Deck 9: Employee Development and Career Management

Question 1

In the _____ stage of the career management process,employees receive information on how the company evaluates their skills and knowledge and where they fit into the company's plans.

A) action planning
B) self-assessment
C) goal setting
D) reality check

Answer 1

D

Question 2

An employee's protean career:

A) is controlled by the availability of positions in a company.
B) is limited to achievements at work.
C) is based on the feeling of pride that comes from achieving life goals.
D) is solely determined through signals the employee receives from the company.

Answer 2

C

Question 3

_____ allow employees more time for personal pursuits such as writing a book or spending more time with young children,by granting a temporary leave of absence from the company.

A) Job enlargements
B) Apprenticeships
C) Sabbaticals
D) Job rotations

Answer 3

C

Question 4

The _____ is a personality assessment tool used for team building and leadership development that identifies employees' preferences for energy,information gathering,decision making,and lifestyle.

A) nine-box grid
B) Myers-Briggs Type Inventory
C) Boston Consulting Group matrix
D) 360-degree assessment system

Question 5

The process of developing a succession plan typically begins with:

A) identifying the employees included in the succession plan.
B) identifying the positions included in the succession plan.
C) developing standards to evaluate positions.
D) determining ways to measure employee potential.

Question 6

_____ gives employees a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or department.

A) Job rotation
B) Job enlargement
C) Onboarding
D) Externship

Question 7

Employee development need or goal of job rotation is to:

A) develop new skills by continuing in the current position or job.
B) learn about another function, division, or product in the same organization.
C) reduce job stress or achieve better work and non-work balance.
D) obtain job experiences and develop skills in jobs not available in the company.

Question 8

Which of the following is a negative outcome of job rotation?

A) It fails to provide employees with a holistic view of the company's goals.
B) It creates a short-term perspective on problems and solutions.
C) It cannot be used for all levels and types of employees.
D) It has no associations with salary growth and promotion rates.

Question 9

Job enlargement refers to the process of:

A) hiring more people for the same job category.
B) moving employees up the organizational hierarchy.
C) adding challenges or new responsibilities to an employee's current job.
D) adding more jobs in a department in order to reduce employee stress.

Question 10

An in-basket exercise is typically designed to measure the _____ of a manager.

A) psychomotor skills
B) administrative skills
C) conflict resolution skills
D) emotional intelligence

Question 11

Which of the following statements is true about the differences between training and development?

A) Training is future-oriented, while development focuses more on the present issues.
B) Training focuses on preparing employees for current jobs, but development prepares them for other positions in the company.
C) Use of work experiences is higher in training than it is in development.
D) Employee participation in training is voluntary, whereas in development, employee participation has to be forced.

Question 12

_____ refers to the use of information by employees to determine their career interests,values,aptitudes,and behavioral tendencies.

A) Reality check
B) Goal setting
C) Self-assessment
D) Action planning

Question 13

_____ is a type of interpersonal relationship approach to development in which a successful senior employee helps develop a group of four to six less experienced employees.

A) Executive education program
B) Group mentoring program
C) Calibration group program
D) Leaderless group program

Question 14

In upward feedback,managers' behaviors or skills are evaluated by _____.

A) their bosses
B) their peers
C) their subordinates
D) external customers

Question 15

Which of the following statements is true about transfers as a part of job experiences?

A) It is a punishment for poor performance and it hinders the development of skills.
B) It refers to a lateral movement to a job with similar responsibilities.
C) It necessarily increases job responsibilities or compensation.
D) It requires employees to take a full-time operational role at another company.

Question 16

Which of the following is a limitation of the 360-degree feedback system?

A) Managers' behaviors or skills are evaluated only by subordinates.
B) Employees cannot compare their own personal evaluations with the views of others.
C) A facilitator is needed to help interpret the results.
D) The feedback from the 360-degree assessment cannot be linked to development plans.

Question 17

Sending employees on international assignments and projects is an example of the _____ approach to employee development.

