Test Bank Chapter 8 - Employee Training and Development



Chapter 8—Performance Management and Employee Development

True/False Questions

1. The overall objective of a developmental plan is to encourage continuous learning, performance improvement, and personal growth.

(Suggested points: 2, [8.2])

2. If there are no promotion opportunities available in an organization, then it should not be written into developmental plans for its employees.

(Suggested points: 2, [8.1])

3. Developmental plans should keep the needs of both the organization and the employee in mind.

(Suggested points: 2, [8.2])

4. A temporary assignment is a developmental activity that allows an employee to receive publications and attend informal and formal meetings in which employees have an opportunity to learn about best practices in their industries.

(Suggested points: 2, [8.4])

5. Managers should not be held accountable for tracking their employees’ development.

(Suggested points: 2, [8.5])

6. In 360-degree feedback systems, information is gathered from an employee’s peers, customers, subordinates, and supervisors.

(Suggested points: 2, [8.6])

7. Three-hundred-sixty-degree feedback should only be used for administrative purposes.

(Suggested points: 2, [8.6])

8. Two of the advantages of implementing 360-degree feedback systems are that employees have increased commitment to improve and that they have more control over their careers.

(Suggested points: 2, [8.8])

9. One risk of 360-degree feedback systems is that raters may become overloaded with forms to complete.

(Suggested points: 2, [8.8])

10. Three-hundred-sixty-degree feedback systems where the feedback is anonymous are more likely to be successful.

(Suggested points: 2, [8.9])

11. Developmental plans should be implemented for all but the lowest level employees.

(Suggested points: 2, [8.1])

12. Three-hundred-sixty-degree feedback systems will be effective in all organizations.

(Suggested points: 2, [8.8])

13. One goal of a feedforward interview is to think about ways that an employee’s skills can be used to make further improvements in the future.

(Suggested points: 2, [8.5])

14. The first step of a feedforward interview is to discuss an employee’s weaknesses.

(Suggested points: 2, [8.5])

15. A 360-degree feedback system is most effective for individuals high in self-efficacy.

(Suggested points: 2, [8.8])

16. A 360-degree feedback system is less effective for an individual who perceives a need to change.

(Suggested points: 2, [8.8])

Multiple-Choice Questions

17. Which of the following objectives are objectives of developmental plans?

A. Sustain current performance.

B. Improve performance.

C. Prepare employees for advancement.

D. All of the above

(Suggested points: 2, [8.3])

18. Developmental activities include:

A. On-the-job training

B. Courses

C. Job rotation

D. All of the above

(Suggested points: 2, [8.4])

19. ___________ is/are a developmental process that consists of a one-on-one relationship between a senior (mentor) and junior (protégé) employee.

A. Job rotation

B. Self-guided reading

C. Mentoring

D. Temporary assignments

(Suggested points: 2, [8.4])

20. A direct supervisor’s responsibilities regarding employee development include all of the following except:

A. Explaining the probability the employee has of being successful

B. Developing hard-to-reach goals and objectives

C. Providing resources and guidance on developmental activities

D. Reviewing the employee’s progress toward goals

(Suggested points: 2, [8.5])

21. A gap analysis is conducted examining the areas for which there are large discrepancies between __________ and ______________.

A. self-perceptions; perceptions of others

B. peer perceptions; supervisor perceptions

C. subordinate perceptions; supervisor perceptions

D. None of the above

(Suggested points: 2, [8.6])

22. Which of the following questions should be answered to determine if an organization is prepared to implement a 360-degree feedback system:

A. Does the organization value input and participation in decision making?

B. Is cooperation evident among employees from different units or departments?

C. Is there little or no fear of speaking up?

D. All of the above

(Suggested points: 2, [8.8])

23. Because 360-degree feedback systems gather feedback from multiple sources, there is a decreased chance of ______________ in the identification of employees’ weaknesses.

A. truth

B. accuracy

C. biases

D. leniency

(Suggested points: 2, [8.8])

24. 360-degree feedback systems should focus on _______________ to ensure that the employee can identify specific actions to improve performance.

