NETA ASSESSMENT
Test Bank
to accompany
Sixth Edition Test Bank prepared by
Carlos Calao
Kwantlen Polytechnic University
TABLE OF CONTENTS
Chapter 1: The Training and Development Process.........................................................1-1
Chapter 2: Organizational Learning.................................................................................2-1
Chapter 3: Learning and Motivation................................................................................3-1
, Chapter 4: The Needs Analysis Process...........................................................................4-1
Chapter 5: Training Design..............................................................................................5-1
Chapter 6: Off-the-Job Training Methods........................................................................6-1
Chapter 7: On-the-Job Training Methods.........................................................................7-1
Chapter 8: Technology-Based Training Methods............................................................8-1
Chapter 9: Training Delivery............................................................................................9-1
Chapter 10: Transfer of Training....................................................................................10-1
Chapter 11: Training Evaluation....................................................................................11-1
Chapter 12: The Costs and Benefits of Training Programs............................................12-1
Chapter 13: Training Programs......................................................................................13-1
Chapter 14: Management Development.........................................................................14-1
Chapter 15: The Evolution and Future of Training and Development...........................15-1
Chapter 1: The Training and Development Process
TRUE/FALSE
1. Performance management is the acquisition of knowledge, skills, and abilities to improve
performance in one’s current job.
ANS: F PTS: 1 REF: 5
2. Development is the acquisition of knowledge, skills, and abilities required to perform future job
responsibilities.
ANS: T PTS: 1 REF: 7
3. Human resource development is part of a larger system known as training and development.
ANS: F PTS: 1 REF: 7
4. Performance management is often based on a single event like a training program.
ANS: F
multiple events
, PTS: 1 REF: 7
5. TD Bank’s Robbery Prevention and Awareness initiative is an example of a training program.
ANS: T PTS: 1 REF: 2
6. One of the intrinsic benefits of training and development is the benefits realized by society.
ANS: F
extrinsic
PTS: 1 REF: 10|11
7. Research seems to indicate a negative relationship between per employee expenditures on
training and development and voluntary and involuntary turnover rates.
ANS: F
positive
PTS: 1 REF: 10
8. One of the reasons for the underinvestment in training and development is the perception that
training, learning, and development expenditures represent a cost rather than an investment.
ANS: T PTS: 1 REF: 14
9. Alberta and Quebec are the only provinces in Canada to have mandatory training laws for
companies with payrolls greater than $1 million.
ANS: F
Quebec only
PTS: 1 REF: 14
10. Organizations are always successful in recovering training costs when employees sign training
bonds.
ANS: F
Some conditions need to be met
PTS: 1 REF: 16
11. The key environmental factors that drive human resources and training and development within
an organization include technology, global competition, the labour market, and organizational
strategy.
ANS: F
change not organizational strategy
, PTS: 1 REF: 16
12. Strategic training and development (ST&D) is often described as the alignment between T&D
and short-term corporate goals.
ANS: F
strategy and objectives
PTS: 1 REF: 19
13. An example of strategic training would be an enterprise offering cultural training given that its
strategy calls for international expansion.
ANS: T PTS: 1 REF: 19
14. The trend toward flatter organizational structures is causing some element of blurriness between
what constitutes traditional roles associated with management functions.
ANS: T
Employees are being trained in areas that once were associated with management functions.
PTS: 1 REF: 20
15. An organization’s learning and training strategy will directly influence its training and
development programs.
ANS: T PTS: 1 REF: 20
16. Restructuring, downsizing, and reengineering often lead to changes in employees’ tasks and
responsibilities and so necessitate the need for training.
ANS: T PTS: 1 REF: 20
17. A high-performance work system is a rational and scientific model of the training and
development process that consists of a needs analysis, training design and delivery, and training
evaluation.
ANS: F
instructional systems, design model
PTS: 1 REF: 20
18. When applying the ISD model of training and development, the process often begins with the
identification of a concern.
ANS: T PTS: 1 REF: 21
19. A needs analysis typically has three levels including an organizational analysis, a department
analysis, and a person analysis.
