Transfers and downward moves are opportunities to develop skills that could help employees achieve long-term success with a company.

Accepted Answer

A) True 
 B)False  True

Question 4

An employee's protean career _____.

Accepted Answer

A)  is controlled by the availability of positions in a company 
B)  is limited to achievements at work 
C)  is based on the feeling of pride that comes from achieving life goals 
D)  is primarily determined through signals the employee receives from the company 
A)  is controlled by the availability of positions in a company 
B)  is limited to achievements at work 
C)  is based on the feeling of pride that comes from achieving life goals 
D)  is primarily determined through signals the employee receives from the company

Question 5

According to the nine-box grid, the development plan for employees with outstanding performance but low potential typically emphasizes _____.

Accepted Answer

A)  finding them experiences that will continue to facilitate creativity and innovation 
B)  moving them to a position that best matches their skill set 
C)  performance improvement in their current position 
D)  developing them for leadership positions in the company 
A)  finding them experiences that will continue to facilitate creativity and innovation 
B)  moving them to a position that best matches their skill set 
C)  performance improvement in their current position 
D)  developing them for leadership positions in the company

Question 6

Describe strategies that companies can employ to help ensure that employees approach transfers and promotions, particularly when relocation is involved, as development opportunities.

Accepted Answer

Provide information about the content, c

Question 7

By making a succession planning list public, high-potential employees who are not interested in other positions can communicate their intentions.

Accepted Answer

A) True 
 B)False

Question 8

Discussing performance and development in the same meeting is difficult because they have different objectives.

Accepted Answer

A) True 
 B)False

Question 9

Both the NEO Personality Inventory and the Myers-Briggs Type Inventory (MBTI) measure openness to experience.

Accepted Answer

A) True 
 B)False

Question 10

High-potential employees should not participate in mentoring and coaching.

Accepted Answer

A) True 
 B)False

Question 11

Career patterns involving movement across specializations and disciplines are becoming less prevalent.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following is not measured by the Myers-Briggs Type Inventory (MBTI)?

Accepted Answer

A)  Extraversion v. introversion 
B)  Emotional stability v. neuroticism 
C)  Thinking v. feeling 
D)  Sensing v. intuition 
A)  Extraversion v. introversion 
B)  Emotional stability v. neuroticism 
C)  Thinking v. feeling 
D)  Sensing v. intuition

Question 13

Job enlargement refers to the process of _____.

Accepted Answer

A)  hiring more people for the same job category 
B)  moving employees up the organizational hierarchy 
C)  adding challenges or new responsibilities to an employee's current job 
D)  adding more jobs in a department to reduce stress 
A)  hiring more people for the same job category 
B)  moving employees up the organizational hierarchy 
C)  adding challenges or new responsibilities to an employee's current job 
D)  adding more jobs in a department to reduce stress

Question 14

Which of the following statements is true about the differences between training and development?

Accepted Answer

A)  Training is future-oriented, while development focuses more on present issues. 
B)  Training focuses on preparing employees for current jobs, but development prepares them for other positions. 
C)  Use of work experiences is greater in training than it is in development. 
D)  Employee participation in training is voluntary but not with development 
A)  Training is future-oriented, while development focuses more on present issues. 
B)  Training focuses on preparing employees for current jobs, but development prepares them for other positions. 
C)  Use of work experiences is greater in training than it is in development. 
D)  Employee participation in training is voluntary but not with development

Question 15

Sending employees on international assignments is an example of the _____ approach to employee development.

Accepted Answer

A)  formal education 
B)  assessment 
C)  mentoring 
D)  job experience 
A)  formal education 
B)  assessment 
C)  mentoring 
D)  job experience

Question 16

Job rotation can be used for all types of employees, not just those with managerial potential.

Accepted Answer

A) True 
 B)False

Question 17

_____ grant(s) a temporary leave of absence from the company.

Accepted Answer

A)  Job enlargement 
B)  Apprenticeships 
C)  Sabbaticals 
D)  Job rotation 
A)  Job enlargement 
B)  Apprenticeships 
C)  Sabbaticals 
D)  Job rotation

Question 18

An in-basket exercise is typically designed to measure ____.

Accepted Answer

A)  psychomotor skills 
B)  administrative skills 
C)  conflict resolution skills 
D)  emotional intelligence 
A)  psychomotor skills 
B)  administrative skills 
C)  conflict resolution skills 
D)  emotional intelligence

Question 19

The process of developing a succession plan typically begins with _____.

