MJ12e TB ch10 - DOC by HC111111084251

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									Chapter 10—Talent Management and Development


MULTIPLE CHOICE

  1. The focus on talent management has intensified in the last few years due to all of the following factors
     EXCEPT
     a. shortages of skilled workers.
     b. increasing global competition for employees.
     c. technology enabling the automation of talent management process.
     d. the obsolescence of baby boomers’ skills.
     ANS: D                 PTS: 1           DIF: Moderate               REF: p. 291
     OBJ: 1                 NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

  2. ____ is concerned with the attraction, development and retention of human resources.
     a. HR planning
     b. Training and development
     c. The HR flow process
     d. Talent management
     ANS: D                 PTS: 1           DIF: Moderate               REF: p. 292
     OBJ: 1                 NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Definitional

  3. Which of the following statements is TRUE?
     a. Because of the conversion of the U.S. economy from a manufacturing economy to a
        service-based economy, the need for skilled manufacturing workers will continue to
        decline.
     b. U.S. employers will lose over 10% of their current workforce by 2010 as baby boomers
        retire.
     c. China and Brazil have rapidly growing populations with increasingly high quality
        education systems. Consequently, these countries will be “exporting” their skilled labor to
        the U.S. and Europe through outsourcing.
     d. The focus of talent management is limited to key executives, high contributors, and high
        potential employees.
     ANS: B                 PTS: 1           DIF: Challenging            REF: p. 292
     OBJ: 1                 NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

  4. Talent management includes all of the following HR activities EXCEPT
     a. training.
     b. job design.
     c. career planning.
     d. performance management.
     ANS: B                 PTS: 1           DIF: Moderate               REF: p. 292 | Figure 10-1
     OBJ: 1                 NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

  5. You have been hired by a national accounting firm to lead the firm’s talent management program. In
     order to evaluate the existing talent management program and how well it is linked to organizational
     strategy, you would seek data on all the following issues EXCEPT
    a.   Do the employees feel that the organization’s culture values people as individuals?
    b.   Does the organization have an effective upward communication system?
    c.   Have the future staffing needs of the firm been identified?
    d.   Is there a pool of talented people who are ready to move into new positions as the
         positions become open?
    ANS: B                 PTS: 1          DIF: Moderate                 REF: p. 292
    OBJ: 1                 NAT: AACSB Analytic                           LOC: Strategy
    TOP: Application

6. A common problem with talent management information systems is that
   a. they are often purchased “off-the-shelf” from vendors and so are not useful for the firm.
   b. they mainly provide the same information as an HR planning system so that the extra
      expense brings little additional benefit.
   c. few human resources professionals are qualified to use them effectively.
   d. multiple programs are not integrated with each other.
    ANS: D                 PTS: 1           DIF: Moderate                REF: p. 293
    OBJ: 1                 NAT: AACSB Reflective Thinking                LOC: HRM
    TOP: Conceptual

7. As a tool for development needs analysis, performance appraisals are most useful in evaluating
   a. leadership style.
   b. employee reasoning skills.
   c. motivation.
   d. job knowledge.
    ANS: D                 PTS: 1           DIF: Moderate                REF: p. 293
    OBJ: 4                 NAT: AACSB Reflective Thinking                LOC: HRM
    TOP: Conceptual

8. A good automated talent management system could be expected to answer the question
   a. Is the compensation for regional sales managers competitive?
   b. How many of the HR staff have their PHR certifications?
   c. Has the incidence of discrimination complaints per employee declined over the last 10
      years?
   d. Which vendor’s proposed training program will be most effective for teaching budgeting
      skills to newly-promoted line managers?
    ANS: B                 PTS: 1           DIF: Easy                    REF: p. 293
    OBJ: 1                 NAT: AACSB Reflective Thinking                LOC: HRM
    TOP: Conceptual

9. If talent management is effective in a firm
   a. the voluntary turnover among the high potential employees will be essentially zero.
   b. the quantity and quality of the HR talent pool will be the deepest in the industry.
   c. the cost of labor in the firm will be the lowest of its direct competitors.
   d. the firm will have the right people with the right talents available at the right time in the
        right places.
    ANS: D                 PTS: 1           DIF: Easy                    REF: p. 294
    OBJ: 1                 NAT: AACSB Reflective Thinking                LOC: HRM
    TOP: Conceptual
10. In comparison to people who graduated from college twenty years ago, current college graduate
    entering the job market can expect all of the following EXCEPT
    a. less job security.
    b. fewer job opportunities.
    c. a higher likelihood of being a freelancer.
    d. more frequent job changes.
     ANS: B                PTS: 1           DIF: Easy                 REF: p. 295
     OBJ: 2                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

11. Ernest has always been a person who has said “People make their own luck.” Throughout his career he
    has taken charge of his personal career goals. But lately his industry has been rocked by bankruptcies
    of major competitors and his own employer has had several episodes of layoffs among the hourly
    ranks. Now, managers are being laid off and Ernest knows he will be in the next group to be cut.
    Ernest is probably experiencing
    a. some insecurity.
    b. denial.
    c. an enhanced sense of personal control.
    d. a sense of renewed opportunities.
     ANS: A                PTS: 1          DIF: Easy                  REF: p. 295
     OBJ: 2                NAT: AACSB Analytic                        LOC: HRM
     TOP: Application

12. As the HR director of a small speciality engineering consulting firm, you can expect
    a. your most valuable engineers to be the most likely to have frequent job offers from other
        companies and likely to quit to join other firms.
    b. your most valuable engineers to be the most difficult to manage because of their “prima
        donna” attitudes.
    c. the highest turnover to be among average and below-average performing engineers
        because the engineering skills shortage assures them of finding another, better job
        elsewhere.
    d. you can retain talented engineers even if the workplace is undesirable if you pay high
        enough.
     ANS: A                PTS: 1          DIF: Moderate              REF: p. 295
     OBJ: 2                NAT: AACSB Analytic                        LOC: HRM
     TOP: Application

13. The result of flexibility in careers is ____ for employees.
    a. job insecurity
    b. occupational security
    c. high demand
    d. work/life balance
     ANS: A                PTS: 1           DIF: Moderate             REF: p. 295
     OBJ: 2                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

14. The trend in careers is for
    a. individuals to choose careers based on life-time earning potential.
    b. people to dedicate themselves to achieving success in one occupation.
    c. people to use them to satisfy individual needs.
    d. technical capabilities to be more valuable in long-term success than purely management
         capabilities.
     ANS: C                PTS: 1           DIF: Moderate              REF: p. 295
     OBJ: 2                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Conceptual

15. A/an ____ is a sequence of work-related positions a person occupies throughout life.
    a. career
    b. job ladder
    c. profession
    d. occupation
     ANS: A                PTS: 1           DIF: Easy                  REF: p. 295
     OBJ: 2                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Definitional

16. A sequence of jobs in which an individual joins a national news magazine as a staff reporter, then is
    promoted to technology reporter, then to editor of the business department, then to deputy managing
    editor, would be an example of
    a. a non-traditional career path.
    b. organization-centered career planning.
    c. job-hopping.
    d. a series of career transitions.
     ANS: B                PTS: 1          DIF: Easy                   REF: p. 296
     OBJ: 2                NAT: AACSB Analytic                         LOC: HRM
     TOP: Application

17. The HR department at Cabildo Utilities is planning an internal career day which will feature
    workshops on various careers at Cabildo Utilities, opportunities for work in Cabildo’s overseas
    locations, and presentations by HR staff on training and development opportunities available at
    Cabildo. This is an example of
    a. individual-based career development.
    b. an organization-centered career planning tool.
    c. career mapping.
    d. training and development outreach.
     ANS: B                PTS: 1          DIF: Moderate               REF: p. 296
     OBJ: 2                NAT: AACSB Analytic                         LOC: HRM
     TOP: Application

