Tribble T&d Final

Front 1

Training Method Categories

Back 1

Presentation (lecture, audiovisual)
Hands On (on-the-job, apprentice, etc)
Group Building (adventure training, team training)

Front 2

Successful O-J-T programs are based on the principles of _____________.

Back 2

Credible training
Manager or peer who models the behavior or skill.
Communication or specific key behaviors, practice, feedback, and reinforcement.

Front 3

Vicarious reinforcement is most relevant for _____________

Back 3

Teaching interpersonal and computer skills

Front 4

Strategies of Team Training

Back 4

Cross training
Coordination training
Team-leader training

Front 5

Examples of Multi-Media Training

Back 5

Computer based training
CD-ROM
E-interactive video
Internet
Video
Vrtual reality
Simulations

Front 6

Online learning is most effective for teaching _________

Back 6

Declarative and procedural knowledge; facilitates greater social interaction

Front 7

Principles for designing E-Learning

Back 7

Instruction includes relevant visuals and words.
Text is aligned close to visuals. Complex visual are explained by audio or text.
No extraneous visual words or sounds.
Conversation language agents.
Key concepts are explained prior to the full process or task associated with the concepts.
Presented in short sequences over which learners have control.
Activities and exercise mimic the context of the job provided.
Explanations are provided for responses to quizzes and exercises.
Distributed within and among the modules rather than in a single place.

Front 8

Blended Learning components

Back 8

Combines on-line learning, face-to-face, and other methods for distributing learning content and instruction.
Provide learners with positive features of each of the above and minimize the negatives of each.
Provides increased learner control.
Found to be more effective than face-to-face instruction to motivate trainees to learn.

Front 9

Disadvantages of Virtual Worlds

Back 9

Hard for first-time users.
Technical difficulties (keyboard, mouse, etc)
Can demotivate learners bc of above
High investment of time and money for programming.
Lack of evidence supporting effectiveness.

Front 10

A large company has employees at many different locations, but most do not have access to computers or online access. Which training method allows trainees to watch material and answer questions?

Back 10

Interactive distance learning

Front 11

The lowest cost technology-based training method is __________.

Back 11

Distance learning

Front 12

A recent survey found that the least frequently used development practice is _______

Back 12

Formal internal mentoring programs

Front 13

Research shows that the most change resulting from upward feedback and 360-degree systems occurs in individuals who ________

Back 13

Overraters: lower rating from others than they gave themselves

Front 14

Positive outcomes of job rotation include:

Back 14

Helps employee gain an overall appreciation of the company’s goals.
Increases understanding of different company functions.
Develops a network of contacts.
Improves problem-solving a decision making skills.
Shown to be related to skill acquisition, salary growth and promotion rates.

Front 15

Negative outcomes of job rotation include:

Back 15

May create a short term perspective of problems and solutions.
Employee satisfaction and motivation may be adversely affected (difficult to develop functional specialties due to lack of time).
Productivity loss and work load increases by the departments.

Front 16

Personality characteristics of people likely to seek a mentor and be attractive as protégés:

Back 16

High need for power and achievement
Emotional stability
Ability to adapt their behavior based on the situation

Front 17

Characteristics of the best coaches are empathetic, supportive, practical, and ________.

Back 17

Self-confident but not arrogant

Front 18

____ percent of companies require mandatory cultural training for international assignments

Back 18

25%

Front 19

___________ is a country high on femininity while ________ is a country high in masculinity.

Back 19

Netherlands; Japan

Front 20

Surveys of diversity training efforts have found:

Back 20

Pervasiveness of stereotypes
Assumptions and biases are most commonly addressed
Less than 1/3 of companies do long term evaluation or follow-up
Most common indicators of success are reduced numbers of grievances and lawsuits.
Increase diversity in promotions and hiring.
Increase self awareness of biases.
Increase consultation of HR on diversity issues
Most programs last one day or less.
¾ indicate they believe employees leave diversity training with positive attitudes.
But 50% report having no effect over long term.

Front 21

Long-term success of diversity programs is associated with:

Back 21

Top management is involved.
Pogram is structured.
Defined as a business objective.
Seen as necessary to generate revenue and profits.
Program is evaluated w/ metrics such as sales, retention, and promotion rates.
Manager involvement mandatory.
Seen as culture change not one shot program.
No one group blamed for problems.
Behaviors and skills needed to successfully interact are taught.
Managers are rewarded on progress.
Collects employee feedback and response.
Fosters safe and open culture.