Accepted Answer

A)  identifying the employees included in the succession plan 
B)  identifying the positions included in the succession plan 
C)  developing standards to evaluate positions 
D)  determining ways to measure employee potential 
A)  identifying the employees included in the succession plan 
B)  identifying the positions included in the succession plan 
C)  developing standards to evaluate positions 
D)  determining ways to measure employee potential

Question 20

The _____ is a personality assessment tool used for team building and leadership development that identifies employees' preferences for energy, information gathering, and decision making.

Accepted Answer

A)  The Wonderlic Personnel Test 
B)  Myers-Briggs Type Inventory 
C)  Boston Consulting Group matrix 
D)  360-degree feedback 
A)  The Wonderlic Personnel Test 
B)  Myers-Briggs Type Inventory 
C)  Boston Consulting Group matrix 
D)  360-degree feedback

Which of the following is a limitation of 360-degree feedback?

_____ gives employees a series of job assignments in various functional areas of the company or movement among jobs in a single functional area.

Transfers and downward moves are opportunities to develop skills that could help employees achieve long-term success with a company.

An employee's protean career _____.

According to the nine-box grid, the development plan for employees with outstanding performance but low potential typically emphasizes _____.

Describe strategies that companies can employ to help ensure that employees approach transfers and promotions, particularly when relocation is involved, as development opportunities.

By making a succession planning list public, high-potential employees who are not interested in other positions can communicate their intentions.

Discussing performance and development in the same meeting is difficult because they have different objectives.

Both the NEO Personality Inventory and the Myers-Briggs Type Inventory (MBTI) measure openness to experience.

High-potential employees should not participate in mentoring and coaching.

Career patterns involving movement across specializations and disciplines are becoming less prevalent.

Which of the following is not measured by the Myers-Briggs Type Inventory (MBTI)?

Job enlargement refers to the process of _____.

Which of the following statements is true about the differences between training and development?

Sending employees on international assignments is an example of the _____ approach to employee development.

Job rotation can be used for all types of employees, not just those with managerial potential.

_____ grant(s) a temporary leave of absence from the company.

An in-basket exercise is typically designed to measure ____.

The process of developing a succession plan typically begins with _____.

The _____ is a personality assessment tool used for team building and leadership development that identifies employees' preferences for energy, information gathering, and decision making.

Introduction to Employee Training and Development

Strategic Training

Needs Assessment

Learning and Transfer of Training

Program Design

Training Evaluation

Traditional Training Methods

Technology-Based Training Methods

Social Responsibility: Legal Issues, Managing Diversity, and Career Challenges

The Future of Traini

Filters

Exam 9: Employee Development and Career Management

Which of the following is a limitation of 360-degree feedback?

_____ gives employees a series of job assignments in various functional areas of the company or movement among jobs in a single functional area.

Transfers and downward moves are opportunities to develop skills that could help employees achieve long-term success with a company.

An employee's protean career _____.

According to the nine-box grid, the development plan for employees with outstanding performance but low potential typically emphasizes _____.

Describe strategies that companies can employ to help ensure that employees approach transfers and promotions, particularly when relocation is involved, as development opportunities.

By making a succession planning list public, high-potential employees who are not interested in other positions can communicate their intentions.

Discussing performance and development in the same meeting is difficult because they have different objectives.

Both the NEO Personality Inventory and the Myers-Briggs Type Inventory (MBTI) measure openness to experience.

High-potential employees should not participate in mentoring and coaching.

Career patterns involving movement across specializations and disciplines are becoming less prevalent.

Which of the following is not measured by the Myers-Briggs Type Inventory (MBTI)?

Job enlargement refers to the process of _____.

Which of the following statements is true about the differences between training and development?

Sending employees on international assignments is an example of the _____ approach to employee development.

Job rotation can be used for all types of employees, not just those with managerial potential.

_____ grant(s) a temporary leave of absence from the company.

An in-basket exercise is typically designed to measure ____.

The process of developing a succession plan typically begins with _____.

The _____ is a personality assessment tool used for team building and leadership development that identifies employees' preferences for energy, information gathering, and decision making.

Introduction to Employee Training and Development

Strategic Training

Needs Assessment

Learning and Transfer of Training

Program Design

Training Evaluation

Traditional Training Methods

Technology-Based Training Methods

Social Responsibility: Legal Issues, Managing Diversity, and Career Challenges

The Future of Traini

Filters