Reference no: EM131218566
QUESTION 1. In order to reward talented technical people who do not want to move into management, many companies have established:
a. corporate universities for technical development
b. portable career paths
c. dual career ladders
d. job rotation programs
QUESTION 2. Which of the following is typically a responsibility of the HR department in performance appraisals?
a. Preparing formal appraisal documents
b. Tracking timely receipt of appraisals
c. Identifying development areas
d. Reviewing appraisals with employees
QUESTION 3. As a development technique, the best lateral transfers:
a. facilitate upward career progress in the organization
b. encourage employees to learn new skills that increase their marketability
c. encourage the redundant employee to leave the company voluntarily without being terminated
d. provide a monetary incentive for taking on new work
QUESTION 4. The "emotional" component of intercultural competence is the person's:
a. level of sensitivity to cultural issues
b. ability to connect with foreigners on an emotional level
c. ability to handle the emotional stress of an overseas assignment
d. ability to take on the emotional characteristics of the culture to which he/she is assigned
QUESTION 5. The planned introduction of new employees to their jobs, coworkers, and the organization is referred to as _____.
b. organizational entry
QUESTION 6. Which of the following statements is true of training and development?
a. Training is for hourly employees; development is for managers and professionals.
b. Training focuses on the long-run performance of an employee.
c. Development is typically assessed with a cost-benefit analysis.
d. Capabilities learned in development may not apply to the employee's current job.
QUESTION 7. Which of the following statements is true of organizations that practice the entitlement approach?
a. Employee rewards vary little from person to person and are based on individual performance differences.
b. Employee rewards vary significantly from person to person and are not much based on individual performance differences.
c. Employee rewards vary little from person to person and are not much based on individual performance differences.
d. Employee rewards vary significantly from person to person and are based on individual performance differences.
QUESTION 8. The number of cars sold by a car salesman is classified as a subjective measure of performance.
QUESTION 9. The most common approach for making individual analysis is to:
a. analyze organizational outcomes
b. predict future organizational needs
c. use performance appraisal data
d. review the jobs involved
QUESTION 10. An automated talent management system helps in avoiding the termination of talented employees.
Mathis, R. L., Jackson, J. H., & Valentine, S. R. (2014). Human resource management (14th ed.). Stamford, CT: Cengage Learning [Vital Source e-reader].
Chapter 8, "Training Human Resources" (pp. 258-291)
Chapter 9, "Talent, Careers and Development" (pp. 292-331)
Chapter 10, "Performance Management and Appraisal" (pp. 332-364)