When the knowledge, skills and behaviors learned in training are brought to the work context and used on the job, we are referring to:
a. complimentary learning
b. action transfer
c. hands-on methods
d. high competence training
e. training transfer
e. training transfer
The "exploration" career stage is characterized by:
a. keeping skills up-to-date and mentoring
b. a change in the balance between work and non-work
c. identifying interests, skills and the fit between self and work
d. advancement, growth, security, and se
c. identifying interests, skills and the fit between self and work
An organization that establishes a pay policy of paying the market rate is:
a. practicing a lag approach to wage rates
b. attempting to make pay the key factor in attracting, retaining, and motivating job candidates and employees
c. attempting to neutrali
c. attempting to neutralize pay as a factor in attracting, retaining, and motivating job candidates and employees
The general method of establishing the validity of a selection method by showing that there is an empirical association between scores on the predictor measure and some measure of success on the job is called:
a. criterion-related validation
b. split-half
a. criterion-related validation
Which of the following tests most likely would be appropriate for use in selecting an accounting clerk?
a. Manual dexterity test
b. Personality test
c. Projective test
d. Numerical aptitude test
e. Verbal achievement test
d. Numerical aptitude test
A career that is oriented more towards a profession than a particular organization is termed:
a. cosmopolitan
b. responsive
c. assertive
d. local
e. achievement
a. cosmopolitan
The career stage where the relationship to other employees is best described as mentor is:
a. exploration
b. establishment
c. maintenance
d. disengagement
e. actualization
c. maintenance
The culture of a Learning Organization tends to promote:
a. structured decision making and authority relationships
b. collaboration, exchange and risk taking
c. conservatism and introspection
d. standardized behavior and formal communication
e. individual
b. collaboration, exchange and risk taking
If a professional is motivated to learn certain material because she is interested in it and it helps keep her skills at the state-of-the-art level, her motivation to learn would be classed as:
a. attributional
b. extrinsic
c. focused
d. competence based
e. intrinsic
A major issue in compensation administration is how to better relate _______ to _______.
a. motivation, performance
b. motivation, rewards
c. rewards, performance
d. motivation, expectations
e. attitudes, behavior
c. rewards, performance
Each pay grade or wage class may have a ______ to reward merit or seniority or a combination of the two.
a. rate range
b. wage mix
c. red circle rate
d. skill evaluation plan
e. conversion line
a. rate range
The use of incentive plans assumes that performance can be _____ while with merit ranges it is assumed that performance will be ______.
a. measured, appraised
b. encouraged, observed
c. appraised, measured
d. observed, encouraged
e. clarified, explicit
a. measured, appraised
In an empirical validation study, the validity coefficient is the correlation coefficient between the ____________ variable and the ___________ variable.
a. predictor, test
b. criterion, predictor
c. criterion, performance
d. predictor, content
e. test, a
b. criterion, predictor
According to the textbook, "succession planning" involves:
a. setting performance goals for employees and defining ways to successfully meet these goals
b. identification and tracking of high-potential employees capable of filling higher-level managerial
b. identification and tracking of high-potential employees capable of filling higher-level managerial jobs.
Which of the following would be unlikely to become an important factor in developing a Learning Organization?
a. shared vision
b. system thinking
c. group/team learning
d. hierarchial organization structure
e. personal competence
d. hierarchial organization structure
In learning, successive reinforcements as behavior comes closer to the desired behavior is called:
a. continuous reinforcement
b. feedback
c. law of effect
d. shaping
e. positive transfer
d. shaping
Where management incentive plans pay off on variables over which managers have no control:
a. the manager will often have higher earnings than normal
b. the manager will generally have lower earnings than normal
c. it teaches that pay is not based upon pe
c. it teaches that pay is not based upon performance
Of the following pay programs, which has the weakest link between a specific employee's performance and his/her earnings?
a. individual incentive plans
b. merit pay plans
c. profit sharing plans
d. group incentive plans
c. profit sharing plans
The text notes that the expectations that employers and employees have about each other is called
a. the psychological contract
b. a career prospectus
c. an enforceable agreement
d. the work framework
e. a reality check
a. the psychological contract
The selection tool that asks applicants questions about their backgrounds, life experiences, attitudes and interests is called a(n) _____________:
a. application blank
b. life story form
c. biographical information form
d. free essay form test
e. personal
c. biographical information form
One's boss is an important agent of career planning because:
a. the boss assigns tasks
b. the boss provides a feedback and judges performance
c. the boss may provide a model for the employee's behavior
d. the boss's expectations can influence employee exp
e. all of the above
As we discussed in class, the three key HR programs comprising a Performance Management system include: Performance Review and Feedback; Compensation and Reward Systems; and __________.
