Training and Development Exam Review
Course Introduction
This course offers an in-depth exploration of training and development concepts within organizational settings, focusing on the design, implementation, and evaluation of effective training programs. Students will examine adult learning theories, needs assessment techniques, instructional methods, and the impact of technology on employee development. Through case studies and practical exercises, the course emphasizes aligning training initiatives with organizational goals, measuring training effectiveness, and addressing contemporary challenges in workforce development. By the end of the course, learners will be equipped with the skills to create, deliver, and assess training programs that foster employee growth and organizational success.
Recommended Textbook
Human Resource Management 3rd Edition by Charmine
Hrtel
Available Study Resources on Quizplus 12 Chapters
Verified Questions
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Chapter 1: Effective Strategic Human Resource
Management: Principles and Processes
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/17863
Sample Questions
Q1) The CHRM Application Tool provides techniques and frameworks for making strategic decisions in an organisation.Which of the following is not described by the tool?
A) the people and organisational practices and policies
B) the results of a needs assessment to establish the resources required to implement a plan
C) the context or environment in which the organisation operates
D) the opportunities and threats in the internal and external environment
Answer: B
Q2) Tsui's multiple constituency model recognises that strategies adopted by an organisation may not satisfy all of its stakeholders.
A)True
B)False
Answer: True
Q3) Gap analysis in HR involves looking at what the organisation is currently doing but not what it needs to be.
A)True
B)False
Answer: False
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Chapter 2: Engaging and Motivating Employees and Managing Organisational Change
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25 Verified Questions
25 Flashcards
Source URL: https://quizplus.com/quiz/17864
Sample Questions
Q1) Managers are the sole determinant of employee motivation. A)True
B)False
Answer: False
Q2) Research into the area of emotional intelligence suggests that it includes:
A) the ability to perceive and experience emotions which then guide emotional responses and promote intellectual growth
B) it is applied at the intrapersonal, the interpersonal and the organisational level
C) it plays a significant role in life satisfaction, self-esteem, individual success and wellbeing, trust, cooperative identity and efficacy
D) all of the above
Answer: D
Q3) Vroom's (1964) expectancy theory suggests the formula for motivation is:
A) Motivation = Diversity × Empathy × Determination
B) Motivation = Information × Coaching × Experience
C) Motivation = Experience × Instruction × Variety
D) Motivation = Expectancy × Instrumentality × Valence
Answer: D
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Chapter 3: Ethics and the Law: Employee Rights and
Employer Responsibilities
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36 Verified Questions
36 Flashcards
Source URL: https://quizplus.com/quiz/17865
Sample Questions
Q1) Procedural justice is concerned with:
A) compliance with occupational health and safety law
B) a comparison of working conditions across organisations
C) the fairness of organisational procedures
D) rejecting organisational hierarchies and the power that is associated with them
Answer: C
Q2) Job burnout is exhaustion experienced by employees as a result of their work efforts.Which of the following does Maslach (1982) NOT identify as a component of job burnout?
A) emotional exhaustion that results in a lack of energy, frustration and tension
B) work overload that results from employees being unreasonably expected to complete specific tasks
C) depersonalisation that results from people feeling they are treated as objects rather than humans
D) diminished personal accomplishment that results in employees lacking self-confidence and becoming cynical
Answer: B
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Chapter 4: Managing knowledge, Innovation and Creativity in Organisations
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/17866
Sample Questions
Q1) Knowledge work is the behaviour that results in the end product of knowledge being delivered.
A)True
B)False
Q2) Organisations can achieve innovations in business through:
A) research and development
B) on-the-job training
C) valuing mistakes as well as successes
D) all of the above
Q3) Using the concept of knowledge work, firstly as a profession, secondly an individual characteristic and finally as an individual activity, describe 'knowledge work' in an organisation.
Q4) The culture that develops within a group of organisational employees working on a team project is an example of human knowledge.
A)True
B)False
Q5) In what ways should HRM ensure that knowledge is managed within the organisation?
Q6) What are the five steps in creating knowledge?
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Chapter 5: Technology and Strategic Human Resource Management
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36 Verified Questions
36 Flashcards
Source URL: https://quizplus.com/quiz/17867
Sample Questions
Q1) HR managers should take steps to ascertain the forces affecting an organisation's climate prior to new technology is implemented and aligned.This is called:
A) restraining analysis
B) gap analysis
C) driving analysis
D) cultural analysis
Q2) Which of the following is not an advantage of a strategic information system?
A) it is a value-adding component to organisational success
B) it is a way of gaining a competitive advantage
C) it is a way of effectively managing information
D) it is a way of getting rid of older employees
Q3) Organisations interface technology with HRM activities through self-service systems.Which of the following is NOT a function of a self-service system?
A) it allows organisational members to access company policies or documents
B) it allows organisational members to access information about other employees
C) it allows organisational members to change their personal details
D) it allows managers to view and update employee records
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Page 7
Chapter 6: Managing for Diversity, Inclusion and Wellbeing
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) Organisations that practice diversity-open performance evaluations will find that:
A) employees have a better understanding of each other
B) it is essential to the motivation, retention and promotion of diverse individuals
C) there is less chance for equal opportunity between managers and individuals
D) the performance evaluations are not also accurate
Q2) One way that organisations can accommodate employees' commitments to their families and religious observances is to:
A) introduce flexible work practices
B) provide employees with extra work space to accommodate family practices
C) shorten the working week to Monday to Thursday as many commitments and religious observances occur between Friday and Sunday
D) only employ childless people and Christians as their commitments will not impact on the working week
Q3) Social categorisation implies that there are in-groups and out-groups and these groups are not necessarily work orientated?