18. Over the past 15 years Bob has held seven different jobs with three different employers, one of which
    was in the non-profit sector. Of the seven jobs, three were horizontal moves rather than upward moves.
    Bob chose each job because it would increase his skills and would be interesting and rewarding rather
    than whether the job would advance him up the organizational hierarchy. Which of the following
    statements is TRUE?
    a. Bob has had a dysfunctional career because of his frequent changes of employers.
    b. Bob’s job experiences can be considered a career path.
    c. Bob is in a career plateau because he has not steadily risen in organizational hierarchy or
         occupational status.
    d. Bob has had a linear career even though he has changed organizations because he has
         remained in the same occupation.
     ANS: B                PTS: 1          DIF: Moderate               REF: p. 296
     OBJ: 2                NAT: AACSB Analytic                         LOC: HRM
     TOP: Application

19. The key activities in individual career management include all of the following EXCEPT
    a. self-promotion.
    b. feedback on reality.
    c. setting of career goals.
    d. self-assessment.
     ANS: A                PTS: 1           DIF: Moderate              REF: p. 297
     OBJ: 2                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Conceptual

20. Josh is 32 years old. He worked for one organization for seven years after graduating with a bachelor’s
    degree. He received three promotions in that time. Since then, he was “downsized” out of the
    organization, and is working part-time at a video store while pursuing an MBA at night. Josh is
    experiencing
    a. a career plateau.
    b. a career transition.
    c. career sequencing.
    d. career retrogression.
     ANS: B                PTS: 1          DIF: Easy                   REF: p. 297
     OBJ: 3                NAT: AACSB Analytic                         LOC: HRM
     TOP: Application

21. Web sites that list careers in the organization
    a. mainly target external applicants.
    b. tend to encourage unqualified internal applicants to apply for jobs.
    c. should tap both the internal and external labor pool.
    d. limit the number of applicants for jobs because many people do not have access to
       computers.
     ANS: C                PTS: 1           DIF: Moderate              REF: p. 297
     OBJ: 2                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Conceptual

22. Individual-centered career planning focuses on
    a. the employee’s life and work goals.
    b. identifying the organization’s future staffing needs.
    c. succession planning for key positions.
    d. the logical progression of people through jobs in an organization.
     ANS: A                PTS: 1           DIF: Easy                  REF: p. 297
     OBJ: 2                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Conceptual

23. Clark has wanted to be a broadcast reporter since he was a kid watching Wolf Blitzer’s war reporting.
    He got a degree in broadcast journalism and has been working two years as a reporter for the local
    news in a medium-sized Western city. Clark’s boss has given him discouraging performance
    appraisals at the last two evaluation periods. In addition, surveys show that the news show’s audience
    gives Clark a mediocre rating. Which of the following statements is TRUE?
    a. Clark probably did not set clear career goals with timetables and plans for getting the
        training and experience he needed.
    b. Clark’s socioeconomic background has probably set him up to fail. Successful broadcast
        journalists usually come from upper-class or Ivy-League backgrounds.
     c. Clark has gotten feedback on reality which he should use in his career planning.
     d. If Clark took the Strong Interest Inventory it would probably show that he does not truly
        have an interest in broadcast journalism.
     ANS: C                 PTS: 1          DIF: Moderate                 REF: p. 297
     OBJ: 2                 NAT: AACSB Analytic                           LOC: HRM
     TOP: Application

24. In part, people choose their careers based on their interests. ____ is/are tools to help people identify
    their interests, what they do well, what they like, and their strengths and weaknesses.
    a. Performance appraisals
    b. Self-assessment tests
    c. Career goal-setting
    d. Envisioning
     ANS: B                 PTS: 1           DIF: Easy                    REF: p. 297
     OBJ: 2                 NAT: AACSB Reflective Thinking                LOC: HRM
     TOP: Definitional

25. Which of the following components of individual career choice is most likely to change as a person
    matures? This means that the career the individual first selected may not be appropriate as time passes.
    a. socioeconomic background
    b. interests
    c. self-image
    d. personality
     ANS: B                 PTS: 1           DIF: Moderate                REF: p. 297
     OBJ: 2                 NAT: AACSB Reflective Thinking                LOC: HRM
     TOP: Conceptual

26. Ambrose is discussing his college major with his best friend. Ambrose says that his parents want him
    to be a CPA just like they are and to join their prosperous tax practice when he graduates. “But,”
    Ambrose says, “I just can’t SEE myself as an accountant!” Which of the following statements is most
    likely to be true?
    a. Ambrose should take a self-assessment test to see if he is really not interested in tax
        accounting.
    b. Ambrose’s self image is not compatible with a career as an accountant.
    c. Ambrose needs feedback on reality because he is prematurely ruling out a desirable and
        lucrative career.
    d. Ambrose should not make a firm decision to avoid tax accounting at this stage of his
        education because his career goals will probably change.
     ANS: B                 PTS: 1          DIF: Challenging              REF: p. 297
     OBJ: 2                 NAT: AACSB Analytic                           LOC: HRM
     TOP: Application

27. Which of the following is TRUE?
    a. Linear career paths are a thing of the past. Most people will experience periods of
       plateauing and career reverses rather than steady advancement.
    b. A person’s early career is marked by stability, but his/her later career is marked by
       frequent job changes as the individual disengages from the work world.
    c. In the U.S. the socioeconomic class in which a person is born has little impact on his/her
       eventual career.
    d. A person’s interests are stable over their lifetime.
     ANS: A                PTS: 1           DIF: Moderate               REF: p. 298
     OBJ: 2                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

28. If a person who is looking for a job has a number of organizations to choose from and has quite of bit
    of information available about these organizations, the person will tend to choose to work for
    a. the organization offering the highest salary.
    b. the organization that offers the greatest opportunities for training and development in the
         person’s occupation.
    c. the organization that seems to have the best fit between its climate and the individual’s
         characteristics, interests and needs.
    d. the organization that offers the greatest potential for career advancement within the
         organization.
     ANS: C                PTS: 1           DIF: Moderate               REF: p. 298
     OBJ: 2                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

29. Gerald is confused as to why his 28-year-old daughter is changing jobs for the third time since she
    graduated from college. His daughter told Gerald that she’s learned everything she could from her
    current job and that it’s time to move on. Gerald’s daughter is in the stage of her career where most
    people need to
    a. gain competence and learn how they can make a mark on the world.
    b. focus on making a good income.
    c. achieve personal integrity and incorporate their values into their work life.
    d. establish their political power base within their organization.
     ANS: A                PTS: 1          DIF: Moderate                REF: p. 298
     OBJ: 3                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

30. Carla is 52. She has been laid off twice in her life, once when her employer downsized, and once when
    her next employer was acquired by a larger rival. Now she has hit a career plateau after five years with
    her current employer. Carla is rather frustrated. Each time she has changed employers, she has
    “retooled” and acquired more skills and expanded her knowledge base. When talking to a career
    counselor at her employer, the counselor suggested Carla view her career as
    a. a rollercoaster.
    b. cyclical.
    c. dysfunctional.
    d. lateral.
     ANS: B                PTS: 1          DIF: Moderate                REF: p. 298-299
     OBJ: 3                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

31. A career plateau occurs when a/an
    a. employee cannot advance within the organization.
    b. working mother decides to use job sequencing.
    c. employee becomes burned out and unmotivated.
    d. employee’s skills have become obsolete.
     ANS: A                PTS: 1           DIF: Moderate               REF: p. 299
     OBJ: 3                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Definitional
32. Kevin is a member of the board of directors for a non-profit organization that is engaged in
    environmental causes. The group does fund-raising, legislative lobbying, and publicizes the need for
    action to reduce pollution. With his knowledge of the general periods in the typical person’s career,
    Kevin knows that the organization should look to recruit new full-time employees
    a. among people who are in their early career stages because they tend to be idealistic.
    b. among people in the mid-career stage because they are open to changes in their lifestyles.
    c. among people in the second half of their life because they are more likely to be focused on
        their inner values than on external wealth and status.
    d. among retirees because they are looking for second careers that are both satisfying and
        intellectually demanding.
     ANS: C                PTS: 1          DIF: Moderate                REF: p. 298
     OBJ: 2                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

