Performance Management
Textbook Exam Questions
Course Introduction
Performance Management is a course designed to provide students with an in-depth understanding of the strategies, processes, and tools used to assess and enhance employee performance within organizations. The course covers key concepts such as goal setting, performance appraisal methods, feedback mechanisms, coaching, and the alignment of individual objectives with organizational goals. Students will also explore the role of performance management in employee development, motivation, and retention, as well as the challenges and best practices in implementing effective performance management systems. Through case studies and practical exercises, students will develop the skills necessary to design, implement, and evaluate performance management processes in diverse organizational contexts.
Recommended Textbook
Managing Performance through Training and Developmen 8th Edition by Alan M Saks
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Chapter 1: The Training and Development Process
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Q1) If an organization is concerned about the relationships between members of the organization and external stakeholders, what should be the goal of its training and development programs?
A) human capital
B) social capital
C) work engagement
D) performance management
Answer: B
Q2) Which of the following is impacted by high-performance work systems?
A) employees' compensation
B) employers' motivation
C) employees' motivation
D) community involvement
Answer: C
Q3) Define and explain the term strategic human resources management (SHRM).
Answer: Strategic human resources management is the alignment of human resource practices with an organization's business strategy. It means that whether an organization has a strategy for quality, innovation, or customer service, training as well as other human resource practices must be designed to reinforce and support the strategy.
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Chapter 2: Learning and Motivation
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Q1) What additional input must be incorporated into social cognitive theory for observed behaviours to be attempted?
A) self-motivation
B) self-assessment
C) self-regulation
D) self-efficacy
Answer: D
Q2) If a trainer wants to make sure that a training program is appropriate for trainees' learning styles and most of the trainees prefer concrete experience and reflective observation, what learning style should the trainer focus on?
A) converging
B) accommodating
C) assimilating
D) diverging
Answer: D
Q3) When a behaviour has been learned it can be thought of as a skill.
A)True
B)False
Answer: True
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Chapter 3: The Needs Analysis Process
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Q1) The traditional approach to a cognitive task analysis focuses on behaviours rather than the mental processes such as decision making.
A)True
B)False
Answer: False
Q2) One of the key outputs of an organizational analysis is determining the congruency of a potential training program and the corporate or business-level strategy.
A)True
B)False
Answer: True
Q3) Fundamentally, needs analysis deals with informing senior management why specific training initiatives have not resulted in improvements to organizational performance.
A)True
B)False
Answer: False
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Chapter 4: Training Design
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Q1) Internally developed training programs have many advantages over packaged programs including security and confidentiality.
A)True
B)False
Q2) Which statement is congruent with the notion of distributed practice?
A) learning is enhanced when cramming is used by trainees
B) learning is enhanced when material is provided in a single session
C) distributed training sessions tend to result in lower learning levels over time
D) distributed training sessions tend to result in higher learning levels over time
Q3) Coaching and performance aids are two examples of blended training.
A)True
B)False
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
Q5) Distinguish between error training and error-avoidant training.
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Chapter 5: Off The Job Training Methods
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Q1) What might a trainer do to overcome some of the shortcomings of the discussion method?
A) ensure that trainees have similar experiences with the company, and generally have the same level of education
B) ensure that groups have at least ten participants
C) have a senior executive stop by the session to share his/her viewpoint at the start of the session
D) have a seating arrangement that encourages within-group discussion, ideally a circle
Q2) A particular company approaches its human resources department and asks the manager of training and development (T&D) to create training programs that tackle real-world issues facing the company. What training method would the manager of T&D likely pick?
A) lecture
B) simulation
C) action learning
D) games
Q3) What is an aptitude-treatment interaction and what are its implications for choosing a training method and training effectiveness?
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Chapter 6: On The Job Training Methods
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Q1) Which of the following occurs during the performance step in job instruction training?
A) show that safety is especially important
B) show why the job is important
C) allow the trainee to complete all the steps
D) break the job into tasks
Q2) Mentors play two major roles including career support and psychosocial support.
A)True
B)False
Q3) In order to ensure compliance with money laundering legislation, a Canadian chartered bank develops software that prompts tellers to complete specific paperwork when clients deposit $10,000 or more during a single transaction. Failure of a bank to complete the required paperwork may lead to severe financial penalties for the bank. What term best describes the on-the-job training method being used by this bank?
A) electronic performance-support systems
B) electronic aid-support systems
C) digital enhanced-support systems
D) performance-support platforms
Q4) What is coaching and what are the four core elements of coaching?
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Chapter 7: Technology-Based Training Methods
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Q1) Which of the following statements relating to feedback is supported by evidence provided in the textbook?
