Performance Management
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Course Introduction
Performance Management is a course designed to explore the concepts, systems, and techniques used to evaluate and enhance employee and organizational effectiveness. Through the examination of goal-setting, feedback, appraisal methods, and reward systems, students learn how to align individual and team performance with strategic objectives. The course also covers topics such as performance measurement, coaching, motivation, and the legal and ethical considerations in performance management. By the end of the course, students will be able to design, implement, and assess performance management systems that drive continuous improvement and organizational success.
Recommended Textbook
Managing Performance through Training and Developmen 8th Edition by Alan
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M Saks
Chapter 1: The Training and Development Process
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69 Verified Questions
69 Flashcards
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Sample Questions
Q1) Unlike many industrialized countries, Canada has NOT experienced in any meaningful way the notion of "skills mismatch."
A)True
B)False
Answer: False
Q2) What would be a way to ensure that post-secondary students have the skills required by organizations when they graduate to help close the skills gap?
A) training and development
B) performance management
C) work-integrated learning
D) on-the-job training
Answer: C
Q3) When it comes to productivity among the G7 countries, how does Canada rank?
A) as the second most productive country
B) as the least productive country
C) as the third least productive country
D) as the second least productive country
Answer: D
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Chapter 2: Learning and Motivation
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Sample Questions
Q1) Which of the following is a factor that differentiates formal and informal learning?
A) culture
B) climate
C) management style
D) process driven
Answer: D
Q2) What is the first stage of the ACT theory?
A) knowledge compilation
B) declarative knowledge
C) procedural knowledge
D) knowledge acquisition
Answer: B
Q3) John wants to be a member of Canada's Olympic hockey team in ten years. What kind of goal is John pursuing?
A) mastery
B) distal
C) proximal
D) performance
Answer: B
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Page 4
Chapter 3: The Needs Analysis Process
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Sample Questions
Q1) Compliance training refers to training programs that instruct employees on how to perform their jobs.
A)True
B)False
Answer: False
Q2) Which example characterizes a strong climate for transfer of training?
A) It takes three months for a trainee to be given the opportunity to apply what was learned in training.
B) Financial and non-financial benefits are associated with applying material learned in training.
C) Supervisor and peer support for the use of newly acquired skills is not evident.
D) Newly trained employees face few consequences for not using material learned in training.
Answer: B
Q3) Contingency management has its basis in social cognitive theory.
A)True
B)False
Answer: False
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5
Chapter 4: Training Design
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Sample Questions
Q1) a) Explain the purposes of training objectives in terms of their importance to trainers, trainees, and managers, providing at least one example for each.?
b) A final written training objective should include three components. Identify and describe those three components.
Q2) Bloom's taxonomy of learning objectives includes six main categories (Remember, Understand, Apply, Analyze, Synthesize, and Create).
A)True
B)False
Q3) Under what condition(s) would overlearning be an appropriate approach?
A) performing complex tasks under significant pressure
B) performing simple tasks that are routine in nature
C) performing tasks that are done daily
D) performing tasks that do not have pre-established procedures
Q4) Failure to prepare a comprehensive request for proposal may result in organizations purchasing a program that does not address the underlying training needs of an organization.
A)True
B)False
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6
Chapter 5: Off The Job Training Methods
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Sample Questions
Q1) The lecture method offers tremendous advantages over other training methods particularly if the learning outcomes are geared toward changing behaviour or acquisition of skills.
A)True
B)False
Q2) Which of the following may NOT be considered a "best practice" when using role play as a training method?
A) trust has to be established and an open and inclusive environment is needed
B) mistakes should be used as learning opportunities
C) the trainer should act as a facilitator during the debrief phase
D) given the free-flow nature of this training method, trainers do not need to determine learning outcomes prior to the training session
Q3) In which training method do trainees discuss, analyze, and solve problems based on a real-life situation?
A) group discussion
B) case incident
C) case study
D) role play
Q4) Compare and contrast the case study and the case incident methods.
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Chapter 6: On The Job Training Methods
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Sample Questions
Q1) Evidence appears to suggest that on-the-job training methods are very popular with small and medium-sized enterprises (SMEs). Which of the following variables likely support the wide usage of on-the-job training methods by SMEs?
A) they require little planning to be effective
B) they are less expensive
C) they are much more flexible and offer lower training transfer rates
D) more experienced employees make the best instructors
Q2) Which of the following statements is NOT consistent with information provided in the textbook on mentoring programs?
A) mentoring programs should be formalized
B) mentoring does not require much in a way of an investment by organizations
C) mentoring programs are positively correlated with career progression and income levels of mentees
D) mentors need to play two major roles: career support and psychosocial support
Q3) A successful mentoring program should have specific evaluation criteria against which the success of the program will be measured.
A)True
B)False
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Chapter 7: Technology-Based Training Methods
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Sample Questions
Q1) "Just-in-time" training is a term in the textbook that embodies one of the salient benefits of computer-based training
A)True
B)False
Q2) What is learner control and what effect does it have on learning? What can be done to make learner control more effective for learning?
Q3) What action did Scotiabank undertake to ensure greater engagement during its interactive training sessions?