A. results

B. teamwork

C. behaviors

D. none of the above

(Suggested points: 2, [8.6])

25. Successful 360-degree feedback systems offer:

A. Observation of employee performance

B. Feedback interpretation

C. A and B

D. None of the above

(Suggested points: 2, [8.6])

26. Raters in successful 360-degree feedback systems receive ___________ and __________.

A. compensation; training

B. training; room to include comments

C. room to include comments; interpretation of results

D. none of the above

(Suggested points: 2, .5[8.7], .5[8.9])

27. What is the objective of a developmental plan?

A. To show an employee that he is not very good

B. To provide an opportunity to the employee that he will not be able to successfully complete his goals

C. To encourage continuous learning, performance improvement, and personal growth

D. To encourage an employee to perform better than expected

(Suggested points: 2, [8.2])

28. Which of the following is included in the direct supervisor’s role in creating a developmental plan?

A. Identifying areas that are of interest to the employee

B. Referring the employee to activities appropriate for the achievement of goals

C. Encouraging the employee to choose developmental activities that are lowest in cost to the organization

D. Referring the employee to coworkers who will track the employee’s progress in the developmental plan

(Suggested points: 2, [8.5])

29. What is the defining feature of a 360-degree feedback system?

A. Employees receive feedback from a variety of people including supervisors, coworkers, and clients.

B. Results are given in pie-chart format.

C. Employees have the opportunity to respond to feedback.

D. Employees are responsible for providing feedback to everyone they deal with.

(Suggested points: 2, [8.6])

30. When is a 360-degree feedback system most useful?

A. When it is used for administrative purposes only.

B. When it is based on an online system

C. When every person that the employee has encountered in the evaluation period provides feedback

D. When it is used for developmental purposes only

(Suggested points: 2, .5[8.6], .5[8.8])

31. In using 360-degree feedback systems, what can be done to ensure that employees accept the results?

A. Ensure that the employee is allowed to select at least some raters that will provide feedback.

B. Ensure that everyone whom the employee has interacted with in any way provides feedback.

C. Ensure that only clients who were happy with the employee’s performance are selected to provide feedback.

D. Ensure that the supervisor responds to any negative feedback with a defense of the employee.

(Suggested points: 2, [8.6])

32. Which of the following is an advantage to a 360-degree feedback system?

A. Avoidance of “undiscussables.”

B. Employees know their chances of being promoted before they submit the required forms.

C. Employees exhibit increased commitment to improve.

D. Allow for organizational control of an employee’s career.

(Suggested points: 2, [8.8])

33. Which of the following is characteristic of a good 360-degree feedback system?

A. There is anonymity.

B. Every employee must rate every other employee.

C. Raters provide information beyond simple ratings.

D. A and C are correct.

(Suggested points: 2, [8.7])

34. How does a 360-degree feedback system help employees take control of their own careers?

A. It allows employees to choose raters who will give them high ratings.

B. It allows employees to gain a realistic assessment of where to go with their careers.

C. It allows employees to see which coworkers are friends and which are not.

D. It allows employees to form alliances with high raters and avoid low raters.

(Suggested points: 2, [8.8])

35. Which of the following are acceptable developmental activities?

A. Education courses

B. Job rotation

C. Mentoring

D. All of the above

(Suggested points: 2, [8.4])

36. One of the goals of a feedforward interview is to:

A. Provide an in-depth analysis of the employee’s weaknesses.

B. Set future goals and objectives.

C. Understand the skills that individuals have that allow them to perform well.

D. Think about ways that the employee can improve upon his/her weaknesses.

(Suggested points: 2, [8.5])

37. The steps of a feedforward interview include:

A. Uncover the employee’s underlying success factors.

B. Extrapolate past behavior into the future.

C. Elicit a success story from the employee.

D. All of the above

(Suggested points: 2, [8.5])

38. It would be unwise to implement a 360-degree feedback system in an organization:

A. Where there is little or no fear of speaking up

B. Where people want to improve their performance

C. Where employees are not trusted to get their job done

D. Where decisions are made about rewards and promotion fairly free of favoritism

(Suggested points: 2, [8.8])

Essay-Type Questions

39. You are the HR manager at a large accounting firm. You are implementing a new developmental plan. Please design the form that you would use to implement this new program. Ensure that it contains all of the elements of a good developmental plan.