33. For the organization, unless a plateaued employee is a poorly-used resource, a major reason plateaued
    employees may be a problem is that
    a. if they develop negative attitudes, the plateaued employees may affect co-worker morale.
    b. the turnover rate among plateaued employees is excessive.
    c. plateaued employees tend to have higher compensation than justified by their contribution
        to the organization.
    d. plateaued employees are typically poor performers.
     ANS: A                PTS: 1           DIF: Moderate               REF: p. 299
     OBJ: 3                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

34. Which of the following is TRUE about career plateaus.
    a. High-performers do not encounter career plateaus.
    b. An employee in a career plateau can typically only move out of it if he/she changes
       organizations.
    c. Career plateaus are unusual because most careers involve steady upward progression.
    d. A career plateau can allow an employee to learn new skills that will increase his/her future
       marketability.
     ANS: D                PTS: 1           DIF: Moderate               REF: p. 299
     OBJ: 3                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

35. A pre-retirement planning seminar for persons about to retire should address all of the following issues
    EXCEPT ____ after retirement
    a. anxiety about finances.
    b. the need for self-direction
    c. how to achieve a sense of belongingness
    d. effective time management
     ANS: D                PTS: 1           DIF: Easy                   REF: p. 299
     OBJ: 4                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

36. A significant portion of the long-service employees at Anovator, Inc., is reaching retirement age. As
    HR director, you realize that it will be a significant loss for the firm as well as a succession-planning
    nightmare if most of these retirees actually leave the firm at age 65. You would like to implement a
    phased-retirement program to allow the firm to adjust more slowly. But, one of the major impediments
    to successfully using this plan is
     a. few people want to work after age 65, so not enough of your older employees would
        choose phased retirement.
     b. current pension law.
     c. opposition to phased retirement by the American Association of Retired Persons
     d. phased retirement plans are vulnerable to age discrimination lawsuits.
     ANS: B                PTS: 1          DIF: Challenging             REF: p. 299
     OBJ: 3                NAT: AACSB Analytic                          LOC: Legal Responsibilities
     TOP: Application

37. Paul has been in his first job for two months. He is very dissatisfied with his unsupportive supervisor,
    the lack of specific feedback, the project deadline which is six months off, and the “vagueness” of his
    job. While these are real concerns, Paul may also be feeling
    a. a sense of boundarylessness
    b. failed orientation
    c. new-job remorse
    d. entry shock
     ANS: D                PTS: 1          DIF: Easy                    REF: p. 300
     OBJ: 3                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

38. Eva, a professional employee in her 30s, has been offered a transfer to a new department. Although
    this move is lateral, the transfer will open up possibilities for advancement that were lacking in her
    current job. Eva realizes that
    a. she will be expected to perform well immediately in this new job.
    b. the transfer will probably entail a significant raise.
    c. this will be a stressful transition, and she should be prepared to experience some
         depression, anxiety and nervousness.
    d. should not accept a lateral transfer because it will stifle her opportunity to learn new skills.
     ANS: A                PTS: 1          DIF: Moderate                REF: p. 300
     OBJ: 3                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

39. Which of the following statements is TRUE?
    a. Now that women are in the workforce in nearly the same proportion as men, the
       differences between men’s and women’s careers are expected to disappear by 2010.
    b. The population of women who wish to work full-time has been almost completely tapped.
       “Female-friendly” employment policies will be needed in order to recruit women who are
       interested in part-time work.
    c. The average woman who has been out of school for six years has worked 30% less time
       than the average man who has been out of school the same amount of time.
    d. Job sequencing has proven to be a successful career tactic for women wishing to combine
       work and family, since impacts on career advancement are minimal.
     ANS: C                PTS: 1           DIF: Moderate               REF: p. 301
     OBJ: 3                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

40. In order to reward talented technical people who do not want to move into management, many
    companies have established
    a. dual career ladders.
    b. portable career paths.
    c. phased retirement plans.
     d. job rotation programs.
     ANS: A               PTS: 1           DIF: Easy                   REF: p. 301
     OBJ: 3               NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

41. Turnover of nursing staff is a major concern at Briar Mountain Regional Medical Center. Many
    experienced nurses resist moving into management, but exit interviews indicate that many of the best
    nurses leave Briar Mountain because they feel they cannot advance in the organization. As director of
    HR, you suggest
    a. implementing a dual-career ladder for nurses.
    b. offering to pay tuition for nurses who wish to enroll in MBA programs so they are more
        qualified to take managerial positions.
    c. hiring nurses who are later in their careers where advancement is less of a concern to
        them.
    d. improving the pay scale for nurses with more generous raises tied to seniority.
     ANS: A               PTS: 1          DIF: Moderate                REF: p. 301
     OBJ: 3               NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

42. In general, women’s career advancement is negatively affected by
    a. prejudice and discrimination in the workplace.
    b. career interruptions due to family responsibilities.
    c. their lack of ambition.
    d. employer’s inadequate use of dual-career ladders.
     ANS: B               PTS: 1           DIF: Easy                   REF: p. 301
     OBJ: 3               NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

43. Job sequencing
    a. is the career pattern where women accommodate their career advancement to family
        responsibilities.
    b. is a solution to career plateaus.
    c. allows engineering and technical professionals a chance to advance without moving into
        management.
    d. is a form of job rotation where employees move from one major organizational function to
        another.
     ANS: A               PTS: 1           DIF: Moderate               REF: p. 301
     OBJ: 3               NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Definitional

44. Marcie and Andrew are both professional employees at the City Zoological Park. Marcie is an
    exotic-animal veterinarian specializing in big cats, while Andrew is an animal exhibit designer. As HR
    director for a world-class zoo in a major city you want to hire Marcie as chief of veterinary medicine
    for the zoo. You realize that
    a. hiring Marcie is a risk because as a woman she will probably scale back her career when
         she starts a family.
    b. you need to find Andrew a job equivalent to the one he would leave at City Zoological
         Park.
    c. you need to create a dual career ladder in order to give Marcie more incentive to take the
         job.
    d. you need to meet with Andrew and discuss the concept of career sequencing and how
         moving with Marcie will not affect his future career progression.
     ANS: B                PTS: 1           DIF: Moderate              REF: p. 302
     OBJ: 3                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Application

45. You are preparing to offer one of your best managers a position with the overseas branch of your firm.
    Which of the following is NOT a concern the manager will be likely to raise with you?
    a. Will my wife have a job?
    b. Will this international experience contribute toward my advancement in this firm?
    c. Will my compensation package be permanently increased if I take this assignment?
    d. Will I have a job with this company when I return?
     ANS: C                PTS: 1          DIF: Challenging            REF: p. 303
     OBJ: 3                NAT: AACSB Analytic                         LOC: HRM
     TOP: Application

46. In over ____ percent of couples, both partners have a career.
    a. 20
    b. 40
    c. 60
    d. 80
     ANS: D                PTS: 1           DIF: Easy                  REF: p. 302
     OBJ: 3                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Conceptual

47. The main difficulty for employers with dual-career couples occurs when
    a. both partners work for the same employer.
    b. the female partner has a more prestigious job than the male partner.
    c. one of the partners must be relocated, especially overseas.
    d. the partners have different career goals.
     ANS: C                PTS: 1           DIF: Moderate              REF: p. 303
     OBJ: 3                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Conceptual

48. ____ involves the planning, training, and reassignment involved with returning global employees to
    their home countries.
    a. Relocation
    b. Re-acclimation
    c. Repatriation
    d. On-boarding
     ANS: C                PTS: 1           DIF: Easy                  REF: p. 302
     OBJ: 3                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Definitional

