Training and Development Final
Exam Questions
Course Introduction
Training and Development is a comprehensive course that explores the principles, methods, and practices involved in enhancing the skills and performance of employees within organizations. The course covers the entire training process, from needs assessment and program design to implementation and evaluation, highlighting both traditional and modern approaches such as e-learning and on-the-job training. Students will examine the strategic role of training in achieving organizational goals, the importance of continuous professional development, and current trends in employee learning. Through case studies and practical exercises, participants will develop the knowledge and skills necessary to design, deliver, and assess effective training programs in diverse work environments.
Recommended Textbook
Managing Performance through Training and Developmen 8th Edition by Alan
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M Saks
Chapter 1: The Training and Development Process
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Q1) What is the term for the process of establishing performance expectations, designing interventions and programs to improve performance, and monitoring the success of interventions and programs?
A) performance review
B) performance management
C) performance evaluation
D) performance system
Answer: B
Q2) Social capital has to do with relationships within an organization and between members of the organization and external stakeholders.
A)True
B)False
Answer: True
Q3) A high-performance work system may be described as a specific combination of human resource practices that maximizes the knowledge, skills, abilities, flexibility, and commitment of employees.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Learning and Motivation
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Q1) Email is the most used method for informal learning followed by accessing information from the organization's intranet.
A)True
B)False
Answer: True
Q2) Training motivation is synonymous with which of the following?
A) motivation to learn
B) motivation to train
C) motivation to perform
D) motivation to change
Answer: A
Q3) According to Robert Gagné, which of the following is generally related to the learning outcomes associated with intellectual skills?
A) being able recall the capital of Argentina
B) being able to remember the last three Stanley Cup winners
C) being able to recite the alphabet
D) being able to operate a tractor
Answer: D
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Chapter 3: The Needs Analysis Process
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Sample Questions
Q1) Outline the differences between a cognitive task analysis and a team task analysis.
Answer: A cognitive task analysis focuses on mental processes and requirements for performing a job while a team task analysis must identify the interdependencies of the job as well as the skills required for task coordination. Cognitive task analysis is especially useful for jobs that are complex, dynamic, and may have high-stake outcomes. The main objective of team task analysis is to assess team-based competencies such as knowledge, skills, and attitude.
Q2) At Company ABC, the lack of which of the following elements is an example of a structural barrier to effective performance?
A) appropriate performance measurements
B) supportive reward systems
C) clarity around roles and responsibilities
D) tools and equipment to do their jobs
Answer: C
Q3) Contingency management has its basis in social cognitive theory.
A)True
B)False
Answer: False
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5
Chapter 4: Training Design
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Q1) A Canadian chartered bank decides to develop and deliver a training program internally. What potential reasons justify this decision?
A) better security and the need to train a large pool of employees
B) higher quality and availability of trainers
C) lower cost and higher quality
D) extensive testing coupled with ancillary services
Q2) What is error-management training and is it more effective than error-avoidant training? When is it more or less likely to be more effective?
Q3) In a way, training objectives serve to connect the needs analysis process with other elements of a training program.
A)True
B)False
Q4) Coaching and performance aids are two examples of blended training. A)True
B)False
Q5) Define and briefly describe the term active practice.
Q6) What is the meaning and purpose of active learning and how do you design a training program for active learning?
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Chapter 5: Off The Job Training Methods
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Q1) Simulations are operating models of physical or social events designed to represent real situations.
A)True
B)False
Q2) Games should be used only when the trainer is most concerned about entertaining trainees.
A)True B)False
Q3) Some evidence suggests a "mixed modelling strategy" in program design is in fact more effective for behavioural generalization versus simply showing the trainee the correct behaviour.
A)True
B)False
Q4) Case incident and case study methods share many similarities including length of material provided, scope of issues covered, and preparation requirements.
A)True
B)False
Q5) Compare and contrast the case study and the case incident methods.
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Chapter 6: On The Job Training Methods
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Q1) What are the advantages and disadvantages of off-the-job and on-the-job training methods?
Q2) From the perspective of an employee, what are some of the benefits associated with job rotation?
A) greater responsibility and accountability
B) indication that the company is careful with its training budget
C) opportunities for greater remuneration and enhanced career opportunities
D) more work for the same level of pay
Q3) Performance aids may be used effectively when employees perform tasks that require remembering a series of steps. This method is particularly useful when tasks are performed frequently.
A)True
B)False
Q4) You are trying to determine whether job rotation is a good fit for your organization's training needs. Which of the following are likely reasons supporting the usage of job rotation?
A) greater staff flexibility and cross-pollination of skill sets
B) lower employee engagement and general increase in job satisfaction
C) less expensive way of introducing job enlargement to employees
D) decreased number of job specifications and job descriptions
Page 8
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Chapter 7: Technology-Based Training Methods
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Q1) Which instructional method describes the process of addressing individual trainees' preferences and needs?
A) customization
B) stories
C) personalization
D) individual feedback loops
Q2) A community of practice is a social system in which individuals interact to share and develop knowledge.
