Training and Development Practice Exam
Course Introduction
This course explores the theories, principles, and practices involved in designing and implementing effective training and development programs within organizations. Students will examine needs assessment, instructional design, learning methodologies, and the evaluation of training outcomes. Through case studies and practical exercises, the course emphasizes strategies for enhancing employee performance, fostering continuous learning, and aligning training initiatives with organizational goals. The role of technology and e-learning, as well as emerging trends in workforce development, are also discussed.
Recommended Textbook
Human Resource Management 10th Edition by Raymond Noe
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16 Chapters
1602 Verified Questions
1602 Flashcards
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Chapter 1: Human Resource Management: Gaining a Competitive Advantage
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100 Verified Questions
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Sample Questions
Q1) When it comes to problem solving, cultural diversity can provide companies with a competitive advantage.
A)True
B)False
Answer: True
Q2) Which of the following arguments states that companies with the best reputations for managing diversity will win the competition for talent?
A)System flexibility argument
B)Marketing argument
C)Employee attraction and retention argument
D)Problem-solving argument
E)Creativity argument
Answer: C
Q3) Companies have historically looked at HRM as a means to contribute to profitability and quality.
A)True
B)False
Answer: False
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Chapter 2: Strategic Human Resource Management
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100 Flashcards
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Sample Questions
Q1) Downsizing gives an organization the opportunity to change its culture.
A)True
B)False
Answer: True
Q2) Which of the following statements is true of the administrative linkage level between the human resource management function and the strategic management function?
A)In this level, the Human Resource Management department is completely divorced from any component of the strategic management process.
B)This level recognizes the importance of human resources in implementing the strategic plan.
C)In this level, the Human Resource Management designs systems and/or programs that implement the strategic plan.
D)This level allows for consideration of human resource issues during the strategy formulation process.
E)In this level, the Human Resource Management functions are built right into the strategy formulation and implementation processes.
Answer: A
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Chapter 3: The Legal Environment: Equal Employment
Opportunity and Safety
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Sample Questions
Q1) The _____ has the power to veto any law passed by Congress.
A)President pro tempore of the Senate
B)Secretary of State
C)Attorney general
D)President of the United States
E)Speaker of the House
Answer: D
Q2) The benefits of the Pregnancy Discrimination Act are limited to married women who are pregnant.
A)True
B)False
Answer: False
Q3) The legislative branch of the federal government:
A)functions under the authority and supervision of the president.
B)has no say in the appointment of judges by the president.
C)consists of the House of Representatives and the Senate.
D)enforces the laws that are passed in the United States.
E)adjudicates cases pertaining to civil issues.
Answer: C
Page 5
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Chapter 4: The Analysis and Design of Work
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Sample Questions
Q1) How does lean production differ from "batch work" methods?
A)It stresses the need for using the maximum number of people for production.
B)It has fewer employees who are well-trained.
C)It has more opportunity to cut costs by laying off employees.
D)It emphasizes the use of maximum materials.
E)It employs a large number of low-skilled workers.
Q2) Centralization refers to the degree to which work units are grouped based on functional similarity or similarity of workflow.
A)True
B)False
Q3) The productivity measurement and evaluation system (ProMES)focuses on identifying _____ and specifying performance level required for different levels of effectiveness.
A)work-unit finances
B)work-unit processes
C)work-unit inputs
D)work-unit relationships
E)work-unit outputs
Q4) How do the different HR functions use the information gathered from job analysis?
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Chapter 5: Human Resource Planning and Recruitment
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Sample Questions
Q1) A policy that lays out the steps an employee can take to appeal a termination decision is called a(n)_____.
A)counter cyclical hiring policy
B)outsourcing policy
C)employment-at-will policy
D)due process policy
E)affirmative action policy
Q2) Research indicates that job applicants find companies with due process policies less attractive than companies with employment-at-will practices.
A)True
B)False
Q3) Which of the following options is considered a slow option for reducing an expected labor surplus and has a low impact on human suffering?
A)Downsizing
B)Demotions
C)Early retirement
D)Pay reduction
E)Temporary employees
Q4) Explain forecasting and the different types of forecasting methods.