49. Which of the following would NOT be a typical activity for the tag-along partner by a
    partner-assistance program when relocating one partner in a dual-career couple?
    a. paying employment agency fees for the tag-along partner.
    b. providing tuition reimbursement for retraining for the tag-along partner if he/she cannot
        find suitable employment.
    c. cooperating with other companies in the new area to find a position for the tag-along
        partner.
     d. helping the tag-along partner find a job within the same company or in another division of
        the company.
     ANS: B                PTS: 1           DIF: Moderate             REF: p. 303
     OBJ: 3                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

50. Bill and his family have been living in an Asian country for four years while Bill has been on
    international assignment. As director of global HR for Bill’s employer, you will probably need to help
    Bill and his family adjust to all of the following EXCEPT
    a. a net decrease in income.
    b. Bill’s concern about his future advancement in the company.
    c. the increase in autonomy Bill’s return to a stateside job will require.
    d. readjusting to U.S. lifestyle and culture.
     ANS: C                PTS: 1          DIF: Moderate              REF: p. 303
     OBJ: 3                NAT: AACSB Analytic                        LOC: HRM
     TOP: Application

51. Which of the following statements is TRUE?
    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 focuses on technical expertise.
    d. Development may not be applicable to the individual’s current job.
     ANS: D                PTS: 1           DIF: Moderate             REF: p. 304
     OBJ: 5                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

52. What impact does development have on an individual’s career?
    a. The individual’s career may evolve and gain new or different focus.
    b. The employee’s career goals will be subordinated to the organization's goals.
    c. The individual’s marketability at other organizations will be reduced due to
       employer-specific specialization.
    d. The organization will be able to retain the employee long term.
     ANS: A                PTS: 1           DIF: Challenging          REF: p. 304
     OBJ: 5                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

53. The focus of ____ is learning specific behaviors and actions, while ____ focuses on such areas as
    judgment, responsibility, decision making, and communication.
    a. development; training
    b. training; skill enhancement
    c. training; development
    d. skill enhancement; development
     ANS: C                PTS: 1           DIF: Easy                 REF: p. 304 | Figure 10-6
     OBJ: 5                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Definitional

54. In order to ease worries of employees who are taking international assignments, the HR department
    and the organization should do all of the following EXCEPT
    a. promise increased compensation for several years after returning from overseas
        assignments.
     b. provide mentors at the organization’s headquarters for the global employee.
     c. provide career planning for the global employee to aid the transition back to the U.S.
     d. guarantee future employment after completion of the foreign assignment.
     ANS: A                 PTS: 1           DIF: Moderate               REF: p. 303
     OBJ: 3                 NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

55. Two firms are competing to hire Alicia, a highly-competent optics engineer who is early in her career.
    Both firms are offering similar salaries, benefits, and financial packages. Both are in desirable parts of
    the country. The job duties are almost identical, and both firms are very prestigious employers. Given
    that Alicia is ambitious, she is likely to make her decision based on
    a. the development potential of the position.
    b. whether she will have international assignments.
    c. the ability to balance work/life needs.
    d. how rapidly she will receive salary increases.
     ANS: A                 PTS: 1          DIF: Challenging             REF: p. 305
     OBJ: 5                 NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

56. John’s employer has a tuition reimbursement program, but only for degrees directly applicable to the
    position the employee currently holds. John is a manufacturing supervisor, but he wishes to earn a
    degree in employee safety and health and move into an HR position at the company. His boss will only
    pay for John to get advanced training in statistical quality control. Which of the following statements is
    TRUE?
    a. John is confusing organizational development with the pursuit of personal goals.
    b. An employee’s lifelong development must be channeled along prescribed career paths tied
        to the organization’s strategy.
    c. In blocking John’s re-development, John’s boss may be interfering with the organization’s
        overall need for talent.
    d. John is an opportunist hoping that his current employer will pay for the training he needs
        to enhance his personal marketability and ambitions.
     ANS: C                 PTS: 1          DIF: Challenging             REF: p. 305
     OBJ: 5                 NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

57. The James Fenimore Cooper School District is located in a rural area, far from a major urban area. The
    school district is having a difficult time recruiting young graduates from education programs to work
    there. The school board is proposing to hire people with non-education college degrees who are
    interested in changing to a teaching career. The board plans to pay for the individual’s education to
    become a certified teacher and continuing education towards a master’s degree in education as a
    recruiting tool. The school board is proposing a ____ program.
    a. lifetime learning
    b. personnel redeployment
    c. mid-life realignment
    d. re-development
     ANS: D                 PTS: 1          DIF: Moderate                REF: p. 305
     OBJ: 5                 NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

58. An assessment center is
    a. a collection of instruments and exercises designed to diagnose individuals' development
       needs.
    b. a process in which individuals and coaches assess their career path within the firm in light
       of the organization’s strategic plans.
    c. a procedure for evaluating the effectiveness of training and development programs.
    d. a special facility where the organization holds corporate retreats and operates employee
       development programs.
    ANS: A                PTS: 1           DIF: Easy                   REF: p. 305
    OBJ: 4                NAT: AACSB Reflective Thinking               LOC: HRM
    TOP: Definitional

59. As director of training and development you are examining development programs for managers
    offered by vendors. It will be MOST difficult to find a development program that addresses
    a. the ability to deal with uncertainty.
    b. action orientation.
    c. quality decision making.
    d. technical skills.
    ANS: A                PTS: 1          DIF: Challenging             REF: p. 305
    OBJ: 5                NAT: AACSB Analytic                          LOC: HRM
    TOP: Application

60. Lifelong learning tends to
    a. be formal.
    b. take place mainly during work hours.
    c. have immediate application to the job.
    d. be voluntary.
    ANS: D                PTS: 1           DIF: Easy                   REF: p. 305
    OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
    TOP: Conceptual

61. Which of the following is a concern about the use of assessment centers?
    a. A clever participant can fake the tests and get an undeserved high management potential
       rating.
    b. They tend to discriminate against minority individuals.
    c. They are expensive considering that most psychological traits such as leadership and
       initiative can be accurately assessed by paper and pencil techniques.
    d. Managers may use them as a way to avoid difficult promotion decisions.
    ANS: D                PTS: 1           DIF: Moderate               REF: p. 306
    OBJ: 4                NAT: AACSB Reflective Thinking               LOC: HRM
    TOP: Conceptual

62. Which of the following statements about psychological tests is FALSE? Psychological tests
    a. can provide useful data on employee motivation, reasoning ability and job preferences.
    b. may have validity problems.
    c. should only be interpreted by HR managers, not line managers.
    d. are sometimes fake-able by the test taker.
    ANS: C                PTS: 1           DIF: Moderate               REF: p. 306
    OBJ: 4                NAT: AACSB Reflective Thinking               LOC: HRM
    TOP: Conceptual
63. As director of HR for a large organization, you are concerned about the lack of a deep internal pool of
    talent for middle and upper management jobs. You feel there may be employees with high
    management potential in lower level jobs that have not been identified and selected for development.
    In order to most accurately identify high potential employees you propose
    a. asking managers to nominate their subordinates who have the most management potential.
    b. reviewing the performance appraisals for all employees below the level of middle
        management.
    c. establishing an assessment center.
    d. extensive psychological testing of all lower-level employees.
     ANS: C                PTS: 1          DIF: Moderate               REF: p. 306
     OBJ: 4                NAT: AACSB Analytic                         LOC: HRM
     TOP: Application

64. The biggest problem with psychological testing lies in
    a. the limited validity of this type of test.
    b. how the tests are scored.
    c. the interpretation of results.
    d. the administration costs.
     ANS: C                PTS: 1           DIF: Moderate              REF: p. 306
     OBJ: 4                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Conceptual

65. Psychological tests would be LEAST useful at determining the following information about an
    employee’s
    a. level of mathematical reasoning.
    b. basic personality.
    c. job preferences.
    d. supervisory skills.
     ANS: D                PTS: 1           DIF: Moderate              REF: p. 306
     OBJ: 4                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Conceptual

