Managing Performance through Training and Development 8th Canadian Edi�on, 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 fr ame.
a. True
*b. False
4. Chapter 01 -004
Development is described as a planned effort to develop
employeesâ €™ 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 Serviceâ €™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 de velopment 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 reso urces 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 â €œskills mismatch.â € 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 cl ear 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 organizationâ €™s learning and training strategy most often will NOT directly influence its training and development programs. a. True *b. False
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 fr ame.
a. True
*b. False
4. Chapter 01 -004
Development is described as a planned effort to develop
employeesâ €™ 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 Serviceâ €™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 de velopment 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 reso urces 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 â €œskills mismatch.â € 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 cl ear 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 organizationâ €™s learning and training strategy most often will NOT directly influence its training and development programs. a. True *b. False
