Question 1

Very few organisations measure training and development effectiveness. Those that do tend to:
A) be more concerned with the costs associated with training and development.
B) measure program popularity not the transfer of learning.
C) monitor attendance and time-away from regular duties.
D) assess trainers' delivery style and teaching techniques.

Accepted Answer

Page 375. Factual. Unfortunately, many HR managers do not evaluate their training and development programs and those who do generally utilise popularity measures (also known as 'happy sheet' evaluations).

Question 2

The effectiveness of training can be measured by all of the following EXCEPT:
A) behaviour.
B) learning.
C) attendance.
D) reactions.

Accepted Answer

Page 377. Factual. Kilpatrick suggests four ways to measure the effectiveness of training: reactions, learning, behaviour and results.

Question 3

If training effectiveness was evaluated by measuring the effects of the training on the achievement of the organisation's objectives, this effectiveness measure would be known as:
A) results.
B) behaviour.
C) learning.
D) reactions.

Accepted Answer

Page 378. Factual. The results of training can be measured in terms of such variables as sales, quality and absenteeism costs before and after the training activity.

Question 4

If training effectiveness was evaluated by measuring changes in attitudes, interpersonal relationships and motivation that could be attributed to that training activity, then this effectiveness measure would be known as:
A) results.
B) behaviour.
C) learning.
D) reactions.

Accepted Answer

Page 377. Factual. This measurement involves identifying changes in job behaviours, interpersonal relationships and so on that can be attributed to the training activity.

Question 5

If training and development add __________ ______, management will regard them as being as essentially to the organisation's success. If not, they will be viewed as an overhead expense and cut.
A) high profits.
B) low turnover.
C) good reputation.
D) measureable value.

Accepted Answer

Page 375. Factual. If training and development add measureable value, management will regard them as being as essentially to the organisation's success.

Question 6

The core concepts of learning are:
A) relevance, reinforcement, transferability of training, activity versus passivity.
B) orientation, relevance, transferability of training.
C) induction, systems approach to training, relevance, activity versus passivity.
D) training needs analysis, distribution of learning, whole versus part learning.

Accepted Answer

Page 384. Factual. There are nine core concepts in learning: relevance, reinforcement, transfer of training, knowledge of results, distribution of learning, whole versus part learning, practice and learning, activity versus passivity and learning styles.

Question 7

The process of spacing out training activities to produce more rapid learning and better retention is:
A) transfer of training.
B) knowledge of results.
C) distribution of learning.
D) practice and learning.

Accepted Answer

Page 384. Factual. Distribution of learning relates to the scheduling of training activities.

Question 8

Adult learning places emphasis on:
A) the use of more formal training methods.
B) one-way communication.
C) improving employee knowledge of technology advances.
D) learning by doing.

Accepted Answer

Page 385. Factual. As adult learners prefer 'active' learning, it is important to design training activities that involve activity, simulation and variety.

Question 9

Training that takes place away from the production area on equipment that closely resembles the actual equipment used on the job is known as:
A) interactive simulation.
B) vestibule training.
C) machine simulation.
D) adventure training.

Accepted Answer

Page 368. Factual. Vestibule training is often used with machine operators. The vestibule is a separate section set outside the main area of the factory where trainees can develop their skills on actual equipment.

Question 10

As a form of the off-the-job training, business games:
A) focus mainly on well recognised, team based, co-operative activities.
B) are more frequently used in public than private sector organisations.
C) are more effective when all management levels in an organisation are involved.
D) are motivating because they have intrinsic interest and high trainee involvement.

Accepted Answer

Page 368. Factual. Business games force trainees to make decisions under time and competitive pressures which enhances their appeal and face validity.

Question 11

The main aim of adventure or wilderness training is to:
A) teach managers about themselves and about working with other people.
B) give employees the opportunity to spend time outside of the organisation.
C) allow employees to mix with senior managers from a range of organisations.
D) enable employees to appreciate the external environment within which their organisation operates.

Accepted Answer

Page 368. Factual. Adventure training presents trainees with physical and mental challenges so that they learn about their strengths and limitations in extreme circumstances.

Question 12

The action learning approach to training and development is based on the assumption that people learn best when:
A) they are working in a team solving a case study from another organisation.
B) they are closely supervised and encouraged by their supervisor.
C) they work on real time problems in their own work setting.
D) they are continually undertaking new action-based tasks.

Accepted Answer

Page 371. Factual. Action learning is based upon learning from experience and uses real problems from the workplace for trainees to solve.

