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Training can be evaluated through a cost-benefit analysis, which consists of each of the f

Training can be evaluated through a cost-benefit analysis, which consists of each of the following steps except: _______________.

  1. determine training costs
  2. identify potential savings results
  3. conduct costs and savings benefit comparisons
  4. benchmark the results against that in other organizations



22.Organizations who are looking for the most rigorous training evaluation should use the _______________ design.

  1. post-measure
  2. pre-/post-measure without a control group
  3. pre-/post-measure with a control group
  4. benchmarking



23.Anderson Finance Corporation has created specialized leadership classes and mentoring programs, targeted specifically to the employees who are likely to be promoted to Director positions in the next 24 months.  Anderson Finance’s talent management program is _______________.

  1. insufficient for retaining key employees
  2. focused on “high-pos”
  3. in violation of EEOC guidelines
  4. unlikely to be expanded to include non-management



24.A/An                is a series of work-related positions a person occupies throughout life.

  1. career
  2. job
  3. profession
  4. occupation



25.A career plan in which an individual enters the sales department of an organization as a sales counselor, then is promoted to account director, then to sales manager, and finally to vice-president of sales, would be a good example of _______________.

a.       individual-centered career planning

b.       organization-centered career planning

c.       lifetime employment

d.       career transitions



26.Individual-centered career planning focuses on _______________.

a.       the individual's responsibility for a career rather than on organizational needs

b.       the career ladder for that employee

c.       the individual’s place on a succession chart

d.       the internal opportunities for career advancement











27.Paul has been in his first job for two months. He is very dissatisfied with his unsupportive supervisor, the lack of specific feedback, the project deadline which is six months off, and the "vagueness" of his job.  While these are real concerns, Paul is likely also feeling _______________.

a.       a sense of boundarylessness

b.       that the on-boarding process has failed

c.       new employee “buyer’s remorse”

d.       entry shock



28.In order to reward talented technical people who do not want to move into management, many companies have established _______________.

  1. dual career ladders
  2. portable career paths
  3. phased retirement plans
  4. the position of technical-professional



29.Which of the following statements is true about dual-career couples?

  1. Part-time work, flextime, and work-at-home arrangements are generally unacceptable options for most couples.
  2. Dual-career couples are more mobile due to their dual income.
  3. The promotion of one partner in the couple to another geographic area may result in a “commuting” relationship.
  4. Their numbers are decreasing as more women opt for the "mommy track."



30.Development is distinguished from training, in that _______________.

a.       development focuses on individuals gaining new capabilities useful for both present and future jobs

b.       development cannot be measured or quantified, whereas training can

c.       training is used mostly for management positions

d.       development provides people with specific, identifiable knowledge and skills for use on their present jobs








31.John's employer has a tuition reimbursement program, but only for degrees directly applicable to the position the employee currently holds.  John is a manufacturing supervisor, but he wishes to earn a degree in employee safety and health and move into an HR position at the company.  His boss will only pay for John to get advanced training in Total Quality Management.  Which of the following statements is true?

a.       John has conflict of interest between organizational development and the pursuit of personal goals.

b.       An employee's lifelong development must be channeled along prescribed career paths tied to the organization's strategy.

c.       John's organization is overlooking the positive contribution that his lifelong development may have on organizational capabilities.

d.       John is being unreasonable in expecting that his current employer would pay for the training he needs to enhance his personal employability.



32.The Fennimore Cooper School District is located in a rural area, far from a major urban area.  The school district is having a difficult time recruiting new graduates from education programs to work there.  The school board is proposing to hire people with college degrees who are interested in changing to a teaching career.  As a recruiting tool, the school board plans to pay for the individual's education to become a certified teacher and continuing education towards a master's degree. The board is proposing a/an _______________ program.

  1. lifetime development
  2. personnel redeployment
  3. mid-life realignment
  4. re-development



33.Jeffrey Bean, Manager of Operations for a large retail chain, recently attended an off-site training program which was designed to teach managers new ideas and methods for managing the department’s work and making his operation more efficient.  When Jeffrey went back to the office, he thought, “This is never going to work.  Those ideas are good in theory, but it’s just not practical to change the processes we already have in place.”  Jeffrey’s reaction describes a situation of _______________.

  1. encapsulated development
  2. classroom paralysis
  3. lack of self-efficacy
  4. transfer of training error





34.The purpose of succession planning is to _______________.

  1. prepare for passing wealth from family-business owners to the next generation
  2. measure the success or failure of the strategic planning process
  3. provide for the orderly transition of ownership from one generation to the next
  4. identify a longer-term plan for the orderly replacement of key employees



35.The purpose of replacement charts is to _______________.

a.       ensure that the right individuals with sufficient capabilities and experience to perform the targeted jobs are available at the right time

b.       prepare a collection of instruments and exercises designed for diagnosing a person's development needs

c.       plan the strategic layoffs of non-key employees

d.       provide that each organizational key position has persons of diverse races, genders, ethnicities, religions, and ages as potential successors

Dec 16 2019 Read more Less More

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