66. Which of the following is FALSE concerning the use of coaching as a developmental tool?
    a. Performing well and teaching well are not the same thing
    b. The coach’s work demands take precedence over training
    c. The intellectual aspect of the job may not be well taught by a coach
    d. Formal training courses have little impact on coachs’ teaching skills
     ANS: D                PTS: 1           DIF: Moderate              REF: p. 307-308
     OBJ: 5                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Conceptual

67. The major problem with job-site development approaches is that they
    a. are expensive.
    b. tend to be unplanned.
    c. use internal training resources.
    d. focus excessively on the core business
     ANS: B                PTS: 1           DIF: Easy                  REF: p. 307
     OBJ: 5                NAT: AACSB Reflective Thinking              LOC: HRM
     TOP: Conceptual
68. As director of HR, you are disappointed in the lack of high-quality coaching that subordinates are
    receiving from their supervisors. You suspect all of the following potential causes EXCEPT
    a. supervisors lacking understanding of the requirements of subordinates’ jobs.
    b. unsystematic approaches to coaching by the supervisors.
    c. heavy supervisor workloads.
    d. poor relationships between supervisors and subordinates.
     ANS: A                PTS: 1          DIF: Moderate                REF: p. 307
     OBJ: 5                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

69. ____ is/are the daily training and feedback given to employees by immediate supervisors.
    a. Lifelong learning
    b. Coaching
    c. Mentoring
    d. Apprenticeship
     ANS: B                PTS: 1           DIF: Easy                   REF: p. 307
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Definitional

70. It is most important for a company to be a learning organization if it
    a. is in the service sector.
    b. is a global organization.
    c. has a high level of employee turnover.
    d. is a knowledge-based firm.
     ANS: D                PTS: 1           DIF: Easy                   REF: p. 307
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

71. “Assistant-to” positions are most useful as a management tool because
    a. they allow employees to understand the political processes and personalities in the
       organization.
    b. they allow employees to work with outstanding managers.
    c. they provide an opportunity to move employees into the core business.
    d. they reduce employee boredom.
     ANS: B                PTS: 1           DIF: Easy                   REF: p. 308
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

72. As a development technique, the best lateral transfers
    a. facilitate upward career progress in the organization.
    b. move the person into the core business.
    c. encourage the redundant employee to leave the company voluntarily without being
        terminated.
    d. provide a monetary incentive for taking on new work.
     ANS: B                PTS: 1           DIF: Moderate               REF: p. 308
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual
73. Even though she is a relatively junior manufacturing supervisor, Angela has been assigned to a
    plant-wide committee on quality control. Angela is concerned that she will be unable to do her regular
    job as well as take part in extra committee meetings and assignments. She is concerned that this
    committee will be a “time sink” and a waste. Angela’s boss is probably intending this assignment to
    a. get Angela out of the department without firing her because she is not performing well.
    b. allow Angela to learn the intellectual and theoretical components of her future job
        assignment.
    c. broaden Angela’s exposure to whole-plant operations, processes, and personalities and
        help her career prospects.
    d. move Angela horizontally so that she doesn’t become bored with her work, because
        vertical promotions have become scarce.
     ANS: C                PTS: 1          DIF: Moderate                REF: p. 308
     OBJ: 5                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

74. When opportunities for promotion are scarce, a good way to keep employees motivated and develop
    their talents within the organization is
    a. sending them to a corporate university.
    b. assigning them to important committees.
    c. lateral job rotation.
    d. a sabbatical or leave of absence.
     ANS: C                PTS: 1           DIF: Moderate               REF: p. 308
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

75. Which of the following is TRUE of classroom instruction?
    a. The technique is ineffective regardless of the instructor’s capabilities.
    b. The lecture system encourages passive listening.
    c. Employees dislike classroom instruction.
    d. Its effectiveness is independent of the size of the group.
     ANS: B                PTS: 1           DIF: Easy                   REF: p. 308
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

76. Wilderness excursions as a development tool
    a. are enjoyable but have less impact than more structured learning experiences.
    b. can create a sense of teamwork via the shared-risks and challenges.
    c. act as an outdoor version of an assessment center.
    d. are a fad with very little value for management development.
     ANS: B                PTS: 1           DIF: Moderate               REF: p. 309
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

77. Which of the following is a disadvantage of paid sabbaticals?
    a. Reintegration into the organization is difficult.
    b. It is often “career suicide” for the employee.
    c. The nature of the learning experience unpredictable.
    d. Employees often use the sabbatical to look for another job.
     ANS: C                PTS: 1           DIF: Moderate               REF: p. 309
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

78. Clarence is the assistant vice president of quality control for a hospital medical equipment
    manufacturing firm. However, Clarence is currently teaching science in a school for Native Americans
    in New Mexico. At the end of the school year, Clarence will resume his job duties with his employer.
    Clarence is
    a. on a sabbatical leave.
    b. an executive educator.
    c. rotating through a non-core function.
    d. in phased retirement.
     ANS: A                PTS: 1          DIF: Easy                    REF: p. 309
     OBJ: 5                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

79. A centralized Web site for news, information, course listings, business games, simulations and other
    training materials is called a/an
    a. learning portal.
    b. interactive training and development program.
    c. online corporate university.
    d. e-assessment center.
     ANS: A                PTS: 1           DIF: Easy                   REF: p. 310
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

80. ____ allow(s) employees to participate in courses which would otherwise be unattainable due to
    geographic, travel, or cost considerations.
    a. Job rotation
    b. Career development centers
    c. On-line development
    d. Corporate universities
     ANS: C                PTS: 1          DIF: Easy                    REF: p. 310
     OBJ: 5                NAT: AACSB Technology                        LOC: Information Technologies
     TOP: Conceptual

81. An internationally-known San Diego manufacturer of high-performance bicycles has a permanent
    training facility in Idaho at which all members of the organization learn about the product lines, how to
    ride them, perform repairs, understand the technology behind their construction and materials, and
    their uses for recreational riding, as well as for amateur and professional racing. This employee
    development approach would best be described as a/an
    a. coaching and team building approach.
    b. job-site training.
    c. outdoor training program.
    d. corporate university.
     ANS: D                PTS: 1          DIF: Moderate                REF: p. 310
     OBJ: 5                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

82. Experience plays a central role in the development of senior managers,, but it is often neglected as a
    development tool in organizations because
    a. senior managers and executives are often hired from outside the firm.
    b. it is difficult to introduce enough variety into managers’ experiences.
     c. the organization cannot control managers’ experiences.
     d. in order for useful learning to occur, managers must have positive and challenging
        experiences.
     ANS: A                PTS: 1           DIF: Moderate             REF: p. 311
     OBJ: 5                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

83. A difficult boss, a bad job situation, and unsupportive peers
    a. are obstacles that can promote managers’ learning.
    b. negatively affect a manager’s interpersonal relations skills through the modeling process.
    c. are the main reasons for managerial failure.
    d. are easily simulated in management training programs.
     ANS: A                PTS: 1           DIF: Moderate             REF: p. 311
     OBJ: 5                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

84. A pre-supervisor training program should include all of the following topics EXCEPT
    a. basic management responsibilities.
    b. time management.
    c. technical job skills.
    d. human relations.
     ANS: C                PTS: 1           DIF: Moderate             REF: p. 311
     OBJ: 5                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

85. All of the following are good coaching practices EXCEPT
    a. making clear why the coach took certain actions.
    b. allowing the subordinate to make mistakes in order to use the results as a learning
        experience.
    c. explaining what alternatives courses of action the coach could have taken in a certain
        situation.
    d. reinforcing the subordinate’s good behaviors.
     ANS: B                PTS: 1           DIF: Easy                 REF: p. 312-313
     OBJ: 5                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

86. What is the most common reason managers fail after being promoted to management?
    a. lack of internal political savvy
    b. deficiency of technical skills
    c. poor teamwork with subordinates and peers
    d. inability to balance work and family demands
     ANS: C                PTS: 1           DIF: Moderate             REF: p. 312
     OBJ: 5                NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