Question 13

With regard to the evaluation phase of human resource development activities, research evidence suggests that:
A) Australian managers are much more systematic in conducting effective appraisals than overseas managers.
B) new and better instruments for evaluation are continually being developed and utilised.
C) there is minimal organisational value derived from much management training and development.
D) public sector organisations are more committed to evaluation improvement than private sector organisations.

Accepted Answer

Pages 375-76. Factual. Even though training has a significant impact on organisational performance the evidence suggests that much management training is of little value to the organisation.

Question 14

In some situations, the costs and risks involved in training on real equipment are unacceptably high. In such cases, which type of training method would be employed?
A) Case studies
B) Role plays
C) Simulation training
D) Project assignments.

Accepted Answer

Page 368. Factual. Simulation training is designed to reproduce a real-world situation in a risk-controlled learning environment. For example, simulation is used for training airline pilots and medical students.

Question 15

Which technique is designed to give employees work experience in various parts of the organisation, allowing them to broaden their skills and knowledge?
A) Secondments
B) Action learning
C) Job rotation
D) Competency-based training

Accepted Answer

Page 370. Factual. Job rotation increases task variety and skill development by allowing employees to move from one role to another. This is an excellent way of preparing high-potential employees for future general management responsibilities.

Question 16

A US study found that the costs associated with online teaching:
A) can usually be offset by improvements in productivity.
B) may be higher than the cost of face-to-face teaching.
C) may be lower than the cost of face-to-face teaching.
D) are basically the same as the costs involved with face-to-face teaching.

Accepted Answer

Page 375. Factual. The costs in developing and supporting web-based training programs may well be more expensive than traditional classroom or face-to-face teaching methodologies.

Question 17

Web-based instruction is seen as inappropriate for training in:
A) computer skills.
B) interpersonal relations.
C) degree level qualifications.
D) legal requirements of jobs.

Accepted Answer

Page 375. Factual. Web-based training is seen as highly effective in technical training and transferring information, but inappropriate for training in the 'soft skills'.

Question 18

A recent innovation in the measure of training effectiveness has been:
A) customer feedback.
B) focus groups.
C) return on investment.
D) observation of performance.

Accepted Answer

Page 377. Factual. Recently, a fifth level has been added to the four-level Kirkpatrick model, and this evaluates training from the perspective of a cost-benefit analysis.

Question 19

In the new information-based economy, the most important intellectual property;
A) is what is inside employees' heads.
B) is obtained through knowledge management.
C) needs to be patented as soon as it is developed.
D) comes from the long service of faithful employees.

Accepted Answer

Page 356. Factual. It is people, not physical assets that are now critical to the success of organisations competing in global markets.

Question 20

A study found that most Australian companies believe technology and innovation are important:
A) and have steadily increased budgets allocated to training and development over the years.
B) and this is reflected in the creation of learning laboratories in many companies.
C) but they do not include HRD as a key element in their business strategy.
D) so CEOs of these same companies support knowledge management endeavours.

Accepted Answer

Page 361. Factual. Australian companies recognise the importance of technology and innovation but do not regard HRD endeavours as critical to the success of their organisation.

Quiz 9: Human Resource Development

Very few organisations measure training and development effectiveness. Those that do tend to:

The effectiveness of training can be measured by all of the following EXCEPT:

If training effectiveness was evaluated by measuring the effects of the training on the achievement of the organisation's objectives, this effectiveness measure would be known as:

If training effectiveness was evaluated by measuring changes in attitudes, interpersonal relationships and motivation that could be attributed to that training activity, then this effectiveness measure would be known as:

If training and development add ____ , management will regard them as being as essentially to the organisation's success. If not, they will be viewed as an overhead expense and cut.

The core concepts of learning are:

The process of spacing out training activities to produce more rapid learning and better retention is:

Adult learning places emphasis on:

Training that takes place away from the production area on equipment that closely resembles the actual equipment used on the job is known as:

As a form of the off-the-job training, business games:

The main aim of adventure or wilderness training is to:

The action learning approach to training and development is based on the assumption that people learn best when:

With regard to the evaluation phase of human resource development activities, research evidence suggests that:

In some situations, the costs and risks involved in training on real equipment are unacceptably high. In such cases, which type of training method would be employed?

Which technique is designed to give employees work experience in various parts of the organisation, allowing them to broaden their skills and knowledge?

A US study found that the costs associated with online teaching:

Web-based instruction is seen as inappropriate for training in:

A recent innovation in the measure of training effectiveness has been:

In the new information-based economy, the most important intellectual property;

A study found that most Australian companies believe technology and innovation are important: