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Chapter 7 Training and Development

MULTICHOICE

1. What is the main difference between training and development?

(A) Training is more important than development.

(B) Development is a broader term used to describe learning processes in an organization.

(C) Development is more future-oriented and broadly focused.

(D) Development is more narrowly focused.

Answer : (C)

2. What is the primary reason why organizations train new employees?

(A) to increase their knowledge, skill, and ability level

(B) to help trainees achieve personal career goals

(C) to comply with federal regulations

(D) to improve the work environment

Answer : (A)

3. The greatest proportion of training is spent on which groups of employees?

(A) executives and senior managers

(B) temporary and pat-time workers

(C) rank-and-file employees and supervisors

(D) senior managers and middle managers

Answer : (C)

4. Organization W has adopted a new training strategy that it learned about because its very
successful main competitor is also using this training strategy. Which of the following statements
best captures this situation?

(A) This is very unusual; most organizations link training directly to their organizational goals.

(B) This is very unusual; data show that most organizations do not consider the training initiatives of
others in their decisions.

(C) This is not significantly unusual; many organizations copy training strategy used by competitors.
(D) This is unusual; most organizations at least make attempts to link their training initiatives to
their own organizational strategy.

Answer : (C)

5. What are the phases of the systemic/strategic model of training?

(A) needs assessment, design, implementation, and evaluation

(B) planning, design, needs assessment, and evaluation

(C) design, needs assessment, management, and evaluation

(D) design, needs assessment, implementation, and evaluation

Answer : (A)

6. Which of the following best describes the strategic approach to training?

(A) It is the most cost-effective approach.

(B) It ensures that training investments have maximum impact on performance.

(C) It is called development.

(D) It includes the process of job analysis.

Answer : (B)

7. Which of the following is NOT part of a needs assessment in developing training programs?

(A) task analysis

(B) environmental analysis

(C) person analysis

(D) organization analysis

Answer : (B)

8. In which stage of needs assessment are issues such as technological change and globalization
assessed in training programs?

(A) task analysis

(B) environmental analysis

(C) person analysis

(D) organization analysis

Answer : (D)

9. Organization analysis, task analysis, and person analysis are all part of which phase of the
strategic and systemic approach?

(A) the training and development phase

(B) the needs assessment phase

(C) the analysis phase

(D) the evaluation phase

Answer : (B)

10. In which stage in the training needs assessment are job descriptions and job specifications
reviewed?

(A) task analysis

(B) person analysis

(C) organizational analysis

(D) job analysis

Answer : (A)

11. Omega Organization is going through a very detailed process of looking at all the tasks or duties
included in a job. It will then list all the steps performed by the employee to complete each task, and
then look to examine the skills and knowledge necessary for the job. Which process is Omega
Organization performing?

(A) task analysis

(B) job analysis

(C) person analysis

(D) competency analysis

Answer : (A)

12. At which stage in the training program development process is content of the training program
determined?

(A) job analysis

(B) individual analysis

(C) task analysis

(D) organization analysis

Answer : (C)

13. Which term refers to assessing the sets of skills and knowledge employees need to be successful,
particularly for decision-oriented and knowledge-intensive jobs?

(A) organizational assessment

(B) job assessment

(C) individual assessment

(D) competency assessment

Answer : (D)

14. In determining training needs, which statement best describes person analysis?

(A) It has shifted from a fixed sequence of tasks to a set of competencies.

(B) It involves self-improvement and self-directed training.

(C) It helps organizations decide which employees need training.

(D) It examines the external labour market for needed skills.

Answer : (C)

15. In the design of training programs, what should instructional objectives centre on?

(A) performance

(B) attitudes

(C) financial outcomes

(D) social outcomes

Answer : (A)

16. What are the two key factors that affect the success of those who are identified to receive
training?

(A) trainee readiness and trainee motivation

(B) trainee capacity and trainee motivation

(C) trainee readiness and trainee capacity

(D) trainee participation and trainee capacity

Answer : (A)

17. What is the relationship of goal-setting to feedback and reinforcement?

(A) Goal setting and feedback are both important principles of learning.

(B) Goal setting is useless unless employees know how they performed through constant feedback.

(C) Goal-setting and feedback are symbiotic.