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Chapter 6: Selection and Placement
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Sample
Questions
Q1) The concept of _____ suggests that similar groups of people whose scores differ by only a small amount all be treated as having the same score.
A)attribution error
B)probability distribution
C)standard deviation
D)groupthink
E)banding
Q2) The Age Discrimination in Employment Act does NOT:
A)permit business necessity as a ground to avoid a guilty verdict.
B)protect younger workers.
C)allow for jury trials.
D)allow punitive damages.
E)permit promotions based on performance.
Q3) As per the Age Discrimination in Employment Act, the burden of proof always lies with the person who faces discrimination.
A)True
B)False
Q4) List the seven classes of physical ability tests.
Q5) Explain generalizability and the validity generalization process.
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Chapter 7: Training
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Sample Questions
Q1) Describe the three elements in the needs assessment process.
Q2) Training refers to a planned effort by a company to facilitate learning of job-related competencies, knowledge, skills, and behaviors by employees.
A)True
B)False
Q3) Establishing a mentoring process is part of the _____ component in an effective managing diversity program.
A)top management support
B)recruitment and hiring
C)identifying and developing talent
D)holding managers accountable
E)ensuring fair treatment
Q4) Which type of analysis is usually conducted first when performing a needs assessment in a training process?
A)Task analysis
B)Organizational analysis
C)Person analysis
D)High-leverage analysis
E)Market analysis
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Chapter 8: Performance Management
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Sample Questions
Q1) The assumption of Pareto analysis is that the majority of problems are the result of a small number of causes.
A)True
B)False
Q2) Competencies are sets of skills, knowledge, abilities, and personal characteristics that enable employees to successfully perform their jobs.
A)True
B)False
Q3) The _____ approach assumes that subjectivity can be eliminated from the measurement process and that outcomes are the closest indicator of one's contribution to organizational effectiveness.
A)behavior
B)results
C)attribute
D)quality
E)comparative
Q4) Managers are the most frequently used source of performance information. Explain this statement.
Q5) Discuss the ways a manager can improve the performance feedback process.
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Chapter 9: Employee Development
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Sample Questions
Q1) An employee with a protean career relies largely on his manager to guide him in his career.
A)True
B)False
Q2) The _____ is used to retain and motivate employees by identifying and meeting their development needs.
A)talent management system
B)development planning system
C)knowledge management system
D)information management system
E)client management system
Q3) List five functions that a company can provide to ensure that employees accept transfers, promotions, and downward moves as development opportunities.
Q4) The Myers-Briggs Type Indicator is a training tool used by managers to improve interpersonal communication within teams.
A)True
B)False
Q5) Discuss the glass ceiling and its probable causes.
Q6) Briefly explain how assessment centers work, and list a few of their uses.
Page 11
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Chapter 10: Employee Separation and Retention
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Sample Questions
Q1) Which of the following determinants of procedural justice requires that the procedure has built-in safeguards that allow one to appeal mistakes or bad decisions?
A)Bias suppression
B)Correctability
C)Representativeness
D)Ethicality
E)Consistency
Q2) Outplacement counseling tries to help dismissed employees manage the transition from one job to another.
A)True
B)False
Q3) With respect to employee termination, a _____ suit typically attempts to establish that the termination either violated an implied covenant or violated public policy.
A)discrimination
B)forgery
C)encroachment
D)unethical practice
E)wrongful discharge
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12
Chapter 11: Pay Structure Decisions
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Sample Questions
Q1) Discuss some of the concerns over the Equal Employment Opportunity (EEO)regulation.
Q2) Which of the following acts requires federal contractors to pay employees no less than the prevailing wages in the area?
A)Walsh-Healy Public Contracts Act
B)The McNamara-O'Hara Service Contract Act (SCA)
C)Fair Labor Standards Act
D)Lilly Ledbetter Fair Pay Act
E)Equal Pay Act of 1963
Q3) Which of the following is a disadvantage of the pay grade approach?
A)The administrative burden of setting separate rates of pay for numerous employees is increased.
B)It is inflexible when it comes to moving employees from job to job.
C)Demotions are not well received in a pay-grade system when compared to a job-based system.
D)It might give rise to some jobs being underpaid and some being overpaid.
E)It does not recognize that performance difference in the higher levels has much impact on the organization.
