Employee Training and Development Set-3 - 90114

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1. According to a survey by Training magazine, the most commonly used form of multimedia training is: a. virtual reality. b. internet or intranet. c. computer-based games. d. simulations. 2. Which of the following is not a disadvantage of multimedia training? a. Expensive to develop b. Some trainees may have anxiety using the technology c. It is ineffective for certain training content d. It is limited in the senses to which it appeals 3. Computer-based training: a. is limited because it provides no feedback to the trainee. b. cannot provide as effective a learning experience as traditional methods of training. c. includes interactive video, CD-ROM, and Internet or Web-based training. d. should not be used alone as a training method because of its limitations. 4. ________________ is an interactive training experience in which a computer provides a stimulus, the trainee responds, and the computer analyzes responses and provides feedback. a. An expert system b. EPSS c. An LMS d. Computer-based training 5. A new hire in large city is touring the city’s sewer lines while sitting at a computer. This is possible due to: a. a laser disk. b. an avatar. c. the internet. d. asynchronous communication. 6. Online learning includes all of the following except: a. web-based training. b. business games. c. simulation based training. d. learning portals. 7. The major difference between internet-based training and intranet-based training is: a. access to the internet is restricted to employees. b. access to an intranet is restricted to employees. c. the intranet allows for a higher degree of learner control. d. negligible, both terms are used interchangeably. 8. All of the following are aspects of learner control in e-learning except: a. practice. b. accessibility. c. progress assessment. d. pacing. 9. Online learning is most effective for teaching: a. complex analytical skills. b. conceptual skills. c. interpersonal skills. d. cognitive knowledge. 10. Research shows that assessment center ratings are related to all except: a. managerial experience. b. salary level. c. job performance. d. career advancement. 11. An instrument designed to measure important factors in being a successful manager is known as: a. Looking Glass. b. MBTI. c. in-basket. d. Benchmarks. 12. 360-degree feedback: a. involves gathering performance information from customers who have observed an employee’s performance at all possible times during the day. b. involves the evaluation of performance by subordinates, peers, customers, the boss, and the individual him/herself. c. is the quickest approach to performance evaluation currently used. d. involves the individual as the sole assessor of all aspects of his/her performance. 13. All of the following except ________________ are potential limitations of 360-degree feedback. a. the time demands placed on raters b. managers seek to identify and punish raters providing negative information c. ratings from different sources must be obtained d. a facilitator is needed to interpret results 14. Research shows that the most change resulting from upward feedback and 360-degree systems occurs in individuals who: a. receive higher ratings from others than they gave themselves. b. whose self ratings were similar to ratings from others. c. tend to rate others lower than they rate themselves. d. receive lower ratings from others than they gave themselves. 15. A major assumption of using job experiences for development is that: a. development occurs best when job demands involve obstacles and creating change. b. development depends on having a supportive boss and coach. c. development occurs best when employees experience high levels of stress in their jobs. d. development occurs when there is a mismatch between the employees’ skills and the skills required for the job. 16. Demotions, lateral moves, externships and job enlargement are all examples of this kind of approach to employee development. a. Formal education b. Interpersonal relationships c. Job experiences d. Assessment 17. Job enlargement: a. refers to hiring more people for the same job category. b. means moving the position up the organizational hierarchy. c. means adding new challenges and responsibilities to an employee’s current job. d. tends to deter an employee’s development because it is so time-consuming. 18. Positive outcomes of job rotation include all except: a. improves problem-solving and decision-making skills. b. an increased understanding of different company functions. c. greater salary growth and promotion rates. d. higher productivity in the department gaining the rotating employee. 19. ________________ is a country high on femininity while ___________________ is a country high in masculinity. a. France, Netherlands b. Germany, Japan c. Netherlands, Japan d. Netherlands, Russia 20. If an expatriate who spoke only English was assigned to __________________ the rigor of their pre-departure training should be highest for which of the following country assignments? a. Vietnam b. Canada c. Scotland d. Englad 21. For overseas assignments that require a considerable degree of interpersonal interaction, the best type of training method is: a. interactive video. b. e-learning. c. case studies. d. experiential. 22. ________________ is/are an example of a high rigor training method. a. Briefing employee’s performance at all possible times during the day b. Role play c. Videos d. Case studies 23. Cultures high in _________________ expect participation in exercises and questioning to be determined by status in the company or culture. a. masculinity b. power distance c. individualism d. time orientation 24. The goals of diversity training include all of the following except: a. to eliminate values, stereotypes, and managerial practices that inhibit employees’ development. b. to allow employees to contribute to organizational goals regardless of their race, gender, religion, sexual orientation, cultural background, or family status. c. to promote equal access to jobs and training opportunities. d. to facilitate succession planning. 25. All of the following are arguments regarding how managing diversity can provide a competitive advantage except: a. turnover reduction. b. cost. c. market share. d. flexibility. Text: Employee Training and Development Fifth Edition, 2010 ISBN: 13: 978-0-07-353034-5 Raymond A. Noe McGraw-Hill/Irwin
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