a. An Equitable Environment
b. Stable Social System
c. High Performan
d. HR Development
Presentation methods" such as lectures, films, television, and traditional classroom instruction are most useful for which type(s) of learning:
a. knowledge acquisition
b. motor skill development
c. interpersonal skills
d. decision-making skills
e. a and
a. knowledge acquisition
In class discussion, we noted generally that organizations may pay for job holding, membership, performance, and/or _________.
a. job level
b. knowledge/skill
c. time
d. motivation
e. value added
b. knowledge/skill
In the lecture, Eli Ginzberg's large scale study of careers found that a career was generally characterized as being a series of decisions, the decisions were largely irreversible and the career was:
a. a compromise
b. mostly upward in movement
c. built m
a. a compromise
The validity of a selection instrument is the degree to which the instrument::
a. is consistent in measuring some trait or characteristic
b. is capable of achieving the human resources planning objectives
c. correlates with a predictor variable
d. does wh
d. does what it is supposed to do (i.e., accurate inferences can be made from it)
The extent to which a selection instrument, such as a test, consistently measures something is its:
a. reliability
b. validity
c. predictability
d. active relatedness
e. construct adequacy
a. reliability
Which of the following is the best explanation of equity theory?
a. A person is dissatisfied and feels like a victim of inequity if he/she does not receive the salary desired.
b. Equity is the balance between the inputs an individual brings to a job and t
b. Equity is the balance between the inputs an individual brings to a job and the outcomes he/she receives from it compared with the inputs and outcomes of others.
In practice, most employee development occurs as a result of:
a. assessment
b. informal learning
c. interpersonal relationships
d. formal courses
e. mentoring
b. informal learning
In lecture, we discussed the organizational career model of Edgar Schein. He proposed viewing organizational career movements in three ways: vertical, circumferential and _________.
a. downward
b. horizontal
c. radial
d. away
e. over
c. radial
Which of the following organizational members may get the least regular feedback?
a. middle managers
b. professionals
c. top managers
d. blue collar workers
e. supervisors
c. top managers
The textbook chapter on "Employee Development" identifies and discusses in detail four approaches to employee development including formal education, assessment, job experiences and _________.
a. action learning
b. career management
c. interpersonal relat
c. interpersonal relationships
The term that refers to an employee's belief that he/she can successfully learn the content of a training program is:
a. self-efficacy
b. training confidence
c. transfer of training
d. learning coefficient
e. there is no term that refers to this
a. self-efficacy
Unlike predictive and concurrent validity, content validity is:
a. measured statistically
b. more valid
c. based on judgments
d. not legally approved
e. determined by the job holder
c. based on judgments
Which of the following compensation programs relies on the organization's performance appraisal system?
a. incentive pay
b. merit pay
c. gainsharing
d. stock ownership
e. profit sharing
b. merit pay
Which of the following is an advantage of using on-the-job training for production workers?
a. it can readily be used to develop supervisory skills
b. it provides in-depth learning through long-term formal instruction
c. it usually gives workers the benef
d. it permits production to continue during training
The most frequently used formal job evaluation method is:
a. the universal factor method
b. the point factor method
c. the factor comparison method
d. the ranking method
e. the relative value method
b. the point factor method
A test that assesses an applicant's ability to perform actual tasks that will be part of the job is called a:
a. work sample test
b. peer assessment test
c. nominal integrity test
d. work honesty test
e. job reality test
a. work sample test
Which of the following validations is most likely to be adversely affected by the "restriction of range" problem that results from current employees tending to be homogeneous?
a. predictive
b. concurrent
c. content
d. synthetic
e. construct
b. concurrent
Which of the following pay systems would be most likely to motivate employee performance?
a. gainsharing plan
b. seniority system
c. merit system
d. individual incentive system
e. profit sharing
d. individual incentive system
In training evaluation, being able to rule out the effects of business conditions or other factors as explanations for change is an advantage of the:
a. pre-test/post-test evaluation design
b. time series evaluation design
c. pre-test/post-test with contr
c. pre-test/post-test with control group evaluation design
Which of the following is the best description of job evaluation?
a. a systematic method of obtaining information regarding tasks, functions, responsibilities and behaviors on a job
b. using a wage or salary survey to set prices on jobs or pay grades
c. t
c. the process of comparing jobs (using formal procedures) in order to determine their relative position in a hierarchy
In a wage survey to set pay rates, usually ________________ jobs are included.
a. all organizational
b. only management
c. only the highest paid
d. only key
e. a random selection of
d. only key
In discussing training and learning, the text notes that the basic skill "cognitive ability" includes three dimensions. These dimensions are: verbal comprehension, quantitative ability and __________________.
a. ingenuity
b. organizing ability
c. reasonin
c. reasoning ability
In the lecture and the text, it was pointed out that doing a needs assessment to determine necessary training involves three types of analysis. These are:
a. organization analysis, task analysis, function analysis
b. task analysis, person analysis, proces
c. task analysis, person analysis, organization analysis
In learning, the "law of effect" basically states that:
a. the actions of the trainer will have an effect on the learner
b. the perceived utility of the learning experience will effect the learning outcome
c. behavior that is reinforced/rewarded will tend
c. behavior that is reinforced/rewarded will tend to be repeated
check
In class, we discussed _______________ as a tool for career enhancement (i.e., making connections & relationships in a network of contacts, enhancing visibility & exposure to key personnel, gaining abroad range of experiences, etc.)
a. organizational deve
c. the career web
When a learner practices to the point where he/she can do the task automatically when stimulated without even thinking about it, this is referred to as ________________.
a. task mastery
b. full competence
c. core learning
d. transfer of learning
e. overle
e. overlearning
In the discussion regarding compensation, three types of "currency" were noted as being used in the employment relationship. These were:
a. socio-emotional, rational, economic
b. psychological, economic, ideological
c. economic, socio-emotional, ideologic
c. economic, socio-emotional, ideological
The textbook notes that at least five basic standards should be met in any selection process: These standards include: 1)reliability, 2) validity, 3) generalizability, 4) utility and 5) __________________
a. functionality
b. aesthetic authenticity
c. lega
c. legality
Which selection method or screening device provides much general information about a potential employee, but not much in-depth information?
a. Application blank
b. Employment interview
c. Psychological test
d. Physical exam
e. Job sample test
a. Application blank
Which of the following selection methods typically involves the least concern about the legality of its use?
a. Interviews
b. Reference checks
c. Physical ability tests
d. Work sample tests
e. Personality tests
d. Work sample tests
When a performance measure assesses all of the relevant - and only the relevant - aspects of performance, it is _______________.
a. congruent
b. reliable
c. valid
d. acceptable
e. specific
c. valid
As noted in the lecture and discussion of personality tests, of the Five Major Dimensions of personality inventories, the only one with a meaningful correlation with success on the job is:
a. Extroversion
b. Adjustment
c. Agreeableness
d. Conscientiousnes
d. Conscientiousness
Which of the following performance evaluation interview methods would be least threatening to the supervisor conducting the interview?
a. Tell-and-Sell
b. Tell-and-Listen
c. Problem Solving
d. Develop-and-Review
e. Cut-and-Paste
a. Tell-and-Sell
replacement planning", a forecast
Succession planning
two levels of learning and development in work organizations
learning organizations
individual learning
Organizational Characteristics of an LO:
structure, culture, communication, reward system, attitude
Learning Organizations:
Structure - open and permeable, decentralized, integrative
Culture - promotes collaboration and exchange, risk taking
Communication - unimpeded formal flow, informal networks in all directions, quick flow
Reward system - encourages
LO processes, they learn from
problem solving, experimentation, past experience, others, and transfer knowledge
sources of learning
new employees, inside, and outside
training issues
retention
turnover
tuition reimbursement
learning develops
knowledge
skills
attitudes
competencies
Organization, task, person
levels to assess in order to determine training requirements
specification of what is to be learned and learning goals to be achieved; agreement on best way to acquire the learning; statement of how it is to be applied to work; commitment of support necessary to realize the learning
Strategic Learning Contracts
ways to learn
on-the-job/off-the-job; active/passive; cognitive/experiential
types of reinforcement
positive, negative, punishment, extinction
Law of Effect
behavior rewarded in a situation will tend to be repeated in that situation
Shaping
successive reinforcements as behavior comes closer to desired behavior
Schedules of reinforcement
continuous, fixed ratio, variable ratio
ACTION LEARNING
Individual Development Through Solving,
Select emerging leaders with diverse
Learning Portal
An on-line learning system that continuously delivers a wide range of on-line learning resources.
Informal Learning
Need specific
Highly relevant to the individual
Incremental and takes place when necessary
Used immediately
Occurs spontaneously
May not have specific outcomes
Up to 70% of learning at work
takes place informally
Types of Informal Learning
Practical skills
(job specific skills/knowledge, technical competence, safety issues)
Intrapersonal skills
(problem solving, critical thinking, learning about
alternative work processes, boundaries for risk taking)
Interpersonal skills
(peer-to-peer or su
SOJT
Structured on-the-Job Training
Two in a Box
managers have to work together to execute the responsibilities effectively
Operant Conditioning
Any type of reinforcement to modify behavior by its consequences
Law of Effect
Tendency of a person to repeat behavior that is accompanied by favorable consequences and not to repeat behavior that is accompanied by unfavorable consequences
Positive Reinforcement
A favorable consequence that accompanies behavior and encourages repetition of the behavior
Negative Reinforcement
Removal of an unfavorable consequence that accompanies behavior
Shaping
Successive reinforcements as behavior comes closer to the desired behavior
Punishment
An unfavorable consequence that accompanies behavior and discourages repetition of the behavior
Extinction
No significant consequence accompanying behavior
Reinforcement Schedule
Frequency with which reinforcement accompanies a desired behavior
Application Blanks & Biodata
On applications, potential distortion of some data; satisfactory reliability, especially for verifiable items; should custom design applications for each job; use specific training and experience checklists; can have good criterion related validity on pro
References (Personal/Employer)/Background Checks
Personal references often have low validity since they tend to be positive and don't differentiate between candidates; usually are not costly to obtain; former supervisors are best sources of useful information; employers often not willing to provide much
Selection Interview
Unstructured interview may have good intra interviewer reliability but poor inter interviewer reliability; validity is very low with unstructured interviews; structured competency/job based interviews (behavioral, situational) have good reliability and va
Performance/Work Sample Tests
Very good to excellent reliability; high criterion and content validity; can be costly to develop ($250,000) and limited to the specific job(s)/functions for which they were developed; usually quite defensible legally since there is very high job relatedn
Cognitive Ability Tests
These would include intelligence and perceptual tests. Good to excellent reliability; very good predictors of training success, very good job related criterion validity; good results with generally low to moderate costs; can have adverse impact on certain
Physical Ability Tests
Includes psychomotor tests, tests of vision, physical strength, etc. Good to excellent reliability; moderate criterion related validity, high content validity for many jobs; useful for screening candidates for physically demanding jobs; can have adverse i
Personality Tests
Can have good to excellent reliability but generally not strong criterion related validity�best for salespersons, managers; not excessively costly to employ; can be faked (social desirability responses); concern about defensibility because of cultural and
Honesty/Integrity Tests
There is mixed evidence about reliability and validity; some studies have found levels of "validity" comparable to other psychological tests; these tests can be faked (social desirability response); problem of false positives; legal implications may be cl
Drug Testing
Increasingly used in employment screening; appears to have respectable validity in predicting absenteeism and turnover; questions of consistent accuracy of the low cost tests.
training practice that links training to strategic business goals, has top management support, relies on instructional design model, and is bench-marked (or compared) to programs in other organizations
high leverage training
a learning system that requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job, and share what they have learned with other employees
continuous learning
a systematic approach for developing training programs
training design process
1. needs assessment-organizational, person, and task analysis
2. ensure employees' readiness-attitudes and motivation, basic skills
3. create a learning environment- meaningful material, practice, feedback, observation of others
4. ensure transfer of lear
designing effective training activities
process for determining the business appropriateness of training
organizational analysis
process for determining whether employees need training, and whether employees are ready for training
person analysis
process of id'ing the tasks, knowledge, skills, and behaviors that need to be emphasized in training
task analysis
learning related actions that a company takes to achieve its business strategy
strategic training and development initiatives
the desire of the trainee to learn the content of a training program
motivation to learn
the employees' belief that they can successfully learn the content of a training program
self-efficacy
the consistency/repeatability of a measure, the degree it is free from random error
reliability
the degree to which a measure does what it is supposed to do, accurate inferences can be made from it
validity
scores on the assessment device are statistically related to the measure of success (criterion) on the job
criterion related validity
current employees are tested (assessed) and scores are immediately correlated with criterion measures
concurrent validity
all applicants tested, some hired (not using new tests), success monitored, test scores eventually correlated with criterion measures
predictive validity
a rational/judgmental type of validation, a set of experts examines the test and determines if it is a fair sample of the job behaviors skills knowledge represented in the job domain
content validity
# persons to be hired/ # applicants
the lower, the greater utility of the selection test.
selection ration (sr)
the candidate is assessed sequentially with different types of tests, if he doesn't meet the minimum cutoff at each stage, he is eliminated from consideration
multiple hurdle
the candidate is assessed using a number of different types of tests, a low score on one test doesn't eliminate the person is he has compensating high scores on other tests
compensatory
application black, biographical inventory, references, interviews, psychological tests, work sample, physical exam
tools to collect predictor data
objective measures, personnel data, judgement data, behavioral data
types of criteria