(D) Goal setting and feedback are reciprocal in nature.

Answer : (A)

18. Which technique for training managers emphasizes handling real-life employee problems and
receiving immediate feedback?

(A) the leaderless group

(B) the management game

(C) the case study

(D) behaviour modelling

Answer : (D)

19. Which of the following tasks would be most conducive to whole-versus-part learning?

(A) for a tennis professional: teaching a tennis lesson

(B) for a cake decorator: putting a customer's name on a birthday cake

(C) for a shoe salesperson: finding a certain pair of shoes in the stockroom

(D) for a grocery store cashier: looking up the register code for a grocery item

Answer : (A)

20. In terms of training techniques, on which of the following principles does behaviour modification
operate?

(A) A behaviour that is rewarded will be exhibited more frequently.

(B) Equity and fairness are important motivators.

(C) Employees must change their behaviours to ensure organizational success.

(D) Successful trainers modify employees' behaviours.

Answer : (A)

21. What is the most common training delivery method for formally training employees?

(A) traditional classroom instruction

(B) internship training

(C) online instruction

(D) on-the-job training

Answer : (A)

22. Which of the following training methods is the most poorly implemented?

(A) classroom instruction

(B) distributed learning

(C) mass learning

(D) on-the-job training

Answer : (D)

23. Which of the following is the most common method used for training non-managerial employees?

(A) classroom training

(B) on-the-job training

(C) computer-based instruction

(D) apprenticeships

Answer : (B)

24. Organization Z is attempting to initiate an on-the-job training program. Like many organizations,
the company is aware that it suffers from a lack of well-defined job performance criteria. Which of
the following is the best suggestion for Organization Z to overcome this problem and have a
successful program?

(A) Develop realistic goals, a training schedule, and periodic evaluations.

(B) Hire trainers who have been in a similar situation and have been successful.

(C) Wait until proper job and organizational analysis can be done before implementing the training
program.
(D) Use a different type of training.

Answer : (A)

25. Microsoft has created hundreds of audio and video clips that the company's sales professionals
can download on their mobile devices whenever the need arises. Which learning method is
illustrated in this case?

(A) the simulation method

(B) blended learning

(C) audiovisual learning

(D) just-in-time training

Answer : (D)

26. As part of his training for a new manufacturing process, Lee Li had to attend classroom sessions
taught by an instructor, as well as online sessions that included video recordings and a discussion
forum. What method of training Lee has experienced?

(A) self-directed training

(B) blended learning

(C) simulated training

(D) e-learning

Answer : (B)

27. Which learning method would be well-suited to teach air-traffic controllers how use the radar
display?

(A) the simulation method

(B) programmed instruction

(C) audiovisual learning

(D) on-the-job training

Answer : (A)

28. Which training method is often used to train personnel to operate aircraft, spacecraft, and other
highly technical and expensive equipment?

(A) the vestibule method

(B) the classroom method

(C) the simulation method

(D) the apprenticeship method

Answer : (C)

29. What do we call the process of grooming an employee to take over the supervisor's job through
gaining experience in handling important functions of the job?

(A) caretaking

(B) coaching

(C) understudy assignment

(D) role modelling

Answer : (C)

30. A combination of on-the-job training, seminars, conferences, classroom instruction, and role-
playing would be a good assortment of learning methods for which group of employees?

(A) interns

(B) new managers

(C) experienced front-line staff

(D) new employees at all levels

Answer : (B)

31. As part of his training, Alexandria had to assume the attitudes and behaviours of others. Which
training method is evident in this example?

(A) blended learning

(B) role-playing

(C) simulation study

(D) case study

Answer : (B)

32. What are the steps in behaviour modelling?

(A) design, learning points, reinforcement, and feedback

(B) learning points, implementation, role-play, and feedback

(C) design, implementation, role-play, and feedback

(D) learning points, modelling, role-play, and feedback

Answer : (D)

33. Which of the following is the simplest method to evaluate a training program?

(A) learning

(B) reactions

(C) behaviour

(D) results

Answer : (B)

34. What is the main issue with organizations putting too much weight on the "reactions" aspect of
training evaluation?

(A) Unless the training is linked to organizational strategy, it is not informative that reactions were
good.

(B) Positive reaction data may not mean the training was effective.