A)True
B)False
Q3) Review of the literature on "self-paced learning" is mixed; some studies support the linkage between self-paced learning and satisfaction with the training process, while other studies appear to indicate the opposite.
A)True
B)False
Q4) From the perspective of proper instructional design principles, discuss factors that need to be considered when designing technology-based training programs.
Q5) What are synthetic learning environments (SLEs)? Discuss two examples of SLEs.
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Page 9
Chapter 8: Training Delivery
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Sample Questions
Q1) Which of the following terms best describes the role of a training administrator?
A) lead
B) develop
C) coordinate
D) analyze
Q2) What does consulting firm Booz Allen Hamilton use as part of the criteria to select employees for a skills enhancement training program?
A) a psychomotor skills pretest
B) a technical skills pretest
C) a communications skills pretest
D) a language skills pretest
Q3) Mike has been charged with designing a lesson plan dealing with negotiation strategies. Under which section of a lesson plan would he include articles and links to websites dealing with negotiation strategies?
A) training objectives
B) sequence of instructional design
C) training materials
D) trainee handouts
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Chapter 9: Transfer of Training
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Q1) If stimulus variability enables greater generalization of new skills, what type of transfer is especially important?
A) near transfer
B) far transfer
C) horizontal transfer
D) vertical transfer
Q2) Which training transfer concept may be described as serving as the ultimate barometer of training effectiveness as it describes how changes in individual behaviour, as a result of training, impact organization-wide results?
A) horizontal transfer
B) vertical transfer
C) parallel transfer
D) positive transfer
Q3) Debriefs are discussions that trainers have with managers about trainees' transfer experiences.
A)True
B)False
Q4) Describe things that management can do before, during, and after training to improve the transfer of training.
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Chapter 10: Training Evaluation
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Q1) a) Identify the four levels of Kirkpatrick's hierarchical model of evaluation and briefly explain the concerns with it.?b) What is the fundamental difference between Level 4 and Level 5 (the new addition to the original four levels of Kirkpatrick's model)?
Q2) Utility reaction measures demonstrate some relationship to higher-level outcomes.
A)True
B)False
Q3) What outcomes are measured using the Internal Referencing Strategy model?
A) reactions and learning
B) relevant and nonrelevant
C) accurate and inaccurate
D) correct and incorrect
Q4) For both self-report and observational data, it is important that the measures focus on specific behaviours as opposed to general behaviours because specific behaviours are more likely to be valid and accurate.
A)True
B)False
Q5) Compare and contrast the concepts of perceived support and anticipated support.
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Page 12
Chapter 11: Training Costs and Benefits
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Q1) If the net benefit of a training program is $3,000 and the cost of the program is $1,000, what is the return on investment (ROI)??
A) 3
B) 2
C) .33
D) 1
Q2) A survey of CEOs found that 100 percent of them want to see learning and development connected to business impact data.
A)True
B)False
Q3) Direct costs are costs that are linked directly to a particular department.
A)True
B)False
Q4) Why should trainers and HR professionals learn how to calculate and demonstrate the financial results of training and development investments?
Q5) Explain the differences between cost-effectiveness evaluation and cost-benefit evaluation.
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Page 13
Chapter 12: Training Programs
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Q1) Globalization has made technical skills training of paramount importance for Canadian organizations.
A)True
B)False
Q2) Management and supervisory skills is the most provided training content in Canada followed by basic skills training.
A)True
B)False
Q3) A colleague has recommended that you provide crew resource management training in your organization. What type of training is being recommended?
A) diversity training
B) team training
C) ethics training
D) cross-cultural training
Q4) In Ontario, all new judges are required to undergo mandatory training on racial harassment.
A)True
B)False
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Page 14
Chapter 13: Management and Leadership Development
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Q1) What is the main reason why organizations in Canada spend more on a per capita basis on management development programs?
A) to capture sunk recruitment and selection costs
B) management positions tend to require more technical skills
C) management positions play a strategic role in organizations
D) management positions tend to have higher stress levels
Q2) A business school dean meets with a local mayor to secure a permit to allow the university to expand. Which of Henry Mintzberg's three management roles does this scenario best fit?
A) informational
B) interpersonal
C) socializing
D) decisional
Q3) Although the development of the leadership at the top level of organizations is improving, the development of leadership at middle levels is considerably weaker.
A)True
B)False
Q4) What is wrong with leadership training and development and what is needed to fix it?
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Chapter 14: The Evolution and Future of Training and Development
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Q1) The role of the training professional has over time evolved from being a staff employee to being a strategic business partner.
A)True
B)False
Q2) Evidence provided in the textbook indicates a shift in training philosophy away from instructor-led to a philosophy that embraces other methods including blended and collaborative learning approaches.
A)True
B)False
Q3) The Association for Talent and Development has recently introduced a detailed set of competencies addressing the training styles required of training and development professionals.
A)True
B)False
Q4) The Association for Talent Development competency model includes 10 specific areas of expertise.
A)True
B)False
Page 16
Q5) Discuss the key factors that make training and development programs effective.
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