(Suggested points: 10, [8.3])

40. A large financial services firm is considering implementing a 360-degree feedback system. What question should it consider when deciding whether or not to implement the system?

(Suggested points: 2, [8.6])

41. The large financial service firm mentioned in short essay question 8.40 has decided to implement a 360-degree feedback system. Please give the firm recommendations on what characteristics it should look for in a good 360-feedback system.

(Suggested points: 3, [8.9])

42. List the specific objectives of a developmental plan.

(Suggested points: 2, [8.1])

43. What should be included in the objectives of a developmental plan? What are the characteristics of good plan objectives?

(Suggested points: 2, [8.3])

44. Is the developmental plan dictated by the needs of the employee or of the organization? Explain.

(Suggested points: 2, [8.3])

45. Please provide a list of possible developmental activities.

(Suggested points: 2, [8.4])

46. What is the direct supervisor’s role in the creation of a developmental plan?

(Suggested points: 2, [8.5])

47. Where does a 360-degree feedback system work best?

(Suggested points: 2, [8.6])

48. List the benefits of a 360-degree feedback system.

(Suggested points: 2, [8.8])

49. What are the disadvantages of a 360-degree feedback system?

(Suggested points: 2, [8.8])

50. List the characteristics of a good 360-degree feedback system.

(Suggested points: 2, [8.9])

51. Critically assess mentoring as a developmental activity.

(Suggested points: 3, [8.4])

52. Why are the three steps of the feedforward interview important?

(Suggested points: 3, [8.5])

Answers

1. T

2. F: Developmental plans can also enrich employees’ work experiences.

3. T

4. F: This describes membership in professional organizations.

5. F: Supervisors should be held accountable for their employees’ development.

6. T

7. F: 360-degree feedback should only be used for developmental purposes.

8. T

9. T

10. T

11. F: Developmental plans should be implemented for all employees, from top management through the lowest level.

12. F. Three-hundred-sixty-degree feedback systems will only be effective in some organizations.

13. T

14. F: The first step of a feedforward interview is to elicit a success story.

15. T

16. F: Three-hundred-sixty-degree feedback systems are most effective for individuals who perceive a need to change.

17. D

18. D

19. C

20. B

21. A

22. D

23. C

24. C

25. C

26. B

27. C

28. B

29. A

30. D

31. A

32. C

33. D

34. B

35. D

36. C

37. D

38. C

39. Answers will vary but may resemble the following form:

|Prof. Developmental Needs |Resources/Support Needed |Target Date |Evidence of Goal Completion |

|  |  |  |  |

|  |  |  |  |

|  |  |  |  |

|  |  |  |  |

|  |  |  |  |

This plan contains all of the elements of a good developmental plan: listing the need, listing the resources needed to meet the need, the date when the goal will be completed, and evidence regarding how the goal was met. The goals included on the form should include goals that the employee and supervisor agree on. In addition, the goals need to be set to accomplish employee and organizational goals.

8.40 Answering the following questions can give a good indication whether implementing a 360-degree system would be beneficial in a specific organization:

1. Are decisions that are made about rewards and promotion fairly free of favoritism?

2. Are decisions made that take into account the input of people affected by such decisions?

3. Do people from across departments usually cooperate with one another and help one another out?

4. Is there little or no fear of speaking up?

5. Do people believe that their peers and subordinates can provide valuable information about their performance?

6. Are employees trusted to get the job done?

7. Do people want to improve their performance?

41. The recommendation is that the firm look for a system with the following characteristics:

• Anonymity. In good systems, feedback is anonymous and confidential.

• Observation of employee performance. Only those with good knowledge and firsthand experience with the person being rated should participate in the process.

