Describe the various reasons for evaluating the effectiveness of training programs.
What will be an ideal response?
There are multiple reasons to evaluate training effectiveness:
• To identify the program's strengths and weaknesses, including whether the program is meeting the learning objectives, the quality of the learning environment, and if transfer is occurring
• To assess whether the various features of the training context and content contribute to learning and transfer
• To identify which trainees benefited most or least from the program and why
• To gather information, such as testimonials, to use for marketing training
• To determine financial benefits and costs of the program
• To compare the costs and benefits of training versus other HRM investments
• To compare the costs and benefits of various training programs in order to choose the most effective programs
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All of the following represent factors that comprise the environmental context of the problem EXCEPT:
A) resources of the firm. B) objectives of the decision maker. C) accounting practices used by the firm twenty years ago. D) economic environment. E) constraints of the firm.
Random error affects the measurement in a constant way and represents stable factors that affect the observed score in the same way each time the measurement is made
Indicate whether the statement is true or false
Outdoor Living Company has just received a special order for 500 hammocks. Outdoor Living has sufficient idle capacity to accept the order. Accepting the order will increase Outdoor Living's variable manufacturing costs. Variable selling and administrative costs would be unaffected. What is the minimum price that Outdoor Living should accept for the special order?
A. A price equivalent to the hammock's unit contribution margin B. The same price that Outdoor Living charges its existing customers C. A price equivalent to the hammock's variable manufacturing cost per unit D. None of the above.
Answer the following statements true (T) or false (F)
1. Manufacturing and industrial organizations hire more walk-ins than the hospitality industry does. 2. In the hospitality industry, the typical pattern is that potential employees are screened in a brief interview, then those with hiring potential fill out the full application form. 3. The organization should try to maintain a good relationship with all job applicants—both the successful and the unsuccessful. 4. Most hospitality employees, no matter what their educational level, start at the same entry-level point, then try to prove their commitment to service excellence.