A)True
B)False
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Chapter 7: Strategic International Human Resource Management
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) Managers need to be culturally sensitive when they appraise the performance of employees from different cultural backgrounds.Asian employees are motivated by:
A) by both intrinsic and extrinsic appraisal measures
B) by neither intrinsic nor extrinsic measures
C) more intrinsic measures than extrinsic measures
D) more extrinsic measures than intrinsic measures
Q2) Country-specific factors will determine the SIHRM approach an organisation implements.When local government laws and regulations apply and there is a high degree of dependency on local resources and when the organisation is highly visible the following approach should be adopted:
A) global approach
B) country specific approach
C) localised approach
D) none of the above
Q3) The polycentric management orientation and the regiocentric management orientation are the two most dissimilar approaches to SIHRM.
A)True
B)False
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Chapter 8: Talent Management Through HR Planning, Job
Design, Recruitment and Selection
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) Woolworths has kept a record of the number and type of jobs advertised and the number of employees recruited over the last 30 years.It uses this information to predict future personnel requirements.This is an example of:
A) demand forecasting
B) trend projection
C) external scanning
D) internal scanning
Q2) As a strategic process, human resource planning has three major steps.These are:
A) internal scanning, demand forecasting and supply forecasting
B) demand forecasting, filling the gap between demand and supply to ensure skill optimisation and micro HR information scanning
C) demand forecasting, supply forecasting and filling the gap between demand and supply to ensure skill optimisation
D) internal scanning, filling the gap between demand and supply to ensure skill optimisation and micro HR information scanning
Q3) What are the benefits of using external attraction activities during the recruitment process? Under what circumstances would you use external attraction activities?
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Page 10
Chapter 9: Employee Learning, Training and Development
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) The organisation wants to introduce new occupational health and safety procedures that are to be used when evacuating a building in case of fire.It is important that all employees participate in the training as this is a criterion on their performance appraisal.Which type of training would be best?
A) formal training
B) informal training
C) on-the-job training
D) off-the-job training
Q2) Experiential learning can generally be represented as a cycle of four processes.These processes are:
A) experiencing, inventing, concluding and deciding
B) training, reviewing, concluding and planning
C) experiencing, reviewing, concluding and planning
D) experiencing, reviewing, summarising and planning
Q3) A training needs analysis (TNA) should be broken into three levels.What are these three levels and what sort of data should be collected at each level?
Q4) Name and describe the key concepts of classical conditioning, and give an example of each in an organisational setting.
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Page 11
Chapter 10: Strategic Performance Management
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36 Verified Questions
36 Flashcards
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Sample Questions
Q1) Which performance appraisal method involves the identification of a large number of critical incidents, the grading of these incidents from very negative to very positive and the numerical rating of these incidents into levels of performance?
A) critical incidents method
B) management by objectives
C) behaviourally anchored rating scale
D) graphic rating scale
Q2) Sustainable development of organisational performance is measured in terms of the 'triple bottom line', which states that measurement of organisational performance should not only include fiscal performance measures such as return on investment (ROI), profit margins, market share, brand value and the quality of goods and services but also incorporate:
A) environment
B) social performance
C) behavioural science
D) both a and b
Q3) One important aspect of performance appraisals that a manager needs to be aware of is the propensity for bias to enter the process.How can bias be overcome in the performance appraisal process?
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Page 12
Chapter 11: Strategic Reward Management
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36 Verified Questions
36 Flashcards
Source URL: https://quizplus.com/quiz/17873
Sample Questions
Q1) The effectiveness of the performance pay process is closely linked to the effectiveness of the performance management process.
A)True
B)False
Q2) Pay, bonuses and incentives are examples of intrinsic rather than extrinsic rewards.
A)True
B)False
Q3) When Candy compared her sales bonus to the bonus given to Jack she did not believe that her bonus was fair as she had sold twice as many air conditioners as Jack did.This is an example of:
A) expectancy theory
B) equity theory
C) goal setting theory
D) reinforcement theory
Q4) Employers can reward employees using intrinsic or extrinsic rewards.Outline the two different methods of reward, contrast the two methods and supply examples of each type of reward method.
Q5) When is performance pay most useful?
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Chapter 12: Principles and Metrics for Value Adding HRM
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36 Verified Questions
36 Flashcards
Source URL: https://quizplus.com/quiz/17874
Sample Questions
Q1) According to the examples in the text, within-person metrics can be used during recruitment and selection while between-person metrics can be used during job design. A)True B)False
Q2) HR practitioners believe that the quality of relationships with one's supervisor and co-workers affect work behaviour and attitudes is the only value and benefit to consider A)True B)False
Q3) Part of being an effective leader in business is to think about what the future is likely to hold in terms of both challenges and opportunities.Consider the triple bottom line view and discuss its influences on business, society and government.
Q4) Best practice is different from best principle in terms of:
A) once the principle is established then the practice can be adopted
B) practice comes first then the principle is applied
C) they should always be applied jointly to obtain effective SHRM
D) they produce very different results for the SHRM
Q5) What is benchmarking in HR, how is it effective and how can it be problematic?
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