(C) This information has to be integrated into an analysis with the other four phases of evaluation.

(D) This aspect of training is not measurable.

Answer : (B)

35. Which of the following is the best example of an assessment of the "learning" criterion in a
training evaluation?

(A) testing grocery store clerks on training program knowledge before and after the training
program

(B) having trainees fill in forms that describe their learning experience and whether or not the
information is transferring to the workplace

(C) having employees fill out a training effectiveness index

(D) evaluating scores on training tests

Answer : (A)

36. Organization B is very keen to get the most benefit out of its training budgets and efforts. Which
of the following plans is most likely to help Organization B's employees utilize their new training
when they are back at their desks?

(A) have employees hand in summaries of how they have used their training in their job

(B) devote a large part of the budget to vestibule training

(C) have the training mimic the actual work situation as closely as possible; train employees on how
to implement their new training even when they are faced with roadblocks

(D) have employees exposed to both massed and distributed practice

Answer : (C)

37. In assessing the effectiveness of a training program, which of the following is the most useful
information for an HR manager to use?

(A) how many employees signed up for it

(B) the average employee reaction to it

(C) how it helped to reduce wasted materials

(D) the costs for running it

Answer : (C)

38. When designers of training programs attempt to make conditions in the training program come
as close as possible to those on the job, which of the following are they attempting to improve?

(A) reactions

(B) readiness

(C) transfer

(D) motivation

Answer : (C)

39. What is a common index used to calculate the benefits of a training program relative to its costs?

(A) cost of living index

(B) return on capital

(C) return on investment

(D) productivity index

Answer : (C)
40. ABC Corporation measures its own services and practices against the recognized leaders in the
industry in order to identify areas for improvement. What is this process called?

(A) benchmarking

(B) strategic imitation

(C) modelling

(D) environmental analysis

Answer : (A)

41. An effective onboarding program can best help with which of the following issues?

(A) culture shock

(B) exit interviews

(C) training transfer

(D) pay banding

Answer : (A)

42. Which of the following best describes orientation programs?

(A) The impact of an orientation program on new employees does not last a long time.

(B) There is no need for coordination between line and staff managers when it comes to orientation
programs.

(C) Careful planning of orientation activities is essential.

(D) The most popular approach to orientation involves allowing new employees to be oriented by
their peers.

Answer : (C)

43. Which of the following statements best describes cross-training?

(A) There is a need for integrated teams to make it successful.

(B) Team rewards lay the basis for its implementation.

(C) It works best with departments that are integrated.

(D) It represents a shift from assembly-line production to flexible production.

Answer : (D)
44. Which of the following organizations would be well-suited and likely to benefit from the
implementation of "cross-training" of teams?

(A) a document delivery company that has drivers and pilots who operate various trucks and aircraft

(B) a robotics company that needs each employee to have specific and high level skills and training

(C) an auto parts manufacturing company that has an assembly line where employees are likely to
get bored

(D) a photocopy shop where there are various tasks to be performed all with one machine

Answer : (C)

45. What position is most likely to benefit from implementing an ethics training program?

(A) an air traffic controller

(B) a weather forecaster

(C) a buyer of leather goods for a leading national retailer

(D) an HR manager

Answer : (C)

46. Scenario 7.1

Accounting Power Inc. is a Canadian employment agency that provides professional accounting
services to various businesses across the country. In the last couple of years, the firm has been
slowly losing clients, which is impacting its bottom line. Interviews done with some clients revealed
that Accounting Power Inc. employees are not as sharp as they used to be and, lately, there have
been too many inconsistencies and errors with their work. In the last recession, managers could not
justify how the training was adding value to the agency. These programs were not viewed as
strategic imperatives and most of them were cut.

Refer to Scenario 7.1. Accounting Power Inc. is losing its clients because it did not accurately do
which of the following?

(A) design the right training programs to help its employees succeed

(B) hire the right trainers to run the programs

(C) assess the extent to which training programs improve learning and behaviour on the job and
eventually impact their performance

(D) evaluate participants' reactions

Answer : (C)

47. Scenario 7.1

Accounting Power Inc. is a Canadian employment agency that provides professional accounting
services to various businesses across the country. In the last couple of years, the firm has been
slowly losing clients, which is impacting its bottom line. Interviews done with some clients revealed
that Accounting Power Inc. employees are not as sharp as they used to be and, lately, there have
been too many inconsistencies and errors with their work. In the last recession, managers could not
justify how the training was adding value to the agency. These programs were not viewed as
strategic imperatives and most of them were cut.

