Question 1

The development of high-potential employees is usually a very swift process.

Accepted Answer

Developing high-potential employees is usually a long-term process that involves a combination of training, mentoring, coaching, and experience. It requires consistent effort and investment from both the employee and the organization.

Question 2

Women and minorities often have difficulty finding mentors.

Accepted Answer

Studies and surveys have shown that women and minorities often have difficulty finding mentors, as they may encounter systemic barriers such as bias or lack of representation in the workplace.

Question 3

The approaches to employee development fall into four broad categories: formal education, assessment, job experiences, and interpersonal relationships.

Accepted Answer

The statement is true. The four broad categories of employee development are formal education, assessment, job experiences, and interpersonal relationships.

Question 4

Coaches are peers or managers who work with other employees to motivate them, help them develop their skills, and provide them with reinforcement and feedback.

Accepted Answer

Coaches are indeed peers or managers who work with other employees to motivate them, help them develop their skills, and provide them with reinforcement and feedback.

Question 5

Research on the validity, reliability, and effectiveness of the Myers-Briggs Type Indicator is inconclusive.

Accepted Answer

While some studies have found support for the MBTI's validity and reliability, others have found mixed or even contradictory results. Additionally, critics have raised concerns about the theoretical foundations of the instrument and its potential for misuse or misinterpretation. Therefore, the overall research on the MBTI is inconclusive.

Question 6

The Myers-Briggs Type Indicator is an assessment tool for behavioral styles based on the works of the psychologist William Marston.

Accepted Answer

The Myers-Briggs Type Indicator (MBTI) is actually based on the theories of Carl Jung, not William Marston. Marston is known for developing the DISC assessment tool, which is also used for measuring behavioral styles.

Question 7

A performance appraisal process must identify causes of an employee's performance discrepancy and develop plans for improving his or her performance.

Accepted Answer

A performance appraisal process should identify the causes of performance discrepancies (if any) and develop plans to help the employee improve their performance.

Question 8

The most frequent uses of assessment are to identify employees with managerial potential to measure current managers' strengths and weaknesses.

Accepted Answer

Assessment is commonly used to identify employees who have the potential to become managers and to evaluate the strengths and weaknesses of current managers.

Question 9

Assessment centers are primarily used to identify employees' technical skills.

Accepted Answer

Assessment centers are used to evaluate a wide range of skills and competencies, including but not limited to technical skills. These may include social skills, leadership skills, problem-solving skills, and more.

Question 10

Most employee development occurs through formal education programs.

Accepted Answer

While formal education programs can be helpful, studies have shown that most employee development occurs through job experiences, coaching, and informal learning opportunities.

Question 11

Action planning often involves the preparation of a career development plan.

Accepted Answer

Action planning can often involve the preparation of a career development plan, as individuals may include their career goals and action steps to achieve those goals in their overall action plan.

Question 12

A protean career is one that remains constant despite the changes in a person's interests, abilities, and values and in the work environment.

Accepted Answer

A protean career is one that changes and adapts to a person's developing interests, abilities, and values and to changes in the work environment. It is not constant.

Question 13

Development implies learning that is not necessarily related to an employee's current job.

Accepted Answer

Development focuses on fostering skills and knowledge that can be utilized in both current and future roles. It is not limited to skills and knowledge needed for an employee's current job.

Question 14

Basic career management systems involve the four sequential steps of recruiting, relocation, reality check, and action planning.

Accepted Answer

This statement is false. The four sequential steps of basic career management systems are self-assessment, career exploration, goal setting, and action planning.

Question 15

Mentoring programs tend to be very successful when they are compulsory.

Accepted Answer

Mentoring programs are generally more successful when they are voluntary because participants are more engaged and motivated to learn and grow when they choose to be part of the program. Compulsory programs can lead to lack of interest and engagement from mentees and mentors alike.

Question 16

In a self-assessment, an organization's responsibility is to identify opportunities and areas that need improvement.

Accepted Answer

The answer of In a self-assessment, an organization's responsibility is...

Question 17

Relocation is the most common way to use downward moves for employee development.

Accepted Answer

Downward moves are typically not the most common method for employee development; lateral moves or promotions are more frequently used to help employees develop new skills and competencies.

Question 18

According to the Myers-Briggs Type Indicator, individuals with a Feeling (F) preference try always to be objective in making decisions, whereas individuals with a Thinking (T) preference are more subjective.

Accepted Answer

This statement is actually the opposite of what the Myers-Briggs Type Indicator suggests. Individuals with a Feeling (F) preference tend to make decisions subjectively based on personal values and relationships, while individuals with a Thinking (T) preference tend to make decisions objectively based on logic and analysis.

Question 19

An organization can use downward moves as a source of job experience.

Accepted Answer

Downward moves, such as a demotion or taking a lower-level position, can provide valuable job experience, such as learning new skills and gaining a different perspective on the organization. It can also show resilience and willingness to learn and adapt, which can be attractive to future employers.

Question 20

Research suggests that assessment center ratings are valid for predicting performance, salary level, and career advancement.

Accepted Answer

Research has shown that assessment center ratings have a high degree of validity in predicting various career outcomes, including job performance, salary level, and career advancement.

Quiz 8: Developing Employees for Future Success