A) offered everyone a small financial reward for attending B) provided pre-session information to each trainee to establish a common purpose
C) included quizzes and employee participation in opinion polls during training
D) paid careful attention to ensure employees' learning styles were considered
Q4) Generative learning allows individuals to initiate and control what they learn, when they learn, and how they learn in a collaborative environment.
A)True
B)False
Q5) Describe online and distance education and discuss two new developments.
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Chapter 8: Training Delivery
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Sample Questions
Q1) Trainers can generate interest and increase trainees' motivation by using seductive details in the delivery of the training program with physical animation and linguistic devices.
A)True
B)False
Q2) Asking trainees to explain how the material presented in training may be used at work results in greater retention and transfer.
A)True
B)False
Q3) The seductive details effect refers to situations when seductive details improve trainee learning and retention.
A)True
B)False
Q4) Evidence supports the notion that a good lesson plan should provide a general overview of learning outcomes, allowing the trainer to personalize the actual content and lesson format.
A)True
B)False
Q5) What is a trainability test? How is it useful for training employees?
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Chapter 9: Transfer of Training
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Sample Questions
Q1) What are the two specific characteristics of the post-training environment that appear to have the greatest impact on trainees' ability to apply newly learned skills?
A) manager and peer support
B) learning environment and available rewards
C) available rewards and self-efficacy
D) trainees' level of experience and peer support
Q2) Anderson just finished a new safety training program offered at his company's head office. A few months after returning to work, he notices that he is not applying safety measures as he should. Which of the following internal variables is most likely causing this lack of training transfer?
A) the company simply does not support safety procedures
B) the wrong training methods were used
C) a poor instructor and poor program design
D) peer pressure and lack of management support
Q3) Describe and distinguish between the terms "horizontal transfer" and "vertical transfer."
Q4) Describe things that management can do before, during, and after training to improve the transfer of training.
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Page 11
Chapter 10: Training Evaluation
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Sample Questions
Q1) Affective reaction measures the level of perceived usefulness of a training program.
A)True
B)False
Q2) Your company wants to use the observation method to measure post-training behaviour changes. What advice would you provide your company about using this method?
A) instruct management to limit contact with trainees
B) instruct management to focus on specific behaviours displayed by trainees
C) allow management to use judgment in rating performance
D) instruct management to focus on general behaviours displayed by the trainee
Q3) Describe the two types of barriers to training evaluation and provide examples of each type of barrier.
Q4) Which type of learning measure is associated with positive training transfer?
A) declarative learning
B) procedural learning
C) organizational learning
D) observational learning
Q5) What is the Internal Referencing Strategy (IRS) and how does it work? Be clear about how it is used to evaluate a training program.
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Chapter 11: Training Costs and Benefits
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Sample Questions
Q1) A training program costs $10,000 to deliver and produces a "utility value" of zero. By definition, this program will break even.
A)True
B)False
Q2) Most companies in Canada have begun to calculate the return on investment (ROI) of their training programs.
A)True
B)False
Q3) According to the textbook, what percentage of CEOs would like to see training and development linked to return on investment data?
A) 47 percent
B) 68 percent
C) 74 percent
D) 96 percent
Q4) When making estimates of training benefits, it is recommended that human resource departments use both internal and external experts.
A)True
B)False
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Page 13
Chapter 12: Training Programs
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Sample Questions
Q1) In addition to improving communication skills, the orientation program at North York General Hospital was designed to help new nurses become more comfortable working side by side with community outreach workers
A)True
B)False
Q2) Team training focuses on two general types of skills including behavioural skills and teamwork skills.
A)True
B)False
Q3) Which of the following statements is supported by material presented in the textbook relating to the current level of health and safety training in Canada?
A) Canadian companies spend more on safety training than any other industrialized country
B) Canadians simply do not receive adequate safety training
C) only one in two Canadians received adequate health and safety training
D) studies appear to indicate a negative relationship between health and safety training levels and safety performance by Canadian companies
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14
Chapter 13: Management and Leadership Development
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Sample Questions
Q1) The textbook describes one type of conflict as being not necessarily bad. What type of conflict may actually lead to a better outcome for the organization?
A) interpersonal conflict
B) intrapersonal conflict
C) issue-based conflict
D) product-based conflict
Q2) What leadership style focuses on the needs of employees?
A) transactional
B) transformational
C) servant
D) authentic
Q3) According to the Conference Board of Canada Learning and Development Outlook, more than one-third of Canadian organizations have a coaching and/or mentoring program in place. What percentage of these organizations consider coaching and mentoring to be positive tools in their people development strategies?
A) 12 percent
B) 65 percent
C) 55 percent
D) 78 percent
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Page 15
Chapter 14: The Evolution and Future of Training and Development
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Sample Questions
Q1) Research has found that HR practices such as learning and career development opportunities have a positive effect on individual and group learning but NOT organizational learning.
A)True
B)False
Q2) Discuss how the role of learning professionals has changed over the last several decades.
Q3) The role of a trainer has changed from a knowledge-keeper to a knowledge-facilitator.
A)True
B)False
Q4) A particular company is experiencing significant enterprise-level transformation. Simply put, the marketplace is evolving and the enterprise needs to adapt. Which area of expertise in the ATD competency model would include dealing with this challenge?
A) instructional design
B) change management
C) knowledge management
D) performance improvement
Page 16
Q5) Discuss the key factors that make training and development programs effective.
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