Refer to Scenario 7.1. If Accounting Power Inc. wanted to evaluate its training programs, what are
the four basic criteria for such an evaluation?

(A) reactions, learning, behaviour, and results

(B) trainee readiness, aptitude to learn, feedback, and return on investment

(C) reactions, behaviour, feedback, and trainee readiness

(D) behaviour, trainee readiness, ability to learn, and attitude about learning

Answer : (A)

48. Scenario 7.1

Accounting Power Inc. is a Canadian employment agency that provides professional accounting
services to various businesses across the country. In the last couple of years, the firm has been
slowly losing clients, which is impacting its bottom line. Interviews done with some clients revealed
that Accounting Power Inc. employees are not as sharp as they used to be and, lately, there have
been too many inconsistencies and errors with their work. In the last recession, managers could not
justify how the training was adding value to the agency. These programs were not viewed as
strategic imperatives and most of them were cut.

Refer to Scenario 7.1. The combination of these four criteria-reactions, learning, behaviour, and
results-can give a total picture of the training program to help managers decide all of the following
EXCEPT which one?

(A) where problem areas lie

(B) what to change about the program

(C) whether to continue with a program

(D) the method by which to evaluate the program

Answer : (D)

49. Scenario 7.2

Blake Windows & Doors Inc. installs and repairs doors and windows for Green Park Homes. When
the firm started back in the 1980s, its operations were based only in Vancouver. Today, Blake is the
main contractor for Green Park Homes across British Columbia. Employees with Blake work long
hours, especially when new subdivisions are being built. The company now wants to increase its staff
complement to help deal with increasing demands while maintaining some work-life balance. Blake
found that employees from agencies tend to need too much hands-on training, which is costly, and if
they do have some experience it is very costly to hire them due to the specific set of skills required.

Refer to Scenario 7.2. Which of the following is the most appropriate method for developing workers
who can effectively help Blake Windows & Doors deal with its increasing commitments while
keeping payroll and training costs down?

(A) internship programs

(B) agency recruitment with more in-house training

(C) apprenticeship programs

(D) mentorship programs

Answer : (B)

50. Scenario 7.2

Blake Windows & Doors Inc. installs and repairs doors and windows for Green Park Homes. When
the firm started back in the 1980s, its operations were based only in Vancouver. Today, Blake is the
main contractor for Green Park Homes across British Columbia. Employees with Blake work long
hours, especially when new subdivisions are being built. The company now wants to increase its staff
complement to help deal with increasing demands while maintaining some work-life balance. Blake
found that employees from agencies tend to need too much hands-on training, which is costly, and if
they do have some experience it is very costly to hire them due to the specific set of skills required.

Refer to Scenario 7.2. Assume that on-the-job-training is the best option to help Blake increase its
employee base. Which of the following is NOT a drawback of on-the-job-training?

(A) the lack of a well-structured environment

(B) poor training skills on the part of the mangers

(C) the absence of well-defined job performance criteria

(D) hands-on experience and opportunities for trainers to build good relationships with new
employees

Answer : (D)

51. Scenario 7.2

Blake Windows & Doors Inc. installs and repairs doors and windows for Green Park Homes. When
the firm started back in the 1980s, its operations were based only in Vancouver. Today, Blake is the
main contractor for Green Park Homes across British Columbia. Employees with Blake work long
hours, especially when new subdivisions are being built. The company now wants to increase its staff
complement to help deal with increasing demands while maintaining some work-life balance. Blake
found that employees from agencies tend to need too much hands-on training, which is costly, and if
they do have some experience it is very costly to hire them due to the specific set of skills required.
Refer to Scenario 7.2. If Blake adopts an apprenticeship program, which of the following is NOT
true about how trainees are developed?

(A) It will occur through off-the-job-training.

(B) It will occur through on-the-job-training.

(C) It will occur through instruction and training.

(D) It will occur through an internship program.

