HRMT 200 Final Exam/ HRMT 200 Final Exam Key Cards
Ques ons and answers Newest RATED A+ NEW!!
Define onboarding. - Ans Procedure for providing new employees with basic background
informa on about the firm and the job
Explain what socializa on is and list two (2) benefits of it for an organiza on. - Ans Ongoing
process of ins lling in all employees the a'tudes, standards, values and pa)erns of behavior
the organiza on expects.
The benefits include lower turnover and reduced workplace injuries.
Explain two (2) purposes of onboarding - Ans Making new employees feel welcomed and
reduced reality shock
List three (3)n forms of instruc onal design and explain one (1). - Ans 1. programmed learning
2. behaviour modelling - role play simulated situa ons
3. on-the-job training - learnt by performing it (appren ceship)
Explain two (2) steps of training process - Ans 1. Training needs analysis - analyze what needs
to be taught and se'ng objec ves and goals à what an employee should be able to do
2. instruc onal design
3. valida on
4. implementa on
5. evalua on of training
In a training needs analysis what is a task analysis. - Ans It iden fying the broad competencies
and specific skills required to perform job-related tasks. This can include iden fying what tasks,
,subtasks, and their frequency. Doing an overall evalua on of what competencies the individual
most possess to fulfil these tasks.
List the four global literacies and explain one (1). - Ans 1. Personal - understand and value
oneself
2. social
3. business
4. cultural - understand and leverage cultural differences
Define performance management. - Ans Process encompassing all ac vi es related to
improving employee performance produc vity and effec veness
List three (3) guidelines for a legally defensible process in performance management. - Ans 1.
use job analysis
2. avoid abstract trait names
3. limit subjec ve ra ngs
4. train supervisors to use it correctly
Explain two (2) of the five (5) steps in the performance management process. - Ans 1. Define
Performance Expecta ons
- goals
- job dimensions or traits
- behaviours or competencies
- task performance
- contextual performance
- ongoing feedback
, 5. conduc ng career development discussions
- opportuni es for development
- strengthen or improve employee knowledge, skills and abili es
- ac ons to boost performance
Explain two (2) of the five (5) formal appraisal methods. - Ans 1. compara ve methods:
graphic ra ng scale:
- a number of traits and a range of performance fo many r each, then an employee is rated by
iden fying the score that best describes their level of performance for each trait.
2. Advanced quan ta ve method: behaviorally anchored ra ng scales (BARS)
- combines the benefits of narra ves, cri cal incidents and quan fied ra ngs by anchoring a
quan fied scale with a specific narra ve
Explain who should do the appraising in a performance appraisal. - Ans supervisors , oneself,
peers, commi)ees, Subordinates and 360-degree appraisal using a varitey of people to rate
performance
List three (3) performance appraisal problems and explain one (1). - Ans there are many ra ng
scale problems
1. unclear performance standards
2. halo effects
3. central tendency: a tendency to rat all employees as very average
Explain a 360-degree performance appraisal. - Ans performance appraisal technique that uses
mul ple raters including peers, employees repor ng to the appraisee, supervisors, and
customers.
Ques ons and answers Newest RATED A+ NEW!!
Define onboarding. - Ans Procedure for providing new employees with basic background
informa on about the firm and the job
Explain what socializa on is and list two (2) benefits of it for an organiza on. - Ans Ongoing
process of ins lling in all employees the a'tudes, standards, values and pa)erns of behavior
the organiza on expects.
The benefits include lower turnover and reduced workplace injuries.
Explain two (2) purposes of onboarding - Ans Making new employees feel welcomed and
reduced reality shock
List three (3)n forms of instruc onal design and explain one (1). - Ans 1. programmed learning
2. behaviour modelling - role play simulated situa ons
3. on-the-job training - learnt by performing it (appren ceship)
Explain two (2) steps of training process - Ans 1. Training needs analysis - analyze what needs
to be taught and se'ng objec ves and goals à what an employee should be able to do
2. instruc onal design
3. valida on
4. implementa on
5. evalua on of training
In a training needs analysis what is a task analysis. - Ans It iden fying the broad competencies
and specific skills required to perform job-related tasks. This can include iden fying what tasks,
,subtasks, and their frequency. Doing an overall evalua on of what competencies the individual
most possess to fulfil these tasks.
List the four global literacies and explain one (1). - Ans 1. Personal - understand and value
oneself
2. social
3. business
4. cultural - understand and leverage cultural differences
Define performance management. - Ans Process encompassing all ac vi es related to
improving employee performance produc vity and effec veness
List three (3) guidelines for a legally defensible process in performance management. - Ans 1.
use job analysis
2. avoid abstract trait names
3. limit subjec ve ra ngs
4. train supervisors to use it correctly
Explain two (2) of the five (5) steps in the performance management process. - Ans 1. Define
Performance Expecta ons
- goals
- job dimensions or traits
- behaviours or competencies
- task performance
- contextual performance
- ongoing feedback
, 5. conduc ng career development discussions
- opportuni es for development
- strengthen or improve employee knowledge, skills and abili es
- ac ons to boost performance
Explain two (2) of the five (5) formal appraisal methods. - Ans 1. compara ve methods:
graphic ra ng scale:
- a number of traits and a range of performance fo many r each, then an employee is rated by
iden fying the score that best describes their level of performance for each trait.
2. Advanced quan ta ve method: behaviorally anchored ra ng scales (BARS)
- combines the benefits of narra ves, cri cal incidents and quan fied ra ngs by anchoring a
quan fied scale with a specific narra ve
Explain who should do the appraising in a performance appraisal. - Ans supervisors , oneself,
peers, commi)ees, Subordinates and 360-degree appraisal using a varitey of people to rate
performance
List three (3) performance appraisal problems and explain one (1). - Ans there are many ra ng
scale problems
1. unclear performance standards
2. halo effects
3. central tendency: a tendency to rat all employees as very average
Explain a 360-degree performance appraisal. - Ans performance appraisal technique that uses
mul ple raters including peers, employees repor ng to the appraisee, supervisors, and
customers.