Front 22

Following is TRUE of efforts to melt Glass Ceiling

Back 22

• Sr mgmt supports glass ceiling melting efforts
• Make business case for change
• Make change public
• Use task forces, focus groups, questionnaires, gather data on causes of the problems.
• Create awareness about negative impact of gender attitudes
• Create accountability through reviews of promotion rates, assignment decisions.
• Promote development for all employees

Front 23

The three aspects of career motivation are career _______

Back 23

Career motivation, career resilience, career insight

Front 24

Following is TRUE of psychological success:

Back 24

• Feeling of pride and accomplishment that comes from achieving life goals (work & social)
• Is more under the control of the employee than were traditional career goals
• Is self-deteremined rather than determined through signals by the company
• Especially prevalent among new generations

Front 25

Sixty percent of all age groups rated __________ as reasons for staying with a company.

Back 25

Time and flexibility

Front 26

Developmental tasks such as security, growth and development of lifestyle are found in the __________ career stage.

Back 26

Establishment

Front 27

Sponsor is to _________ as mentor is to maintenance stage.

Back 27

Disengagement

Front 28

___________ is changing one's major work activity after having been established in a specific field.

Back 28

Recycling

Front 29

Performance appraisals provide information most relevant to _________

Back 29

Self Assessment in the Career Mgmt Process.

Front 30

The top nonwork-friendly benefits offered by companies include

Back 30

• Dependent care flex spending accounts
• Flextime
• Family leave (beyond basic FMLA)
• Telecommunting
• Compressed work week

Front 31

Research shows that organizations ________ operate more efficiently and have higher retention rates than organizations without such plans.

Back 31

Flexible work schedules

Front 32

Which of the following would best meet a need of many telecommuters?

Back 32

• Working at home
• Shared office spaces
• Flexible work spaces/drop-in centers

Front 33

Following is TRUE regarding layoffs

Back 33

• Layoffs do not result in improved profits
• Mixed effects on productivity
• Adverse effects on morale, work load, commitment
• Causes stress and disruptions to employees let go (ESPECIALLY older workers)

Front 34

According to the AARP/Roper Report, ____ percent of baby boomers plan to work at least part time during their retirement.

Back 34

80%

Front 35

Evidence suggests that approximately ____ percent of Fortune 500 companies use benchmarking on a regular basis.

Back 35

70%

Front 36

The Re-Engineering Process is as follows:

Back 36

Identify the process --> Understand the process --> Redesign the process --> Implement the process

Front 37

All of the following are misconceptions managers have about training:

Back 37

• Training is not valuable
• Training is an expense
• Anybody can be a trainer
• The Training Dept is a good place for bad performers
• Training is the responsibility of trainers

Front 38

According to a survey of 50,000 employees, _____ percent have high levels of engagement.

Back 38

11%

Front 39

Companies report the most important talent management challenge they face is:

Back 39

• Identifying employees w/ managerial talent
• Developing them for managerial talent

Front 40

The Bureau of Labor Statistics estimates that _____ percent of the workforce consists of alternative work arrangements such as independent contractors.

Back 40

11%

Front 41

According to the 2004 ASTD Competency Model, which of the following is not one of the four roles of a training professional?

Back 41

Learning strategist, business partner, professional specialist, project manager

Front 42

Metrics McCormick & Company uses to evaluate the effectiveness of training and development:

Back 42

• How many employees have been promoted
• How many employees have attended the learning & development center
• How many employees are in the MMBs
• The dollar impact of the MMB project results on the business

Front 43

All of the following except _____ is an implication of an emphasis on learning vs. training as an event.

Back 43

• Recognition that learning has to be related to helping employees’ performance improve and the company achieves its business goals
• Unpredictability in the business environment in which the companies operate will continue to be the norm, because tacit knowledge is difficult to acquire in training
• Companies need to support informal learning that occurs through mentoring, chat rooms, and job experiences.
• Learning has to supported not only with physical and technical resources but also psychologically.

Front 44

According to Noe, the component(s) of human capital that creates the greatest value for business is:

Back 44

• Employees understand the manufacturing or service process
• Employees understand the interrelationships between departments and divisions (system understanding)
• Employees motivated to deliver high products and services (care why).

Front 45

The _____ duties of traditional managers and managers of high-performance work teams are most similar.

Back 45

Interpersonal relationship with employees

Front 46

The following POSITIVELY influence employee retention.

Back 46

• Working with good colleagues
• Challenging job assignments
• Career growth and development.

Front 47

The _____ type of organization is least likely, compared the other three types of organizations, to have an emphasis on training.

Back 47

Baseball team

Front 48

building is a common training implication of _____ and _____ strategies.

Back 48

Concentration; External growth (acquisition)

Front 49

A concentration business strategy includes:

Back 49

• Team building
• Cross training, specialized programs
• Interpersonal skills training
• On-the-job training

Front 50

The corporate university model approach to organizing the training function:

Back 50

Tend to offer more of a wide range of programs and courses than functions organized by other models.