Answer : (D)

TRUEFALSE

52. Training plays a central role in strengthening the competencies that give organizations their
competitive advantage.

(A) True

(B) False

Answer : (A)

53. Training is oriented towards broadening employees' individual skills for future responsibility.

(A) True

(B) False

Answer : (B)

54. The primary purpose in training employees is to help them get socialized to the organization.

(A) True

(B) False

Answer : (B)

55. Behaviour modelling is an approach that demonstrates desired behaviour and gives trainees the
chance to practise and role-play those behaviours and receive feedback.

(A) True

(B) False

Answer : (A)
56. Most organizations choose and implement training programs based on their overall strategic
objectives.

(A) True

(B) False

Answer : (B)

57. The systems approach to training involves (1) needs assessment, (2) program design, (3)
implementation, and (4) evaluation.

(A) True

(B) False

Answer : (A)

58. The systems approach to training includes four phases: job analysis, job design, implementation,
and evaluation.

(A) True

(B) False

Answer : (B)

59. Although important in determining training program success, organizations conduct a needs
assessment less than half the time before initiating a training program.

(A) True

(B) False

Answer : (A)

60. A solid training program should begin with effective design.

(A) True

(B) False

Answer : (B)

61. Organization analysis includes broad forces that impact the effectiveness of employees, such as
mergers and acquisitions, technological change, and globalization.

(A) True
(B) False

Answer : (A)

62. The three different types of training needs analysis are organizational analysis, job knowledge
analysis, and person analysis.

(A) True

(B) False

Answer : (B)

63. Data such as direct and indirect labour costs and unemployment rates determine an
organization's training needs.

(A) True

(B) False

Answer : (B)

64. The task analysis portion of organization analysis is shifting from emphasis on a fixed schedule
of tasks to a flexible set of competencies needed for performance.

(A) True

(B) False

Answer : (A)

65. Person analysis involves determining what the content of the training program should be, based
on a study of the tasks or duties involved in the job.

(A) True

(B) False

Answer : (B)

66. Performance-centred objectives are not widely used due to concerns about the potential for
biased evaluation of results.

(A) True

(B) False

Answer : (B)
67. Trainee readiness refers to both maturity and experience factors in a trainee's background.

(A) True

(B) False

Answer : (A)

68. Managers should focus considerable efforts on the training topic, rather than the individual
learning needs of the trainee, to create an optimal training environment that is conducive to
learning.

(A) True

(B) False

Answer : (B)

69. Employees in similar jobs usually have similar levels of motivation with respect to learning.

(A) True

(B) False

Answer : (B)

70. Psychological principles of learning refer to the characteristics of training programs that help
employees grasp new material, make sense of it in their own lives, and transfer it back to the job.

(A) True

(B) False

Answer : (A)

71. Trainees are better able to learn if they can connect the new material with things that are
already familiar to them.

(A) True

(B) False

Answer : (A)

72. "We learn best by watching" summarizes the learning principle known as "modelling."

(A) True

(B) False
Answer : (A)

73. Practising job tasks enables the trainee to forget about distinct behaviours and become
proficient on the subtleties of how they are used.

(A) True

(B) False

Answer : (A)

74. Feedback to trainees is important for motivational purposes as well as knowledge of results.

(A) True

(B) False

Answer : (A)

75. Behaviour modification seeks to gradually shape trainee behaviour using reinforcement.

(A) True

(B) False

Answer : (A)

76. The success of any training effort depends more upon the content of the program than on the
teaching skills and personal characteristics of those conducting the training.

(A) True

(B) False

Answer : (B)

77. Training methods all tend to utilize similar learning principles.

(A) True

(B) False

Answer : (B)

78. Knowledge of the subject is the most critical characteristic that determines instructor
effectiveness.

(A) True
(B) False

Answer : (B)

79. Although on-the-job training (OJT) is generally regarded as the most effective means of
facilitating learning at the workplace, it is often the most poorly implemented.

(A) True

(B) False

Answer : (A)

80. Apprenticeship programs are an extension of OJT that provide on- and off-the-job instruction.

(A) True

(B) False

Answer : (A)

81. Internship programs benefit students, but rarely benefit employers.

(A) True

(B) False

Answer : (B)

82. Classroom instruction is cost-effective because it allows the maximum number of trainees to be
handled by the minimum number of instructors.

