Human Resources Development

Question 1

True or false: information posted on government sites is free of copyright and in the public domain

Answer 1

true

Question 2

legal doctrine that promotes freedom of expression by permitting the unlicensed use of copyright protected works in certain circumstances

Answer 2

fair use doctrine

Question 3

patents for inventions. last for 20 years and make up 90% of patents

Answer 3

utility patent

Question 4

patent for a design. if issued before May 13, 2015, it lasts for 15 years. prior to that date, it lasts for fourteen years.

Answer 4

design patent

Question 5

develop, discover, or invent new asexually reproduced plants. Lasts 20 years

Answer 5

plant patent

Question 6

is training needed, and if so, what?

Answer 6

Training needs analysis (TNA)

Question 7

what are the training development/goals? (ADDIE)

Answer 7

Objectives

Question 8

who should receive training/development and methods used (ADDIE)

Answer 8

Selection

Question 9

How should it be executed? (ADDIE)

Answer 9

Implementation

Question 10

Was it effective? (ADDIE)

Answer 10

Evaluation

Question 11

analysis, design, development, implementation, and evaluation

Answer 11

ADDIE

Question 12

training done in a separate area from the actual work area

Answer 12

vestibule training

Question 13

lengthy training and instruction under a professional that is typically used in skilled trades

Answer 13

apprenticeship

Question 14

the knowledge transfer that occurs naturally when peers communicate and collaborate on the job

Answer 14

Parallel learning

Question 15

hands-on training that occurs in a simulated environment, which is often virtual

Answer 15

simulated learning

Question 16

a collective learning model in which team members study particular tasks or activities then teach those skills to the rest of the group

Answer 16

cooperative learning

Question 17

the combination of two or more learning methods; typically, this refers to online learning mixed with in-person instruction

Answer 17

blended learning

Question 18

a method of evaluating training programs for reaction, learning, behavior, and results

Answer 18

Kirkpatrick’s method of evaluating training programs

Question 19

a document that captures the processes and methods used during a given project that makes recommendations for future requirements

Answer 19

After-action review (AAR)

Question 20

the first traditional career stage, which involves identifying interests and opportunities. Performance is relatively low during this period

Answer 20

exploration

Question 21

the second traditional career stage which involves creating a meaningful and relevant role in the organization. Performance is typically high during this period.

Answer 21

establishment

Question 22

the third traditional career stage in which a person’s talents are being optimized. Performance may reach a plateau or begin to stagnate during this phase

Answer 22

maintenance

Question 23

the fourth traditional career stage, in which the individual gradually begins to pull away from work. Priorities may change, and work may become less important

Answer 23

disengagement

Question 24

the six phases of career development

Answer 24

assessment, investigation, preparation, commitment, retention, transition

Question 25

how managers can assist in career development

Answer 25

coaching, counseling, mentoring, assessing

Question 26

a high potential employee

Answer 26

HiPO

Question 27

moves employees around to perform different duties as a form of job enrichment

Answer 27

job rotation

Question 28

a system of management that includes defining expectations and accountabilities, setting performance standards and measures, and assessing results

Answer 28

performance management

Question 29

the process and procedures used for performance management, including setting performance standards and measures, and assessing results

Answer 29

performance management system

Question 30

define performance activities -> measure and evaluate performance -> provide feedback -> adjust or continue behavior

Answer 30

performance management cycle

Question 31

most common in BARS method (Behaviorally Anchored Rating Scales)

Answer 31

behavioral

Question 32

paired comparison, all employees are compared to one another at a time

Answer 32

comparison

Question 33

all employees are graded on a bell curve, with very few at the high performance end, most employees in the middle, and a few at the low-performance end

Answer 33

forced distribution aka forced ranking

Question 34

way of rating employee performance based on individual factors or performance rather than on the whole

Answer 34

factor comparisons

Question 35

the manager ranks each member of a work team, from best to worst. Pros: simple, easy, clear, and useful. Cons: does not state the reasoning and leaves little room for feedback to employees.

Answer 35

simple ranking methods

Question 36

each employee compared with every other individual employee. Pros: presents how employees working at the same level compare to one another and how they compare to the manager who organizes them. Cons: brings the shortcomings of the simple ranking system.

Answer 36

paired comparison method

Question 37

groups employees into predefined frequencies of performance ratings. Pros: every employee fits into one predetermined category. Cons: forces employees into the distribution, which may not be true to the actual distribution in the organization.

Answer 37

forced distribution method

Question 38

rates employees according to a statement or question about a particular aspect of an individual’s job performance. Pros: simple, dimensional, efficient with rating scales. Cons: not personalized, only general traits, behaviors/attributes.

Answer 38

graphic rating scale

Question 39

relies on instances of especially good or especially poor performance on the part of the employee. Pros: ample feedback and assesses performance in clear behavioral terms. Cons: measures only exceptional behaviors and difficult to compare one employee to another.

Answer 39

critical incident method

Question 40

BARS represents a combination of the graphic rating scale and the critical incident method. Pros: specific behavioral examples to reflect both good and bad behaviors. Cons: expensive, time-consuming, and the scales are rarely used in their true form.

Answer 40

BARS appraisal systems

Question 41

developed from critical incidents but uses substantially more incidents than a BARS to define specifically all of the measures necessary for effective performance. Pros: frequency of good/poor behavior. Cons: more expensive and more time consuming than the BARS system.

Answer 41

BOS scale

Question 42

AKA “goals based system”, depends on the extent to which individuals meet their personal performance objectives. Pros: frequently meet to stay on track. Cons: employee will mainly focus on that goal, so organization must want to encourage that behavior.

Answer 42

MBO system

Question 43

involves multiple raters who interact with the person being reviewed.

Answer 43

360 feedback

Question 44

reinforce good behavior, provide constructive criticism, restate and/or reset expectations, satisfy the human need everyone has to “know where I stand”. What to avoid: surprises, venting, going through the motions.

Answer 44

the appraisal process

Question 45

entire evaluation on one characteristic. Bias is a result of the one (good or bad) characteristic’s effect.

Answer 45

halo effect

Question 46

Evaluator has difficulty comparing employees to one another and ends up giving mostly average ratings. Also may do to avoid having to justify more positive or negative evaluations.

Answer 46

central tendancy

Question 47

evaluator compares all candidates/employees to one individual.

Answer 47

contrast error

Question 48

evaluators may be reticent to evaluate employees or applicants harshly, so they give better evaluations than deserved.

Answer 48

leniency error

Question 49

focusing on a more recent event than the entire performance period.

Answer 49

regency effect

Question 50

attempting to quantify everything even if all aspects are unquantifiable.

Answer 50

numbers fetish

Question 51

start of MBO process -> set organizational objectives -> cascade objectives to employees -> monitor -> evaluate performance -> reward performance.

Answer 51

Peter Drucker’s Five Step Management by Objective Process (MBO