WGU C235 Training & Development EXAM STUDY GUIDE COMPLETE QUESTIONS WITH CORRECT DETAILED ANSWERS || 100% GUARANTEED PASS <LATEST VERSION>

WGU C235 Training & Development EXAM STUDY GUIDE COMPLETE QUESTIONS WITH CORRECT DETAILED ANSWERS || 100% GUARANTEED PASS &lt;LATEST VERSION&gt; 1. Organization - ANSWER A social unit of people structured and managed to meet a need or pursue collective goals 2. Human Resource Management - ANSWER Entire set of activities used by an organization to align its human capital with organizational objectives and strategies 3. What is the most common delivery method for training? - ANSWER Classroom learning 4. Blended learning - ANSWER A variation of e-learning. All information and knowledge sharing that has been done in class traditionally through lecture is "flipped" to an online environment and class time is used instead for discussion, synthesis, and application. 5. Examples of new age training techniques - ANSWER Visualization Relaxation Affirmation 6. Case Study - ANSWER Provides a realistic situation for trainees who must put themselves in the shoes of the decision maker in the case and try to resolve a problem using materials or frameworks learned in the training. 7. 2 types of performance measures - ANSWER Objective Subjective 8. Return on Investment (ROI) - ANSWER ROI = Net Profit / Expense Net Profit = Profit - Expense 9. An organization is considering a new workforce training program that is estimated to increase the average employee's productivity by 20%. In a group of 10 employees, each employee produces $45,000 in revenue. The training program costs $300,000. What is the organization's ROI? - ANSWER 30% 10. What is one outcome of performance evaluations? - ANSWER Lower employee turnover 11. What is a beneficial result of management decisions that are informed by a performance management system? - ANSWER Better promotions 12. Ranking performance appraisal - ANSWER List employees from best to worst 13. Forced distribution performance appraisal - ANSWER A ranking approach where the rater is forced to divide candidates into predetermined categories (top 10% receive excellent, bottom 20% receive unsatisfactory). Classify employees into group (bell curve). Overcomes leniency errors 14. Trait-rating performance appraisal - ANSWER A rating approach where several dimensions of job performance are drawn from a job analysis and "anchored" only with numbers or adjectives (above average, needs improvement, etc.) 15. Behaviorally anchored rating scales - ANSWER A rating approach where several dimensions of job performance are drawn from a job analysis and "anchored" at each of several points with statements of behavior reflecting the level of performance. Focuses on observable actions of the employees rather than subjective competencies and work-outcomes. 16. 360 Degree performance appraisal - ANSWER Receiving feedback from all those affected by the work of a particular individual, including customers, suppliers, bosses, subordinates, and peers. Provides various perspectives of job performance. Addresses one obstacle to an effective performance appraisal by collecting feedback from those impacted by the work of the employee 17. A company wants to do a performance appraisal of its employees in such a way that the firm can review the observable actions of the employees rather than subjective competencies and work-outcomes. Which type of performance appraisal is appropriate? - ANSWER Behaviorally anchored rating scale 18. Why might an employee prefer 360 Degree feedback rather than a traditional performance appraisal? - ANSWER 360 Degree feedback provides various perspectives of job performance 19. A firm is conducting performance evaluations but is having trouble building on the review process to promote future improvement by the rated party. Which strategy should the firm use to cope with this issue? - ANSWER Create joint goals with clear expectations for the future 20. Employee Rights - ANSWER Rights desired by employees regarding the security of their job and the treatment administered by their employer while on the job, irrespective of whether or not those rights are currently protected by law or collective bargaining agreements 21. How are employee rights related to training and development? - ANSWER Supervisors are more likely to unjustifiably dismiss employees as well as to commit sexual harassment offenses if they have not received effective training on these issues than if they have received such training. Training and setting policies help the employer and employers to respect and follow employee rights. 22. Effective strategies for overcoming obstacles to effective performance appraisal - ANSWER (1) Reviews focused on the supervisor - listen to employee's views and create personal development plan (2) Trouble preparing employee reviews - use the employee self-evaluation to springboard conversation (3) Review process lacks process to help employee improve - ensure goals are clear and encourage improvement 23. How to create legally defensible performance appraisals - ANSWER (1) The evaluation of abstract/subjective traits (honesty, dependability) should be avoided unless these traits can be defined in terms of observable behavior (2) Ratees should be provided with feedback of the results of the PA and should have an opportunity to appeal to a higher-level manager if they disagree (3) No PA system should rely solely on the judgement of a single individual without input and checks by others 24. Why should a firm be concerned about issues regarding its current performance evaluation process? - ANSWER Because it does not give parties the opportunity to appeal 25. What is an element of a legally defensible performance appraisal system? - ANSWER Communication of performance standards 26. Employees at a call center are told to respond to all customer requests in a timely manner, yet managers are unhappy with the employee response time. Employees have not been given exact time frames. Which coaching method should managers use for employees in this situation? - ANSWER Set specific standards 27. How are progressive discipline procedures determined in a unionized work setting? - ANSWER It's part of the collective bargaining agreement 28. What are the characteristics of progressive disciplinary procedures in a non unionized work setting? - ANSWER It provides legal protection/due process for the employee. It's quicker and involves fewer steps than its union counterpart. Organizations have considerable freedom to construct the policies. 