Deck 9: Employee Development and Career Management

Question 1

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

A) Participation is involuntary.
B) The mentor-protégé matching process limits informal relationships from developing.
C) The mentor-protégé relationship is limited to 1-3 hours per week.
D) The mentor and protégé relationship extends beyond the formal period.

Answer 1

D

Question 2

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

A) Managers' behaviors are evaluated only by subordinates.
B) Employees cannot compare their own personal evaluations with the views of others.
C) A facilitator may be needed to help interpret the results.
D) The feedback is difficult to link to development plans.

Answer 2

C

Question 3

An in-basket exercise is typically designed to measure ____.

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

Answer 3

B

Question 4

Which of the following is not an exercise typically found in assessment centers?

A) Leadership group discussion
B) Interviewing skills training
C) Role play
D) In-basket exercises

Question 5

Which of the following is not measured by the Myers-Briggs Type Inventory (MBTI)?

A) Extraversion v. introversion
B) Emotional stability v. neuroticism
C) Thinking v. feeling
D) Sensing v. intuition

Question 6

Which of the following is a potentially 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 relationship with promotion rates.

Question 7

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

A) Training is future-oriented, while development focuses more on present issues.
B) Training focuses on preparing employees for current jobs, but development prepares them for other positions.
C) Use of work experiences is greater in training than it is in development.
D) Employee participation in training is voluntary but not with development

Question 8

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.
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 9

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

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

Question 10

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

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

Question 11

_____ grant(s) a temporary leave of absence from the company.

A) Job enlargement
B) Apprenticeships
C) Sabbaticals
D) Job rotation

Question 12

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

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

Question 13

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

A) The Wonderlic Personnel Test
B) Myers-Briggs Type Inventory
C) Boston Consulting Group matrix
D) 360-degree feedback

Question 14

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 primarily determined through signals the employee receives from the company

Question 15

_____ 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 16

Which of the following is not a common limitation of 360-degree feedback?

A) The process is often too informal
B) Time demands placed on raters
C) Potential retaliation against raters
D) Failing to provide opportunities for employees to act on the feedback

Question 17

In assessment centers, scheduling exercises typically evaluate _____.

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

Question 18

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 to reduce stress

Question 19

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

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

Question 20

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 21

Which of the following is not a common content area for onboarding programs?

A) Compliance
B) Clarifying
C) Culture
D) Compensation

Question 22

Which of the following makes a socialization program ineffective?

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

Question 23

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

Question 24

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

Question 25

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

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

Mentoring cannot occur between mentors and protégés from different organizations.

Question 28

Career patterns involving movement across specializations and disciplines are becoming less prevalent.

Question 29

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

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

Question 30

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

Question 31

A protean career is defined by a series of upward career transitions.

Question 32

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

Question 33

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

Question 34

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

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

Question 35

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 36

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

Question 37

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

Question 38

Employee transfers necessarily increase job responsibilities and compensation.

Question 39

Both the NEO Personality Inventory and the Myers-Briggs Type Inventory (MBTI) measure openness to experience.

Question 40

Both the NEO Personality Inventory and the DISC measure conscientiousness.

Question 41

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

Question 42

In reverse mentoring programs, peers mentor each other in skills they do not know.

Question 43

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

Question 44

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

Question 45

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

Question 46

High-potential employees should not participate in mentoring and coaching.

Question 47

Discuss the advantages and disadvantages of making the results of succession planning public

Question 48

Describe strategies that companies can employ to help ensure that employees approach transfers and promotions, particularly when relocation is involved, as development opportunities.

Question 49

Most mentoring relationships develop informally in organizations.

Question 50

Describe strategies that companies can employ to help ensure the effectiveness of formal mentoring programs.

Question 51

A defining characteristic of succession planning is effective onboarding.