87. Managers learn by behavior modeling, which is
    a. reinforcing the desirable behaviors exhibited.
    b. simulation of good and poor managerial behaviors.
    c. developing a personal model of ideal managerial behavior.
    d. copying someone else's behavior.
     ANS: B                PTS: 1           DIF: Moderate               REF: p. 312
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Definitional

88. In the context of management development, ____ involves a relationship between two managers for a
    period of time as they perform their jobs.
    a. on-the-job-training
    b. coaching
    c. management modeling
    d. mentoring
     ANS: B                PTS: 1           DIF: Moderate               REF: p. 312
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Definitional

89. For the less-experienced manager, the last stage in a mentoring relationship is ____ the mentor.
    a. disengagement from
    b. reversal of roles with
    c. friendship with
    d. replacement of
     ANS: C                PTS: 1           DIF: Moderate               REF: p. 313 | Figure 10-10
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

90. Mannie is an excellent performer who has been promoted to a management position. Unfortunately,
    Mannie’s subordinates are unhappy and his department has experienced a surge in turnover of valuable
    staff in the year since Mannie took over the department.
    a. Mannie would be a good candidate for leadership coaching.
    b. Mannie should be sent to an assessment center to identify if he has management potential.
    c. Mannie and his team should be sent on a survival wilderness course to build team spirit.
    d. Mannie should be enrolled in an executive MBA program at the local university.
     ANS: A                PTS: 1          DIF: Moderate                REF: p. 313
     OBJ: 5                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

91. ____ is a relationship in which experienced managers aid individuals in the earlier stages of their
    careers.
    a. Sponsorship
    b. Management coaching
    c. Mentoring
    d. Modeling
     ANS: C                PTS: 1           DIF: Easy                   REF: p. 313
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Definitional

92. Reverse mentoring would be most helpful if
    a. a senior manager has poor interpersonal skills.
    b. an executive needs updating on digital communications devices.
    c. an upper-level executive has gotten stale in her area of expertise.
    d. a middle-manager is blocked by the glass ceiling.
     ANS: B                PTS: 1                 DIF: Moderate         REF: p. 314
     OBJ: 5               NAT: AACSB Analytic                        LOC: HRM
     TOP: Application

93. The glass ceiling
    a. is a myth.
    b. traps women in “female ghettoes” in organizations.
    c. is less common in family-run businesses where gender has less impact than blood
       relationships.
    d. requires women to learn political skills from mentors in order to break through.
     ANS: D               PTS: 1           DIF: Easy                 REF: p. 314
     OBJ: 3               NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

94. Which of the following has been identified as a problem with mentoring?
    a. Women are reluctant to serve as mentors.
    b. Young minority managers frequently report difficulty finding mentors.
    c. The relationship between mentor and protégé may become more social than work related.
    d. Successful managers do not have the time to be effective mentors.
     ANS: B               PTS: 1           DIF: Easy                 REF: p. 314
     OBJ: 5               NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

95. Common problems with management development programs include all of the following EXCEPT
    a. substituting training for rigorous selection of employees.
    b. following fads in training programs.
    c. failing to conduct adequate needs analysis.
    d. allowing managers to self-select into development programs.
     ANS: D               PTS: 1           DIF: Moderate             REF: p. 314
     OBJ: 5               NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Conceptual

96. When an individual learns new methods and ideas in a development course and returns to a work unit
    that is still bound by old attitudes and methods ____ has occurred.
    a. translation failure
    b. non-transference
    c. encapsulated development
    d. culture-block
     ANS: C               PTS: 1           DIF: Easy                 REF: p. 314
     OBJ: 5               NAT: AACSB Reflective Thinking             LOC: HRM
     TOP: Definitional

97. A dilemma in succession planning is that employees in their 30s and 40s with 10 to 15 years of work
    experience are the ones who are usually tapped to move into retiring managers’ jobs and
    a. these employees are too young to have had the extensive experience necessary for good
        performance.
    b. women in this age group often want flexibility that is not compatible with jobs at this
        level.
    c. Employees in this age group do not have the levels of organizational commitment and
        work ethic that retiring baby boomers do.
    d. this creates a block to the advancement of employees in their 20s because the middle-aged
        employees promoted to executive positions will not be retiring for another 20 or 30 years.
      ANS: B                PTS: 1           DIF: Moderate               REF: p. 315
      OBJ: 6                NAT: AACSB Reflective Thinking               LOC: HRM
      TOP: Conceptual

 98. Infusion Enterprises suffered a shock when its president and CEO, were both killed while skiing in
     Chile. But because of the ____ the organization was able to continue operations smoothly.
     a. key-employee life insurance policy
     b. delegation strategy
     c. deep talent pool in the board of directors
     d. succession plan
      ANS: D                PTS: 1          DIF: Moderate                REF: p. 315
      OBJ: 6                NAT: AACSB Analytic                          LOC: HRM
      TOP: Application

 99. The first step in the succession planning process is to
     a. develop preliminary replacement charts.
     b. identify key employees and the anticipated date of job separation.
     c. formulate strategic HR plans.
     d. assess the capabilities of current employees.
      ANS: C                PTS: 1           DIF: Moderate               REF: p. 316 | Figure 10-11
      OBJ: 6                NAT: AACSB Reflective Thinking               LOC: Strategy
      TOP: Conceptual

100. The vice president of marketing at BamaWonder Products has left to create her own company. She is
     taking with her some key managers in the area of product development, finance and sales. The
     BamaWonder Products’ continued smooth functioning after these departures will largely depend on
     a. a complete and up-to-date succession plan.
     b. a flexible organizational culture.
     c. whether Bama Wonder Products is a learning organization.
     d. whether there are high potential employees who have been plateaued and who are ready to
         move into these openings.
      ANS: A                PTS: 1          DIF: Easy                    REF: p. 315
      OBJ: 6                NAT: AACSB Analytic                          LOC: HRM
      TOP: Application

101. When succession plans are developed for CEOs and senior managers, HR needs major involvement
     from
     a. leadership consultants.
     b. headhunting firms.
     c. outside search committees.
     d. top executives and members of the board of directors.
      ANS: D                PTS: 1           DIF: Easy                   REF: p. 316
      OBJ: 6                NAT: AACSB Reflective Thinking               LOC: HRM
      TOP: Conceptual

102. The purpose of replacement charts is to
     a. ensure that the right individuals with sufficient capabilities and experience to perform the
        targeted jobs are available at the right time.
     b. prepare a collection of instruments and exercises designed for diagnosing a person's
        development needs.
      c. plan the strategic layoffs of non-key employees.
      d. assure that each organizational key position has persons of diverse races, genders,
         ethnicities, religions, and ages as potential successors.
      ANS: A                 PTS: 1           DIF: Easy                   REF: p. 316
      OBJ: 6                 NAT: AACSB Reflective Thinking               LOC: HRM
      TOP: Definitional

103. The main succession problem in closely-held family firms is that
     a. multiple family members compete for just a few top management spots in the
        organization.
     b. outsiders tend to push out family members when top management openings occur.
     c. formal succession planning is not carried out.
     d. it is difficult to evaluate the development needs of successors because they are usually not
        employees of the firm.
      ANS: C                 PTS: 1           DIF: Easy                   REF: p. 317
      OBJ: 6                 NAT: AACSB Reflective Thinking               LOC: HRM
      TOP: Conceptual

104. When faced with the need for employees with scarce skills, employers tend to
     a. focus on training and developing high-potential employees to fill these positions.
     b. outsource these functions to consulting firms.
     c. send promising internal candidates to external training programs to learn these skills.
     d. “buy” these skills in the marketplace.
      ANS: D                 PTS: 1           DIF: Moderate               REF: p. 317
      OBJ: 6                 NAT: AACSB Reflective Thinking               LOC: HRM
      TOP: Conceptual