• Feedback interpretation. Good systems allow the person being rated to discuss the feedback received with a person interested in the employee’s development.

• Follow-up. Once feedback is received, it is essential that a developmental plan is created right away.

• Use for developmental purposes only. The information collected should not be used for making reward allocations or any other administrative decisions.

• Avoidance of survey fatigue. Survey fatigue can be avoided if individuals are not asked to rate too many employees at the same time.

• Emphasis on behaviors. Focusing on behaviors can lead to the identification of concrete actions the person rated can take to improve performance.

• Raters go beyond ratings. In addition to providing scores on the various dimensions, raters should also provide written descriptive feedback that gives detailed and constructive comments on how to improve performance.

• Raters are trained. Mainly, this includes skills to discriminate good from poor performance and how to provide feedback in a constructive manner.

8.42 A developmental plan should have the following specific objectives:

A. Improve performance in current job.

B. Sustain performance in current job.

C. Prepare employees for advancement.

D. Enrich the employee’s work experience.

8.43 The objectives of a developmental plan should include: the end product (the skill to be learned) as well as a completion date and a measurement to be used to ensure that the end product has been achieved. Good plan objectives are practical, specific, time-oriented, linked to a standard, and developed jointly between the supervisor and employee.

8.44 The needs of both the employee and the organization dictate the developmental plan. The plan must enrich the employee’s work experience while meeting organizational goals.

8.45 Possible developmental activities include:

A. On-the-job training

B. Educational courses

C. Self-guided training

D. Mentoring

E. Attending a conference

F. Getting a degree

G. Job rotation

H. Temporary assignments

I. Membership in professional or trade organizations

8.46 The direct supervisor has the following role in the creation of a developmental plan:

1. Describe the steps that would be required for an employee to achieve the desired performance level.

2. Refer employees to appropriate developmental activities that will help them achieve the specific goals.

3. Review and make suggestions about the specific developmental objectives.

4. Check on the progress of achieving goals.

5. Provide reinforcement for goals achieved.

8.47 A 360-degree feedback system works best in organizations with cultures that support open and honest feedback and those with participatory as opposed to authoritarian leadership styles.

8.48 The benefits of a 360-degree feedback system include:

A. Decreased possibility of biases

B. Increased awareness of expectations

C. Increased commitment to improve

D. Improved self-perception of performance

E. Improvement of performance

F. Reduction of “undiscussables”

G. Helps employees take control of their careers

8.49 The disadvantages of a 360-degree feedback system are:

A. Negative feedback can be hurtful, especially if it is not offered in a constructive way.

B. The system is only useful if participants trust that they will be rated honestly and treated fairly.

C. Anonymity may be compromised if there are only a few raters.

D. When anonymity is not guaranteed, raters are more likely to distort the feedback they give.

E. Raters may become overloaded with forms to fill out because they are to provide feedback for too many people.

8.50 The characteristics of a good 360-degree feedback system are:

A. Anonymity

B. Observation of employee performance (by raters)

C. Feedback interpretation

D. Follow-up

E. Used for developmental purposes only

F. Avoidance of survey fatigue

G. Emphasis on behaviors

H. Raters go beyond ratings and provide explanations

I. Raters are trained

8.51 Mentoring is the process by which a senior (mentor) employee and a junior (protégé) employee enter into a one-on-one relationship with the mentor acting as a role model for the types of behaviors that are required to be successful in the organization. Mentoring works best when the mentor and protégé choose each other rather than being arbitrarily assigned to each other.

8.52 Step 1: Eliciting a success story is important because this allows the manager to identify a positive situation so that the employee can identify the behaviors and skills that allowed the employee to be successful. This is essential for the remaining two steps of the of the feedforward interview.

Step 2: It is important to uncover the underlying success factors because this will allow the manager to focus on the employee’s behaviors and skills that have led and may continue to lead to the employee’s success.

Step 3: Extrapolating the past into the future is important because it allows the employee to see the conditions that are likely to lead to the employee’s success, and it will encourage the employee to continue to demonstrate success.

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