29. Process for creating a performance improvement plan - ANSWER Establish specific goals and timeline Discuss support resources to improve performance Specify consequences the employee faces if performance does not improve 30. Repatriation - ANSWER Bringing employees back home after an overseas assignment. 31. Replacement Planning - ANSWER Short term planning for replacement of key people in certain jobs. 32. Resource-based View - ANSWER A view that envisions organizations as bundles of resources, such as people, capital, plant, and equipment. 33. Reverse Mentoring - ANSWER Where mid-level successful managers and professionals mentor upper-level managers and professionals. 34. Role Modeling - ANSWER Leading by example. For instance, if an employee has gone to training in which he or she has learned how to communicate in ways that come across as supportive, but the supervisor consistently uses an abrasive communication style, it is unlikely that the supportive communication training will transfer effectively. 35. SMART Objectives - ANSWER Objectives that are Specific, Measurable, Attainable, Realistic, and Timely. 36. Self-efficacy - ANSWER An individual's belief in his or her ability and capacity to accomplish a specific task or complete a challenge. 37. Self-Management - ANSWER The act of goal setting, self-monitoring, and self-reward and self-punishment depending on the discrepancy between the goal set and the actual behavior. 38. Self-serving Bias - ANSWER The likelihood of a trainee to overstate the degree to which he or she has transferred the learning back to the job. 39. Simulations - ANSWER Allow trainees to learn by doing in realistic circumstances, but without the penalties of making mistakes on the job. 40. Situational Theory - ANSWER The theory that the "secret sauce" to leadership lays in the interaction between the leader's behavior and the situation he or she faced. 41. Smiles Sheets - ANSWER An internal measure used to gather participant reactions and feelings relative to training content and context - "Individualized". 42. Stages of HR Competency - ANSWER Acquiring, Applying, Mastering, Influencing. 43. Straight Ranking - ANSWER A ranking approach that involves the ranking of ratees against others in the same department or job classification. 44. Strategic Training - ANSWER The idea that all training should be aimed at building organizational capabilities that foster sustained competitive advantage. 45. Subject Matter Experts - ANSWER Employees at any level in the organization who are experts on the nature of the tasks that need to be performed more effectively. 46. Succession Planning - ANSWER Long term planning for replacement of key people in key jobs. 47. Survey Feedback - ANSWER A means of organizational diagnosis where items, such as questionnaires, are distributed to collect employee (or customer) feedback to gauge certain aspects of an organization that require change. 48. synchronous - ANSWER A type of e-learning wherein the participants gather in real time to interact with the facilitator, the course content, and the other participants. 49. Systems - ANSWER A set of elements standing in interrelationship to themselves and to their environment. 50. Task Analysis - ANSWER A detailed statement of the conditions under which a task is performed, as well as the duties, responsibilities, and activities associated with the task. 51. Task-oriented Behaviors - ANSWER Include things like focusing on employee performance, clarifying rules and processes, determining employee roles and goals, removing roadblocks to performance, and working across department boundaries to make it easier to get work done. 52. Team Building - ANSWER A five-dimensional model of leadership behavior that is based on a large survey. The five-dimensions of the model include challenge the process, inspire a shared vision, enable others to act, model the way, and encourage the heart. 53. Theory of Identical Elements - ANSWER Proposes that transfer occurs best when what is being learned in training is identical to what the trainee must perform on the job. 54. time Series - ANSWER A quasi-experimental design which has no control group. There is multiple measures taken before and multiple measures taken after over time. 55. Total Quality Management - ANSWER A comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. 56. Trait Theories - ANSWER Assumption that leaders are born and not made. 57. Trait-rating - ANSWER A ratings approach where several dimensions of job performance are analyzed and "anchored" only with numbers or adjectives (e.g., "above average" or "needs improvement"). 58. Transactional Leaderships - ANSWER Behavior and contingency theories that focus on the details of the interaction between leader and followers. 59. Transfer - ANSWER the extent to which training is used on the job 60. Transformational Leadership - ANSWER Leadership where top managers may never even meet many of the followers. 61. Two-Way Mentoring Programs - ANSWER Baby boomers mentor Gen Xers or Millennials on how to get ahead in the organization, while the younger generations mentor the baby boomers on the use of new technology. 62. Typical Stages - ANSWER The typical stages in career development are occupational preparation, organizational entry, early career establishment and achievement, mid-career, and late career. 63. When doing a termination interview, which of the following should NOT be done? - ANSWER Have only the supervisor and the employee present 64. When doing a termination interview there are many things that should be done to make the process smoother and to help the organization if the employee comes back with an unlawful termination lawsuit. The following is a list of things that should be done: 1. Plan the interview carefully 2. Have a third person (e.g. HR) present 3. Quickly get to the point of the meeting 4. Describe the situation leading to the dismissal 5. Listen and give the employee a chance to ask questions 6. Review the specifics of the severance a. Final paycheck, unused vacation and severance pay b. COBRA c. How references will be handled 7. Explain the next step after the interview 65. An employer should do all of the following to ensure legal termination EXCEPT: - ANSWER Follow procedures at will 66. All of the following are things that employers should do to ensure that their employees know and understand the behaviors and expectations that are prohibited or required in the job EXCEPT: - ANSWER Training only Managers and Supervisors 67. True or False: Even though privacy legislation generally does not cover private employer-employee relationships, many organizations are establishing their own policies governing privacy rights. - ANSWER True 68. Which of the following is a benefit that org