Test Bank
to accompany
Sixth Edition Test Bank prepared by
Carlos Calao
Kwantlen Polytechnic University
TABLE OF CONTENTS
Chapter 1: The Training and Development Process.........................................................1-1
Chapter 2: Organizational Learning.................................................................................2-1
Chapter 3: Learning and Motivation................................................................................3-1
, Chapter 4: The Needs Analysis Process...........................................................................4-1
Chapter 5: Training Design..............................................................................................5-1
Chapter 6: Off-the-Job Training Methods........................................................................6-1
Chapter 7: On-the-Job Training Methods.........................................................................7-1
Chapter 8: Technology-Based Training Methods............................................................8-1
Chapter 9: Training Delivery............................................................................................9-1
Chapter 10: Transfer of Training....................................................................................10-1
Chapter 11: Training Evaluation....................................................................................11-1
Chapter 12: The Costs and Benefits of Training Programs............................................12-1
Chapter 13: Training Programs......................................................................................13-1
Chapter 14: Management Development.........................................................................14-1
Chapter 15: The Evolution and Future of Training and Development...........................15-1
Chapter 1: The Training and Development Process
TRUE/FALSE
1. Performance management is the acquisition of knowledge, skills, and abilities to improve
performance in one’s current job.
ANS: F PTS: 1 REF: 5
2. Development is the acquisition of knowledge, skills, and abilities required to perform future job
responsibilities.
ANS: T PTS: 1 REF: 7
3. Human resource development is part of a larger system known as training and development.
ANS: F PTS: 1 REF: 7
4. Performance management is often based on a single event like a training program.
ANS: F
multiple events
, PTS: 1 REF: 7
5. TD Bank’s Robbery Prevention and Awareness initiative is an example of a training program.
ANS: T PTS: 1 REF: 2
6. One of the intrinsic benefits of training and development is the benefits realized by society.
ANS: F
extrinsic
PTS: 1 REF: 10|11
7. Research seems to indicate a negative relationship between per employee expenditures on
training and development and voluntary and involuntary turnover rates.
ANS: F
positive
PTS: 1 REF: 10
8. One of the reasons for the underinvestment in training and development is the perception that
training, learning, and development expenditures represent a cost rather than an investment.
ANS: T PTS: 1 REF: 14
9. Alberta and Quebec are the only provinces in Canada to have mandatory training laws for
companies with payrolls greater than $1 million.
ANS: F
Quebec only
PTS: 1 REF: 14
10. Organizations are always successful in recovering training costs when employees sign training
bonds.
ANS: F
Some conditions need to be met
PTS: 1 REF: 16
11. The key environmental factors that drive human resources and training and development within
an organization include technology, global competition, the labour market, and organizational
strategy.
ANS: F
change not organizational strategy
, PTS: 1 REF: 16
12. Strategic training and development (ST&D) is often described as the alignment between T&D
and short-term corporate goals.
ANS: F
strategy and objectives
PTS: 1 REF: 19
13. An example of strategic training would be an enterprise offering cultural training given that its
strategy calls for international expansion.
ANS: T PTS: 1 REF: 19
14. The trend toward flatter organizational structures is causing some element of blurriness between
what constitutes traditional roles associated with management functions.
ANS: T
Employees are being trained in areas that once were associated with management functions.
PTS: 1 REF: 20
15. An organization’s learning and training strategy will directly influence its training and
development programs.
ANS: T PTS: 1 REF: 20
16. Restructuring, downsizing, and reengineering often lead to changes in employees’ tasks and
responsibilities and so necessitate the need for training.
ANS: T PTS: 1 REF: 20
17. A high-performance work system is a rational and scientific model of the training and
development process that consists of a needs analysis, training design and delivery, and training
evaluation.
ANS: F
instructional systems, design model
PTS: 1 REF: 20
18. When applying the ISD model of training and development, the process often begins with the
identification of a concern.
ANS: T PTS: 1 REF: 21
19. A needs analysis typically has three levels including an organizational analysis, a department
analysis, and a person analysis.