105. A company which consistently goes outside to fill its technical and professional openings probably
     a. has a strong and unique corporate culture.
     b. is not interested in taking the time to develop internal candidates for these positions.
     c. is concerned about minimizing salary expense.
     d. has a high “churn” rate.
      ANS: B                 PTS: 1          DIF: Moderate                REF: p. 317
      OBJ: 6                 NAT: AACSB Analytic                          LOC: HRM
      TOP: Application

106. The main contribution that Web-based systems make to succession planning is
     a. skills-tracking systems and databases.
     b. allowing succession plans to be communicated to employees.
     c. employee access to on-line training and development programs.
     d. enabling employees to self-nominate themselves for future promotions.
      ANS: A                 PTS: 1           DIF: Easy                   REF: p. 318
      OBJ: 6                 NAT: AACSB Reflective Thinking               LOC: HRM
      TOP: Conceptual

107. When the organization ties formal succession plans to career paths for employees it
     a. discourages political maneuvering by potential successors to key employees.
     b. runs the risk that the chosen successors will feel they have a legal right to the job when it
        becomes available.
     c. discourages employees who have not been selected to succeed key managers which
         reduces overall morale.
      d. improves employee retention.
      ANS: D                PTS: 1           DIF: Moderate              REF: p. 319
      OBJ: 6                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual

108. All of the following are common mistakes in succession planning EXCEPT
     a. focusing succession planning on the CEO and top executives.
     b. excessive reliance on external candidates.
     c. not starting succession planning until key employees are in the process of leaving.
     d. not linking succession planning to strategic plans.
      ANS: B                PTS: 1           DIF: Moderate              REF: p. 319
      OBJ: 6                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual

109. A law that has impacted succession planning for CEOs is
     a. HIPAA.
     b. the Sarbanes-Oxley Act.
     c. ERISA.
     d. the Congressional Accountability Act.
      ANS: B                PTS: 1           DIF: Easy                  REF: p. 319
      OBJ: 6                NAT: AACSB Reflective Thinking              LOC: Legal Responsibilities
      TOP: Conceptual

110. Long-term succession planning should
     a. focus on high-turnover jobs in the organization.
     b. include middle and lower-level managers and key non-management employees.
     c. mainly concentrate on the CEO and top executive jobs.
     d. target jobs for which it is most difficult to find qualified external candidates.
      ANS: B                PTS: 1           DIF: Moderate              REF: p. 319
      OBJ: 6                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual


TRUE/FALSE

  1. Talent management is growing in importance because skilled workers are harder to find.

      ANS: T                PTS: 1           DIF: Easy                  REF: p. 291
      OBJ: 1                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual

  2. Talent management has a broader range of activities than does training and development

      ANS: T                PTS: 1           DIF: Easy                  REF: p. 292
      OBJ: 1                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual

  3. Talent management is often focused on just the high potential employees in the organization.

      ANS: T                PTS: 1                DIF: Easy             REF: p. 294
     OBJ: 1                NAT: AACSB Reflective Thinking                LOC: HRM
     TOP: Conceptual

 4. Organization-centered career planning focuses on identifying career paths within the organization.

     ANS: T                PTS: 1           DIF: Easy                    REF: p. 296
     OBJ: 2                NAT: AACSB Reflective Thinking                LOC: HRM
     TOP: Definitional

 5. A career path designed to retain employees must map out steady upward progression through the
    organization.

     ANS: F                PTS: 1           DIF: Challenging             REF: p. 296
     OBJ: 2                NAT: AACSB Reflective Thinking                LOC: HRM
     TOP: Conceptual

 6. An individual’s career will typically cycle between periods of stability and less-stable periods of
    transition.

     ANS: T                PTS: 1           DIF: Easy                    REF: p. 297
     OBJ: 2                NAT: AACSB Reflective Thinking                LOC: HRM
     TOP: Conceptual

 7. The primary reason why people choose one career over another is the prospect of high compensation.

     ANS: F                PTS: 1           DIF: Easy                    REF: p. 297
     OBJ: 1                NAT: AACSB Reflective Thinking                LOC: HRM
     TOP: Conceptual

 8. Phased-retirement is a means of gracefully allowing older employees with outdated skills to gradually
    leave the organization.

     ANS: F                PTS: 1           DIF: Moderate                REF: p. 299
     OBJ: 3                NAT: AACSB Reflective Thinking                LOC: HRM
     TOP: Conceptual

 9. Jennifer was looking forward to early retirement so that she could “get a life.” But she is finding it
    difficult to decide how to spend her time. Jennifer describes herself as lacking direction. This is a
    common problem for retirees regardless of the age at which they retire.

     ANS: T                PTS: 1           DIF: Moderate                REF: p. 299
     OBJ: 3                NAT: AACSB Reflective Thinking                LOC: HRM
     TOP: Application

10. Job rotation is a good method for dealing with plateaued employees.

     ANS: T                PTS: 1           DIF: Moderate                REF: p. 299 | p. 308
     OBJ: 3                NAT: AACSB Reflective Thinking                LOC: HRM
     TOP: Conceptual

11. Marcia has introduced herself as experiencing an involuntary career transition. You would probably be
    correct in thinking that Marcia is being terminated or laid off.

     ANS: T                PTS: 1                 DIF: Easy              REF: p. 300
     OBJ: 2                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

12. Recent college graduates often experience entry shock in their first job because they resent the close
    supervision and the highly-defined problems they are assigned at work after the relative freedom and
    independence of school.

     ANS: F                PTS: 1           DIF: Moderate               REF: p. 300
     OBJ: 3                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

13. Not all jobs are compatible with the flexibility that women with small children prefer.

     ANS: T                PTS: 1           DIF: Easy                   REF: p. 301
     OBJ: 6                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

14. By 2020 it is anticipated that women will make up almost half of corporate officer positions.

     ANS: F                PTS: 1           DIF: Moderate               REF: p. 301-302
     OBJ: 3                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

15. Job sequencing allows women to interrupt their careers for family considerations without having a
    negative impact on their ultimate advancement.

     ANS: F                PTS: 1           DIF: Challenging            REF: p. 301
     OBJ: 3                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

16. Dual career ladders have been established by many large companies to deal with the problems faced by
    two-earner families.

     ANS: F                PTS: 1           DIF: Easy                   REF: p. 301
     OBJ: 3                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Definitional

17. Most global firms find it is better to have expatriates rather than locals staff the management positions
    of their foreign operations because expatriates have a better understanding of the firm’s operations and
    goals.

     ANS: F                PTS: 1           DIF: Easy                   REF: p. 303
     OBJ: 3                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

18. Organizations that have extensive employee development programs run the risk of being “training
    programs” for other firms that hire away their employees. Consequently, organizational development
    efforts need to be closely tied to current and immediate organizational needs.

     ANS: F                PTS: 1           DIF: Challenging            REF: p. 304
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual
19. Since development is not tied to the employee’s current job requirements, it is not necessary that
    development activities be tied to organizational strategy.

     ANS: F                PTS: 1           DIF: Moderate               REF: p. 304
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

20. Assessment centers are specially equipped training facilities that are used to evaluate individual
    employees one-on-one with evaluators.

     ANS: F                PTS: 1           DIF: Moderate               REF: p. 305
     OBJ: 4                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Definitional

21. Psychological testing can furnish useful information to employers about such factors as leadership
    style, initiative, and supervisory skills.

     ANS: F                PTS: 1           DIF: Challenging            REF: p. 306
     OBJ: 4                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

22. Job rotation tends to be expensive because it takes time for rotated employees to become familiar with
    their new units.

     ANS: T                PTS: 1           DIF: Moderate               REF: p. 308
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Conceptual

23. The learning organization is an organization in which information is shared, leaders value learning,
    and the culture supports employees who want to develop new skills.

     ANS: T                PTS: 1           DIF: Easy                   REF: p. 309
     OBJ: 5                NAT: AACSB Reflective Thinking               LOC: HRM
     TOP: Definitional

24. Ann’s supervisor is enthusiastic about instituting outdoor training into their organization. Ann is
    concerned that it may not be appropriate because the physical nature of the training and the hazards
    involved and a number of Ann’s subordinates are physically-challenged. Ann’s concerns are realistic.