A) feedback may in fact take away from the learning experience in computer-based training
B) there is a positive relationship between feedback and trainees' learning
C) when using computer-based training, it is extremely difficult to design training programs that provide the trainee with feedback
D) evidence is somewhat mixed on the effectiveness of feedback in supporting the trainee's learning experience
Q2) 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
Q3) You have been tasked with developing a virtual training program for your company. What are some of the "best practices" you would integrate into your program design?
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Chapter 8: Training Delivery
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Q1) What is the term for a connected unit of instruction with a specific learning objective?
A) lesson plan
B) lesson plan cover page
C) training
D) lesson
Q2) Swanson and Falkman identified 12 common training and delivery problems. From these 12 issues, the authors summarized the 12 training problems into three major categories or themes. Problems pertaining to which of the following is NOT one of those themes?
A) the training facilities
B) the trainer
C) how the trainer relates to the trainees
D) presentation techniques
Q3) 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
Q4) 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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Q1) Which training design element is congruent with having trainees learn the underlying principles or theories behind a particular skill?
A) identical element
B) blended elements
C) general principles
D) stimulus variability
Q2) Describe and distinguish between the terms "horizontal transfer" and "vertical transfer."
Q3) 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
Q4) Drawing on the work of Elwood Holton and colleagues, define the transfer system and discuss its implications for dealing with transfer of training problems in organizations..
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Chapter 10: Training Evaluation
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Q1) Compare and contrast the concepts of perceived support and anticipated support.
Q2) Your company has just spent $100 000 on a new training program for new employees. You have been asked to calculate the return on investment on this new training program. Which level of Kirkpatrick's general model would you use to inform your answer?
A) Level 1
B) Level 5
C) Level 4
D) Level 3
Q3) Those organizations that perform training evaluations tend to focus their metrics on evaluating training benefits associated with return on investment (ROI), with far fewer focusing on behaviour and reaction metrics.
A)True
B)False
Q4) With the Internal Referencing Strategy design, data are collected exclusively from the trained group using a post-only design.
A)True
B)False
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Page 12
Chapter 11: Training Costs and Benefits
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Q1) You are given the following five pieces of information about a training program: training will have an impact on performance for two years; 10 employees will be trained; the effect size of the program is 2; the standard deviation of untrained employees in dollars is 100; and it costs $50 to train one employee. What is the dollar value of this training program?
A) $4,000
B) $1,500
C) $3,500
D) unable to determine as some of the direct costs have not been provided
Q2) If one wanted to estimate the cost of employee grievances, who would be a good expert?
A) manager involved in the grievance
B) manager of training and development
C) manager of human resources
D) manager of labour relations
Q3) Break-even analysis can be calculated for any variable in the utility formula. However, the most valuable break-even calculations should be based on the "effect size."
A)True
B)False
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Chapter 12: Training Programs
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Q1) Organizations that have introduced essential skills training have realized improvements in productivity, morale, and a noticeable increase in absenteeism.
A)True
B)False
Q2) What is the estimated annual cost of workplace injuries in Canada?
A) $125 million
B) $120 million
C) $1.2 billion
D) $12 billion
Q3) Which of the following is NOT a component of WHMIS training for employees?
A) identify WHMIS hazard symbols
B) read and apply information on the MSDS
C) practise clean-up techniques for hazardous chemicals
D) read WHMIS supplier and workplace labels
Q4) Approximately how many Canadian workers are injured in work-related accidents?
A) 340 000
B) 750 000
C) 650 000
D) 102 000
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Chapter 13: Management and Leadership Development
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Q1) According to Whetten and Cameron, which of the following broad skill categories captures the essence of the most important skills needed of managers?
A) political skills
B) motivational skills
C) technical skills
D) people skills
Q2) What is wrong with leadership training and development and what is needed to fix it?
Q3) Which of the following statements is congruent with the notion of a "transformational leader" as demonstrated by John, who is the leader of his sales team?
A) John convinces a sales person to give up some of her territory to facilitate a team goal
B) John provides a 20 percent bonus for employees who exceed predetermined targets
C) John clarifies team members' individual goals
D) John monitors individual work behaviour and rewards appropriately
Q4) What is leadership? What is the difference between transactional and transformational leadership and what are the main tasks of each type of leadership?
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Chapter 14: The Evolution and Future of Training and Development
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Q1) The role of the training professional has over time evolved from being a staff employee to being a strategic business partner.
A)True
B)False
Q2) Describe the evolution of learning in organizations and the meaning of Learning 2.0.
Q3) Which of the following is NOT a foundational competency in the ATD competency model framework?
A) industry knowledge
B) interpersonal skills
C) management skills
D) personal skills
Q4) Variables such as demographics, industry-centric learning, changes in the nature of work, and social media are the driving forces behind the concept of Learning 2.0.
A)True
B)False
Q5) Discuss how the role of learning professionals has changed over the last several decades.
Page 16
Q6) Discuss the key factors that make training and development programs effective.
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