Managing Performance through Training and Development 8th Canadian Edition, 8e Alan Saks, Robert Haccoun (Test Bank All Chapters, 100% Original Verified, A+ Grade)

Managing Performance through Training and Development 8th Canadian Edition, 8e Alan Saks, Robert Haccoun (Test Bank All Chapters, 100% Original Verified, A+ Grade)
Chapter 1
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

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