Front 51

The best needs assessment method for sexual harassment and diversity issues is:

Back 51

Focus Groups

Front 52

All of the following statements regarding cognitive ability are TRUE:

Back 52

• Related to successful performance in all jobs.
• Three dimensions: verbal comprehension, quantitative ability, and reasoning ability.
• Influences job performance and ability to learn in training programs and how well they learn.

Front 53

In the process of determining if training is the best solution for a performance problem, you discover employees were trained but rarely or never used the training content. This is an example of a _____ factor affecting performance and learning.

Back 53

Input

Front 54

All of the following are TRUE for competency models, they:

Back 54

• Identifies the competencies necessary for each job and the knowledge, skills, behavior, and personality characteristics for each competency.
• Can understand competency models by comparing them to job analysis.
• Are more likely to link competencies and the company’s business goals than job analysis.
• Provide descriptions of competencies that are common for an entire occupational group, level of jobs, or an entire organization.
• Are more general and greater application to a wider variety of purposes.

Front 55

Competency models are useful for training and development:

Back 55

• Identifies behaviors needed for effective job performance.
• Provide a tool for determining what skills are necessary to meet today’s and future needs
• Help determine what skills are needed at different career points.
• Provide a framework for ongoing coaching and feedback to develop employees for current and future roles
• Create a roadmap for identifying and developing employees for managerial positions.

Front 56

In physics class, learning the colors of the light spectrum by remembering the name "Roy G. Biv", is an example of a(n) _____ learning outcome.

Back 56

Cognitive strategies

Front 57

When an employee learns and practices behaviors that reduce conflict with others, they are experiencing:

Back 57

Negative reinforcement

Front 58

An owner of a casino who seeks to maximize his slot machine profits would most likely have them programmed on a _____ reinforcement schedule.

Back 58

Variable interval schedule

Front 59

_____ reinforcement schedule is characterized by rapid learning and rapid extinction.

Back 59

Fixed-ratio schedule

Front 60

The following contribute to a learning orientation:

Back 60

• Trying to increase ability or competence in a task.
• Training success is defined as showing improvement and making progress.
• Prefer trainers who are more interested in how trainees are learning than how they are performing.
• View errors and mistakes as part of the learning process.

Front 61

When an employee sees success in a training program as leading to peer recognition, hard work and a good chance of promotion, the training program has high _____ for them.

Back 61

Valence

Front 62

Self-efficacy is most similar to which of the following concepts?

Back 62

A person’s judgment about whether he or she can learn knowledge and skills.

Front 63

The simplest learning strategy is:

Back 63

Rehearsal

Front 64

Research on the influence of age on training found that _____ had the largest influence on training performance of trainees over 40 years of age.

Back 64

Self- paced training

Front 65

Which one of the following components, if any, is not present within the training objective "The employee will be able to express concern to all irate customers by a brief (fewer than 10 words) apology"?

Back 65

None! The three conditions are performance or outcome, the criterion, the conditions

Front 66

Showing how training relates to company strategy and repeating application of ideas in different contexts are examples of:

Back 66

Convincing employees that training is meaningful

Front 67

When a trainee is asking themselves, "Why am I choosing this type of action?" and "What is the next step in the task?" they are engaging in

Back 67

Metacognition (developing a strategy)

Front 68

Research shows that just over ______ percent of employees successfully transfer training immediately after completing training and ____ percent one year after training.

Back 68

62%; 34%

Front 69

The theory of identical involves _______ and __________.

Back 69

Fidelity; near-transfer

Front 70

Application assignments are most commonly associated with the ________ theory of transfer.

Back 70

Cognitive

Front 71

All of the following are TRUE regarding a learning organization:

Back 71

• Supportive learning environment
• Environment of learning processes and practices
• Management reinforces learning
• Emphasized knowledge management
• Learning occurs not only individually but at the group and organizational levels.

Front 72

Which of the following is a reason knowledge management systems fail?

Back 72

The technology is too complicated or companies don’t give enough consideration to how to motivate employees to share knowledge.

Front 73

According to recent research, _________ outcome measures have the largest relationship with changes in affective learning outcomes.

Back 73

Reactions

Front 74

Which of the following is not a threat to internal validity?

Back 74

History, maturation, morality, initial group differences, testing instrumentation, regression towards mean, reaction to pre-test, reaction to evaluation, interaction of selection and training, interaction of methods

Front 75

An evaluation study of the effectiveness of a new software program was conducted using volunteers. What is the greatest threat to validity?

Back 75

Initial group differences

Front 76

All of the following except use of _____ are ways to minimize threats to validity in evaluation studies.

Back 76

Pretests and posttests, comparison groups, and random assignment

Front 77

If the trainee group and control group can be assumed to similar levels of knowledge, behavior and results prior to training, the most efficient evaluation design is _________.

Back 77

Posttest-only

Front 78

If an organization wants to determine which of two training programs are best, a _____________ evaluation design should be used.

Back 78

Pretest/posttest comparison group design