Q4) Describe key jobs and nonkey jobs.
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Chapter 12: Recognizing Employee Contributions With Pay
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Sample Questions
Q1) Which of the following is true of how the agency theory views monitoring?
A)Monitoring is more expensive when done by employees.
B)Employees' knowledge of the workplace is not reliable.
C)Monitoring is less effective when performed by employees.
D)Employees understand fellow employees better than managers do.
E)Compensation system does not influence peer monitoring.
Q2) Which of the following is true of how agents may differ from principals?
A)Agents can diversify the risks more easily.
B)Agents are more likely to pursue projects with high potential payoffs.
C)Agents can diversify investments better.
D)Agents are more averse to risk.
E)Agents are likely to prefer more emphasis on uncertain incentives than base pay.
Q3) Which of the following is an example of a behavior-oriented contract?
A)Stock option
B)Profit sharing
C)Commission
D)Merit pay
E)Revenue sharing
Q4) How can executive pay be linked to organization performance?
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Chapter 13: Employee Benefits
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Q1) Which of the following statements is true about flexible spending accounts?
A)They can only be used for dependent-care expenses.
B)They restrict pretax employee contributions.
C)They work best to the extent that employees have unpredictable expenses.
D)Funds must be used by the plan's year end or they revert to the employer.
E)These accounts cause a reduction in the take-home pay.
Q2) U.S. companies increasingly provide some form of child care support to their employees. Discuss.
Q3) Which of the following is an example of a Pareto group?
A)20% of the employees, who account for 75% of the health care costs
B)10% of the employees, who account for 25% of the health care costs
C)50% of the employees, who account for 50% of the health care costs
D)80% of the employees, who account for 20% of the health care costs
E)60% of the employees, who account for 80% of the health care costs
Q4) At the highest level of child care provision, firms provide employees with:
A)vouchers or discounts to buy products for their children.
B)child care at or near their worksites.
C)information about the costs of available child care.
D)home numbers of child care facilities in the area.
E)comprehensive information about the quality of available child care.
Page 15
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Chapter 14: Collective Bargaining and Labor Relations
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Q1) Which of the following is an example of a union unfair labor practice?
A)Sam, a union member, is threatened by Dan, his boss, with loss of benefits if he votes for a union.
B)Genna, an operations head, threatens to close down a plant if organized by a union.
C)Lillian, a new employee, refuses to join a union.
D)Hill, a nonunion employee, spies on union meetings.
E)Pete, a union representative, makes a contract that requires his employer to hire employees satisfactory to the union.
Q2) Arbitrating the actual writing or setting of contract terms is called _____ arbitration.
A)contract
B)bracketed
C)pendulum
D)rights
E)interest
Q3) How did the National Labor Relations Act impact labor relations?
Q4) What is the difference between a craft union and an industrial union?
Q5) Discuss nonunion representation systems.
Q6) List the four elements of industrial systems described by John Dunlop.
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Chapter 15: Managing Human Resources Globally
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Sample Questions
Q1) Most companies begin by operating within a(n)_____ marketplace.
A)universal
B)international
C)multinational
D)domestic
E)global
Q2) Which of the following is likely to be valued most in a masculine culture?
A)Service
B)Solidarity
C)Preserving the environment
D)Performance
E)Care for the weak
Q3) In _____ cultures, people are expected to look after their own interest rather than being protected by the group.
A)communist
B)individualist
C)socialist
D)aristocratic
E)collectivist
Q4) Explain how the human capital makes a country attractive in the global arena.
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Chapter 16: Strategically Managing the HRM Function
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Sample Questions
Q1) _____ involves contracting with an outside domestic vendor to provide a product or service to a firm, as opposed to producing the product using employees within the firm.
A)Offshoring
B)Importing
C)Outsourcing
D)Reshoring
E)Exporting
Q2) Analyzing data redundancy, special cases, and exceptions is part of _____ the process during reengineering.
A)identifying
B)redesigning
C)understanding
D)implementing
E)testing
Q3) Employee relations are part of traditional HRM activities.
A)True
B)False
Q4) Discuss the steps involved in the reengineering process.
Q5) Discuss how outsourcing is being used to increase the effectiveness of HR.
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