1. Chapter 01-001
Performance management is best categorized as a single
event often associated with an annual performance appraisal
process.
a. True
*b. False
2. Chapter 01-002
Components of a performance management process usually
identify training and development needs of individuals
leading to concrete plans for development of skills,
knowledge, and abilities.
*a. True
b. False
3. Chapter 01-003
SMART goals are goals that are specific, measurable,
attainable, realistic, and have a time frame.
a. True
*b. False
4. Chapter 01-004
Development is described as a planned effort to develop
employees’ knowledge, skills, and abilities to help
employees perform better at their current jobs.
a. True
*b. False
5. Chapter 01-005
The main goal of the Edmonton Police Service’s mental
health program was to improve interactions between police
officers and mentally ill individuals. This is clearly an
example of a training initiative, NOT a development
program.
*a. True
b. False
,6. Chapter 01-006
One of the intrinsic benefits of training and development
is the benefits realized by society.
a. True
*b. False
7. Chapter 01-007
According to research presented in the textbook, a negative
relationship exists between per-employee expenditures on
training and development and employee productivity levels.
a. True
*b. False
8. Chapter 01-008
One of the reasons for the underinvestment in training and
development by Canadian companies is the perception that
training, learning, and development expenditures represent
a cost rather than an investment.
*a. True
b. False
9. Chapter 01-009
Quebec is the only province in Canada to have mandatory
training laws for companies with net profits greater than
$1 million.
a. True
*b. False
10. Chapter 01-010
Organizations that incorporate training bonds into their
training programs may have the ability to recover some of
their training costs.
*a. True
b. False
11. Chapter 01-011
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.
a. True
*b. False
12. Chapter 01-012
Unlike many industrialized countries, Canada has NOT
experienced in any meaningful way the notion of “skills
mismatch.―
a. True
*b. False
13. Chapter 01-013
Company ABC decides to provide selected employees with
cultural sensitivity training as it contemplates opening an
office in Shanghai, China. This is a clear example of
strategic training.
*a. True
b. False
14. Chapter 01-014
The trend toward flatter organizational structures is
causing some element of blurriness in what constitutes
traditional roles associated with management functions.
*a. True
b. False
15. Chapter 01-015
An organization’s learning and training strategy most
often will NOT directly influence its training and
development programs.
a. True
*b. False
16. Chapter 01-016
Restructuring, downsizing, and reengineering often lead to
, changes in employees’ tasks and responsibilities and so
necessitate the need for training.
*a. True
b. False
17. Chapter 01-017
A high-performance work system may be described as a
specific combination of human resource practices that
maximizes the knowledge, skills, abilities, flexibility,
and commitment of employees.
*a. True
b. False
18. Chapter 01-018
When applying the ISD model of training and development,
the process often begins with the identification of a
concern.
*a. True
b. False
19. Chapter 01-019
A needs analysis typically has three levels including an
organizational analysis, a departmental analysis, and a
person analysis.
a. True
*b. False
20. Chapter 01-020
The ISD model of training and development has three major
steps: needs analysis, design, and delivery.
a. True
*b. False
21. Chapter 01-021
Studies consistently conclude that the majority of
organizations do not use the ISD model, opting for the more
traditional ADDIE training and development model.
Performance management is best categorized as a single
event often associated with an annual performance appraisal
process.
a. True
*b. False
2. Chapter 01-002
Components of a performance management process usually
identify training and development needs of individuals
leading to concrete plans for development of skills,
knowledge, and abilities.
*a. True
b. False
3. Chapter 01-003
SMART goals are goals that are specific, measurable,
attainable, realistic, and have a time frame.
a. True
*b. False
4. Chapter 01-004
Development is described as a planned effort to develop
employees’ knowledge, skills, and abilities to help
employees perform better at their current jobs.
a. True
*b. False
5. Chapter 01-005
The main goal of the Edmonton Police Service’s mental
health program was to improve interactions between police
officers and mentally ill individuals. This is clearly an
example of a training initiative, NOT a development
program.
*a. True
b. False
,6. Chapter 01-006
One of the intrinsic benefits of training and development
is the benefits realized by society.
a. True
*b. False
7. Chapter 01-007
According to research presented in the textbook, a negative
relationship exists between per-employee expenditures on
training and development and employee productivity levels.
a. True
*b. False
8. Chapter 01-008
One of the reasons for the underinvestment in training and
development by Canadian companies is the perception that
training, learning, and development expenditures represent
a cost rather than an investment.
*a. True
b. False
9. Chapter 01-009
Quebec is the only province in Canada to have mandatory
training laws for companies with net profits greater than
$1 million.
a. True
*b. False
10. Chapter 01-010
Organizations that incorporate training bonds into their
training programs may have the ability to recover some of
their training costs.
*a. True
b. False
11. Chapter 01-011
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.
a. True
*b. False
12. Chapter 01-012
Unlike many industrialized countries, Canada has NOT
experienced in any meaningful way the notion of “skills
mismatch.―
a. True
*b. False
13. Chapter 01-013
Company ABC decides to provide selected employees with
cultural sensitivity training as it contemplates opening an
office in Shanghai, China. This is a clear example of
strategic training.
*a. True
b. False
14. Chapter 01-014
The trend toward flatter organizational structures is
causing some element of blurriness in what constitutes
traditional roles associated with management functions.
*a. True
b. False
15. Chapter 01-015
An organization’s learning and training strategy most
often will NOT directly influence its training and
development programs.
a. True
*b. False
16. Chapter 01-016
Restructuring, downsizing, and reengineering often lead to
, changes in employees’ tasks and responsibilities and so
necessitate the need for training.
*a. True
b. False
17. Chapter 01-017
A high-performance work system may be described as a
specific combination of human resource practices that
maximizes the knowledge, skills, abilities, flexibility,
and commitment of employees.
*a. True
b. False
18. Chapter 01-018
When applying the ISD model of training and development,
the process often begins with the identification of a
concern.
*a. True
b. False
19. Chapter 01-019
A needs analysis typically has three levels including an
organizational analysis, a departmental analysis, and a
person analysis.
a. True
*b. False
20. Chapter 01-020
The ISD model of training and development has three major
steps: needs analysis, design, and delivery.
a. True
*b. False
21. Chapter 01-021
Studies consistently conclude that the majority of
organizations do not use the ISD model, opting for the more
traditional ADDIE training and development model.
