HRM Ch. 9: Part 1

A company communicates performance evaluation to its employees during the _____ step in the career management process. a succession planning b self-assessment c reality check d goal setting e action planning

c

In a career management process, when employees identify the steps and a timetable to reach their goals, the company must a provide assessment information to identify the employees' interests and values. b communicate performance evaluation. c identify resources the employees need to reach their goals. d commit to helping the employees reach their goals. e ensure that the employees' goals are specific, relevant, and timely.

c

A mentor provides psychosocial support when he or she a creates an outlet for the protégé to talk about anxieties. b protects and sponsors the protégé. c provides higher rates of promotion to the protégé. d provides coaching and exposure to the protégé. e creates challenges to help the protégé learn new things.

a

A(n) _____ is a simulation of the administrative tasks of a manager's job. a leaderless group discussion b in-basket c role-play d interview e focus-group discussion

b

According to the Myers-Briggs Type Indicator, individuals who are _____ tend to be serious, quiet, practical, orderly, and logical. a introverted, intuitive, feeling, and perceiving (INFP) b introverted, sensing, thinking, and judging (ISTJ) c extroverted, intuitive, feeling, and perceiving (ENFP) d extroverted, sensing, thinking, and perceiving (ESTP) e extroverted, sensing, feeling, and perceiving (ESFP)

b

Which of the following assessments is based on Carl Jung's personality type theory? a The Strong-Campbell Interest Inventory b The Myers-Briggs Type Indicator c The Big Five Personality Test d The Rorschach inkblot test e The Eysenck Personality Questionnaire

b

____ is the information employees receive about how the company evaluates their skills and knowledge and where they fit into the company's plans. a Job specification b Reality check c Bench strength d Action plan e Self-report

b

Training is different from development in that a development focuses on the present, while training focuses on the future. b training considers an employee's work experience more than development does. c development aims to prepare employees for changes, while training prepares them for current jobs. d participation in training is voluntary, while that in development is required. e unlike development, training considers the requirements of jobs that do not exist as yet.

c

Which of the following occurs during the reality check in the career management process? a Employees identify the steps and a timetable required to reach their goals. b Companies ensure that employees' goals are attainable and relevant. c Companies communicate where employees fit into the companies' long-range plans. d Companies provide employees information on their strengths and weaknesses. e Employees identify opportunities and needs to improve.

c

Which of the following tests is used to determine if employees can get along with others and their tolerance for ambiguity? a Cognitive ability test b Technical skills test c Personality test d Interest test e Aptitude test

c

IsaK Corp. is an event management company. In order to allot tasks that are more compatible with the personalities of individual employees, it conducts a test that rates them on the scales of introversion or extroversion, sensing or intuition, judging or perceiving, and thinking or feeling. Which of the following tests is IsaK using to assess employees? a The Strong-Campbell Interest Inventory b The Rorschach inkblot test c The Big Five Personality Test d The Myers-Briggs Type Indicator e The Eysenck Personality Questionnaire

d

Which of the following is a disadvantage of a formal mentoring program? a It does not ensure access to mentors for all employees. b Gender and race can act as an obstacle in making mentors accessible to employees. c Participants in the mentoring relationship do not know what is expected of them. d Mentors may not be able to provide counseling and coaching in an artificially created relationship. e It does not encourage mentors and protégés to spend time discussing personalities and backgrounds.

d

Which of the following is the best example of reverse mentoring? a New associates in a law firm are paired up for six weeks to share individual experiences and perspectives. b The woman hired for the new position of Community Citizenship Manager offers in-house workshops on sustainability. c A senior brand manager is partnered with a junior associate to gain insights into college students' responses to mobile marketing. d A mid-level manager cycles through project roles in several departments to develop cross-functional expertise. e Company directors hold monthly brown bag lunch sessions to gather input and feedback on key issues from line employees.

d

Which of the following is true of a boundaryless career pattern? a This pattern is on the decline and is likely to disappear soon. b It largely consists of expert career patterns that involve years of specialization. c It does not encourage movement across fields or different occupations. d It is influenced by personal or family demands. e It involves identifying more with the employer than with the job.

d

Which of the following is true of mentoring? a Participants in a mentoring relationship are unaware of what is expected of them. b Employees who have low needs for power are most likely to seek a mentor. c Socializing new hires is not a function of in mentoring programs. d Mentoring relationships can develop as part of a planned company effort. e Employees who have high needs for achievement are less likely to seek a mentor.

d

_____ involve lectures by business experts, adventure learning, and meetings with customers. a Personality tests b Action plans c Focus interviews d Formal education programs e Reality checks

d

_____ is a performance appraisal process for managers based on subordinates' evaluations. a Mentor feedback b Peer feedback c 360-degree feedback d Upward feedback e Intrinsic feedback

d

In a(n) _____, a team of five to seven employees is given a problem and must work together to solve it within a certain time period. a stretch assignment b in-basket simulation c role-play d focused interview e leaderless group discussion

e

Which of the following would be most appropriate to help employees understand the situations that managers face and the decisions they have to make? a Interviews b Leaderless group discussions c Focus group discussions d Personality tests e Role-plays

e

_____ are the relationships, problems, demands, tasks, and other features that employees face in their jobs. a Job specifications b Job evaluations c Job designs d Job redesigns e Job experiences

e

_____ is an interpersonal relationship that is used to develop employees. a Internship b Apprenticeship c Externship d Training e Mentoring

e

_____ is the process of identifying and tracking high-potential employees. a Career management b Talent management c Action planning d Resource planning e Succession planning

e

When an employee takes up a self-assessment test, he or she identifies the needs that are realistic to develop. True False

false

Succession planning ensures that top-level managerial talent is available. True False

true

Training focuses on improving employees' performance in their current jobs, while development prepares them for other positions in the company. True False

true