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Chapter 1
- Chapter 01-001
Performance management is best categorized as a single event often associated with an annual performance appraisal process.
- True
*b. False
- 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
- False
- Chapter 01-003
SMART goals are goals that are specific, measurable, attainable, realistic, and hav e a time frame.
- True
*b. False
- 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.
- True
*b. False
- Chapter 01-005
The main goal of the Edmonton Police Serviceâ €™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
- False
(Managing Performance through Training and Development 8th Canadian Edition, 8e Alan Saks, Robert Haccoun ) (Test Bank all Chapters) 1 / 4
- Chapter 01-006
One of the intrinsic benefits of training and development is the benefits realized by society.
- True
*b. False
- 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.
- True
*b. False
- 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
- False
- Chapter 01-009
Quebec is the only province in Canada to have mandatory training laws for companies with net profits greater than $1 million.
- True
*b. False
- 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
- False
- / 4
- 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.
- True
*b. False
- Chapter 01-012
Unlike many industrialized countries, Canada has NOT experienced in any meaningful way the notion of â €œskills mismatch.â€
- True
*b. False
- Chapter 01-013
Company ABC decides to provide selected employees with cultural sensitivity training as it contemplates opening an office in Shanghai, China. T his is a clear example of strategic training.
*a. True
- False
- 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
- False
- Chapter 01-015
An organization’s learning and training strategy most often will NOT directly influence its training and development programs.
- True
*b. False
- / 4
- Chapter 01-016
Restructuring, downsizing, and reenginee ring often lead to changes in employeesâ €™ tasks and responsibilities and so necessitate the need for training.
*a. True
- False
- Chapter 01-017
A high-performance work system may be described as a specific combination of human resource practice s that maximizes the knowledge, skills, abilities, flexibility, and commitment of employees.
*a. True
- False
- Chapter 01-018
When applying the ISD model of training and development, the process often begins with the identification of a concern.
*a. True
- False
- Chapter 01-019
A needs analysis typically has three levels including an organizational analysis, a departmental analysis, and a person analysis.
- True
*b. False
- Chapter 01-020
The ISD model of training and develop ment has three major
steps: needs analysis, design, and delivery.
- True
*b. False
- Chapter 01-021
- / 4
Studies consistently conclude that the majority of
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