A) formal education
B) assessment
C) mentoring
D) job experience

Question 18

In assessment centers,scheduling exercises typically evaluate employees' _____.

A) leadership skills
B) problem-solving abilities
C) oral communication skills
D) psychomotor skills

Question 19

Which of the following is characteristic of successful formal mentoring programs?

A) Mentor and protégé participation is involuntary.
B) The mentor-protégé matching process limits the ability of informal relationships to develop.
C) The mentor-protégé relationship stays long due to the fear of punishment.
D) The mentor and protégé pursue the relationship beyond the formal period.

Question 20

Which of the following is true of coaching employees?

A) Coaching involves providing resources such as mentors, courses, or job experiences.
B) A good coach is an individual who knows all the answers.
C) A good coach has a strong desire to tell others what to do.
D) Employees who are going to be coached need to be concerned with their reputation.

Question 21

Job experiences that are seen as negative stressors challenge employees to stimulate learning.

Question 22

Which of the following makes a socialization program ineffective?

A) Including information on technical aspects of the job in the socialization program.
B) Introducing the employee to company-related rules and regulations.
C) Restraining interactions between new hires and current employees.
D) Tracking employee progress at different points up to one year.

Question 23

Competencies include knowledge,skills,and abilities of employees,but not their personal characteristics.

Question 24

Mentoring cannot occur between mentors and protégés from different organizations.

Question 25

Group mentoring acknowledges the reality that it is difficult for one mentor to provide an employee with all the guidance and support he or she needs.

Question 26

The core employees in the nine-box grid are those with:

A) high potential and high performance.
B) low potential and outstanding performance.
C) high potential and low performance.
D) moderate potential and solid performance.

Question 27

Assessments can be used to identify decision processes or communication styles that inhibit a team's productivity.

Question 28

In 360-degree feedback systems,employees' behaviors are evaluated only by themselves.

Question 29

According to the nine-box grid,the development plan for employees with outstanding performance but low potential typically emphasizes:

A) finding them experiences that will continue to facilitate creativity and innovation.
B) moving them to a position that best matches their skill set.
C) performance improvement in their current position.
D) developing them for leadership positions in the company.

Question 30

Performance appraisal discussions are more long-term than development discussions.

Question 31

In a protean career,employees do not take responsibility for managing their careers.

Question 32

Development involves learning that is not necessarily related to the employee's current job.

Question 33

_____ refers to the process of helping new hires adjust to social and performance aspects of their new jobs.

A) Externship
B) Offshoring
C) Repatriation
D) Onboarding

Question 34

In comparison to traditional career patterns,career patterns involving movement across specializations or disciplines are becoming less prevalent.

Question 35

Employee transfers necessarily increase job responsibilities or compensation.

Question 36

In the nine-box grid,high-potential and high performing employees who should be developed for leadership positions in the company are termed as _____.

A) core employees
B) star performers
C) strong contributors
D) subject experts

Question 37

Job rotation is used for all types of employees,not just those with managerial potential.

Question 38

Discussing performance and development in the same meeting is difficult because they have different objectives.

Question 39

Transfers and downward moves are opportunities to develop skills that will help employees achieve long-term success with a company.

Question 40

Companies rely on in-house programs because they can be easily evaluated using company metrics.

Question 41

What are the roles that a coach can play to develop employees?

Question 42

In reverse mentoring programs,more senior employees are paired with a younger employee.

Question 43

How can companies ensure that employees accept transfers,promotions,and downward moves as development opportunities?

Question 44

High-potential employees need not participate in development programs such as executive mentoring and coaching.

Question 45

The development plans for employees with low potential and low performance development emphasize finding them challenging new job experiences.

Question 46

Externship refers to the process of helping new hires adjust to social and performance aspects of their new jobs.

Question 47

By making a succession planning list public,high-potential employees who are not interested in other positions can communicate their intentions.

Question 48

Why is it better for managers to hold separate performance appraisals and development discussions?

Question 49

Elaborate on the potential problems with job rotation for both the employee and the work unit.

Question 50

What are the issues that companies need to consider in succession planning?