Managing Performance Through Training And Development 6th Edition By Saks - Test Bank

Chapter 1: The Training and Development Process

TRUE/FALSE

1. Performance management is the acquisition of knowledge, skills, and abilities to improve performance in one’s current job.

ANS: F PTS: 1 REF: 5

2. Development is the acquisition of knowledge, skills, and abilities required to perform future job responsibilities.

ANS: T PTS: 1 REF: 7

3. Human resource development is part of a larger system known as training and development.

ANS: F PTS: 1 REF: 7

4. Performance management is often based on a single event like a training program.

ANS: F

multiple events

PTS: 1 REF: 7

5. TD Bank’s Robbery Prevention and Awareness initiative is an example of a training program.

ANS: T PTS: 1 REF: 2

6. One of the intrinsic benefits of training and development is the benefits realized by society.

ANS: F

extrinsic

PTS: 1 REF: 10|11

7. Research seems to indicate a negative relationship between per employee expenditures on training and development and voluntary and involuntary turnover rates.

ANS: F

positive

PTS: 1 REF: 10

8. One of the reasons for the underinvestment in training and development is the perception that training, learning, and development expenditures represent a cost rather than an investment.

ANS: T PTS: 1 REF: 14

9. Alberta and Quebec are the only provinces in Canada to have mandatory training laws for companies with payrolls greater than $1 million.

ANS: F

Quebec only

PTS: 1 REF: 14

10. Organizations are always successful in recovering training costs when employees sign training bonds.

ANS: F

Some conditions need to be met

PTS: 1 REF: 16

11. 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.

ANS: F

change not organizational strategy

PTS: 1 REF: 16

12. Strategic training and development (ST&D) is often described as the alignment between T&D and short-term corporate goals.

ANS: F

strategy and objectives

PTS: 1 REF: 19

13. An example of strategic training would be an enterprise offering cultural training given that its strategy calls for international expansion.

ANS: T PTS: 1 REF: 19

14. The trend toward flatter organizational structures is causing some element of blurriness between what constitutes traditional roles associated with management functions.

ANS: T

Employees are being trained in areas that once were associated with management functions.

PTS: 1 REF: 20

15. An organization’s learning and training strategy will directly influence its training and development programs.

ANS: T PTS: 1 REF: 20

16. Restructuring, downsizing, and reengineering often lead to changes in