     ANS: T                PTS: 1          DIF: Easy                    REF: p. 309
     OBJ: 5                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

25. John has been promoted to supervisor and is having a difficult time dealing with the people problems
    his new position entails. John would be a good candidate for human relations training.

     ANS: T                PTS: 1          DIF: Easy                    REF: p. 312
     OBJ: 5                NAT: AACSB Analytic                          LOC: HRM
     TOP: Application

26. If an individual is unlucky and has supervisors with poor management skills, he/she will be unable to
    develop good management skills because of this negative model.

     ANS: F                PTS: 1                 DIF: Challenging      REF: p. 312
      OBJ: 5                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual

 27. One of the major problems with management development efforts is inadequate HR planning.

      ANS: T                PTS: 1           DIF: Easy                  REF: p. 314
      OBJ: 5                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual

 28. Encapsulated development occurs when a single work unit in an organization is used to pilot test new
     training programs.

      ANS: F                PTS: 1           DIF: Easy                  REF: p. 314
      OBJ: 5                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Definitional

 29. Succession planning should be done for all key jobs in the organization, regardless of hierarchical
     level.

      ANS: T                PTS: 1           DIF: Moderate              REF: p. 315
      OBJ: 6                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual

 30. A replacement chart identifies which employees are qualified to move into key positions when they
     become vacant.

      ANS: T                PTS: 1           DIF: Easy                  REF: p. 316
      OBJ: 6                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Definitional

 31. A favored way organizations develop sustained competitive advantages through human resources is to
     hire outside talent into the firm rather than to take years to develop the talent internally.

      ANS: F                PTS: 1           DIF: Challenging           REF: p. 317
      OBJ: 6                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual

 32. In most closely-held family firms formal succession plans are not needed because succession is passed
     on through succeeding generations.

      ANS: F                PTS: 1           DIF: Easy                  REF: p. 317
      OBJ: 6                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual

 33. Succession planning tends to reduce turnover costs for organizations.

      ANS: T                PTS: 1           DIF: Moderate              REF: p. 319
      OBJ: 6                NAT: AACSB Reflective Thinking              LOC: HRM
      TOP: Conceptual


ESSAY
1. What is talent management and how is it linked to other HR functions? Why is it growing in
   importance?

   ANS:
   Talent management involves the attraction, development and retention of human resources. Talent
   management activities take new employees and ensure that they become high-performing contributors
   to the organization who are retained. Visualizing talent management as a bridge shows how the main
   activities of talent management (training, career planning, HR development, succession planning, and
   performance management) link selection and recruiting to the retention of a qualified workforce that
   matches the needs of the organization. Talent management is more important now for organizations
   because the changing demographics of the workplace (e.g., retiring baby boomers). The growing need
   for highly skilled workers means that organizations will need to find and generate more qualified
   employees and retain them as a pool of internal talent who can be moved into other jobs as openings
   occur.

   PTS: 1           DIF: Moderate                REF: p. 292-293       OBJ: 1
   NAT: AACSB Reflective Thinking                LOC: HRM              TOP: Conceptual

2. What is the difference between organization-centered and individual-centered career planning? Why
   should HR departments facilitate individual-centered career planning if these individuals might not
   stay with the organization for their entire career?

   ANS:
   Organization-centered career planning focuses on identifying career paths that provide for a logical
   progression of people between jobs in an organization. Individual-centered career planning focuses on
   an individual’s career rather than on the organization’s needs. An organizational career planning
   program includes performance appraisal, development activities, opportunities for transfer and
   promotion, and planning for succession. Organizational career planning maps out career paths for
   employees and communicates these paths to them. Organizations benefit from helping employees plan
   their careers by self-assessment, feedback on reality, and setting career goals. Clear career paths in the
   organization and knowledge of their place in the succession plans of the organization encourage key
   employees to stay with the organization because they can grow, develop and advance without leaving.
   Individual career planning also increases the fit between an individual and the jobs available in the
   organization. It encourages the individual to gain skills and capabilities that the organization needs.

   PTS: 1                 DIF: Moderate    REF: p. 295-297 | Figure 10-3
   OBJ: 2                 NAT: AACSB Reflective Thinking       LOC: HRM
   TOP: Conceptual

3. Why is succession planning important? What key mistakes are often made in succession planning?

   ANS:
   Succession planning is the process of identifying a long-term plan for the orderly replacement of key
   employees. Succession planning is important because the productivity of the organization is affected if
   key jobs are unfilled or filled by people who do not have the needed capabilities. The aging population
   means that large numbers of senior and key employees will be retiring and needing replacement. In
   addition, if employees know that they have the opportunity to move into key jobs, it motivates them to
   stay and to perform well. Succession planning can guide management development as gaps in
   employee capabilities are revealed. Clear succession plans also enhance the organizational “brand” and
   its reputation as a desirable place to work. Key mistakes in succession planning include the failure to
   have clear succession plans at all. Also, many firms with succession plans only focus on the CEO or
   top management jobs. Ideally, middle and lower-level management jobs and key non-management
   jobs should have identified, qualified successors.
   PTS: 1           DIF: Moderate               REF: p. 315-316       OBJ: 6
   NAT: AACSB Reflective Thinking               LOC: HRM              TOP: Conceptual

4. Describe some methods of assessing the development needs of employees and their advantages and
   disadvantages.

   ANS:
   The organization determines the development needs of its employees by comparing the capabilities of
   its employees with the capabilities that will be needed to carry out the organization’s strategic plans.
   The organization assesses the strengths and weaknesses of its employees through assessment centers,
   psychological testing and performance appraisals. An assessment center is a collection of instruments
   and exercises designed to diagnose a person's development needs. Typically the assessment activities
   include in-basket exercises, role-playing, tests, cases, leaderless-group discussions, computer-based
   simulations and peer evaluations. These activities usually take place away from work over a period of
   several days. The individuals being assessed are rated by specially-trained observers. Assessment
   centers can identify key variables such as leadership, initiative, and supervisory skills. They are also
   useful as a selection tool to identify managerial potential and can overcome many of the biases
   inherent in interviews, supervisor ratings, and written tests. Psychological tests evaluate individuals’
   intelligence, verbal and mathematical reasoning, and personality. They can asses motivation,
   leadership style, interpersonal response traits, reasoning abilities and job preferences. Psychological
   tests are sometimes easily faked by test-takers and sometimes have low validity. They are not useful if
   they are not interpreted by qualified professionals. Performance appraisals can be sources of data on
   productivity, employee relations and job knowledge. In order to provide good development
   information, performance appraisals must be designed specifically for this purpose. Purely
   administrative performance appraisals are not as useful.

   PTS: 1           DIF: Moderate               REF: p. 305-306       OBJ: 4
   NAT: AACSB Reflective Thinking               LOC: HRM              TOP: Conceptual

5. What are the main career challenges for women? What can organizations do to make better use of its
   female talents?

   ANS:
   Despite the fact that women comprise close to half of the workforce and managerial/professional
   positions, they hold less than 15% of corporate officer positions. This lack of career progression
   compared with men is attributed mostly to the fact that women bear most of the responsibilities for
   child-rearing in the U.S. culture. Consequently, women must often sequence their careers, following a
   pattern of intense work before children arrive, plateauing or removing themselves from careers when
   they have young children, and taking jobs that allow flexibility when the children get older. In
   addition, the age where women with children need the most flexibility (in their 30s and 40s) is the age
   at which managers are chosen to be promoted into more senior management jobs. These jobs are not
   compatible with flexibility. Organizations can take better advantage of the talents of its female
   workforce by providing flexibility as needed, mentors (including e-mentors), and supporting
   dual-career couples.

   PTS: 1           DIF: Moderate               REF: p. 301-302       OBJ: 3
   NAT: AACSB Reflective Thinking               LOC: HRM              TOP: Conceptual

								
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