(A) True

(B) False

Answer : (A)

83. Depending on the activities involved, classroom instruction is often referred to as "self-directed
learning."

(A) True

(B) False

Answer : (B)

84. Most employees prefer the freedom and flexibility of e-learning to traditional classroom training.
(A) True

(B) False

Answer : (B)

85. The distinction between simulation and simple computer-based training is blurring due to
advances in information technology.

(A) True

(B) False

Answer : (A)

86. Case studies are a useful method of giving participants experience at analyzing and synthesizing
facts.

(A) True

(B) False

Answer : (A)

87. Role-playing consists of assuming the attitudes and behaviour of others, often a supervisor and a
subordinate.

(A) True

(B) False

Answer : (A)

88. Behaviour modelling appears to work in helping managers to interact with employees, introduce
change, and handle discipline.

(A) True

(B) False

Answer : (A)

89. Due to its importance to planning future training initiatives, most organizations go to great
lengths to accurately evaluate training programs.

(A) True

(B) False
Answer : (B)

90. Using participant reaction to evaluate training is the best way to determine training
effectiveness.

(A) True

(B) False

Answer : (B)

91. "Transfer of training" relates to the training evaluation criterion "behaviour."

(A) True

(B) False

Answer : (A)

92. Benchmarking is concerned with measuring employee retention of training materials at specific
points in time.

(A) True

(B) False

Answer : (B)

93. Orientation is an ongoing process.

(A) True

(B) False

Answer : (A)

94. Orientation is the formal process of familiarizing new employees with the organization, their job,
and their work unit.

(A) True

(B) False

Answer : (A)

95. Orientation programs stress the "why" rather than the "what," including the philosophy behind
the organization's rules.
(A) True

(B) False

Answer : (A)

96. Contrary to common thought, progressive organizations allow the supervisor to play a minor role
in the new employee orientation process, since orientation is primarily the responsibility of the HR
department.

(A) True

(B) False

Answer : (B)

97. By increasing the anxiety of new employees, orientation efforts are more likely to be successful
due to the effort/anxiety curve.

(A) True

(B) False

Answer : (B)

98. Most executives believe that formal orientation programs are effective in helping to retain and
motivate employees.

(A) True

(B) False

Answer : (A)

99. The benefits of an orientation program include lower turnover, improved morale, and facilitation
of learning.

(A) True

(B) False

Answer : (A)

100. The HR department has the most important role in the orientation program because it is the
centre of the organization-employee interface.

(A) True

(B) False
Answer : (B)

101. The use of orientation checklists compels a supervisor to be more attentive to each employee.

(A) True

(B) False

Answer : (A)

102. Team building is a relatively simple process.

(A) True

(B) False

Answer : (B)

103. Behavioural and process skills needed for team training need to be acquired through
participative exercises.

(A) True

(B) False

Answer : (A)

ESSAY

104. Explain the strategic approach to training.

Graders Info :

The strategic approach to training makes the critical connection between strategic objectives and
training programs. The systems approach involves four phases: needs assessment, program design,
implementation, and evaluation.

Needs assessment involves (1) organization analysis, by which managers decide where training is
needed, how it connects with goals, and what resources will be used; (2) task analysis, by which
managers identify the KSAOs that are needed; and (3) person analysis, which is identifying who
needs training and who does not.

Program design involves determining program objectives, preparing the readiness and motivation of
trainees, and choosing instructors.

Implementation involves delivery of the training and can be done in a number of ways, or a
combination of them. Possible delivery methods include on-the-job training, apprenticeships,
internships, programmed instruction, computer-based instruction, simulations, seminars, case
studies, management games, and behaviour modelling.

Evaluation consists of reactions, learning, behaviour change, and results. Reactions involve
assessing the trainees' comments and feedback about the program. Learning involves assessing
whether participants actually learned anything from the program. Behaviour refers to application of
principles from the training onto the job. Results refer to bottom-line utility and productivity
improvements achieved by conducting the program.

105. On-the-job training (OJT) has three drawbacks. Briefly discuss these and the possible solutions
suggested by experts in the field.

Graders Info :

Although all types of organizations use it, OJT is often one of the most poorly implemented training
methods. Three common drawbacks are the lack of a well-structured training environment, poor
training skills of supervisors, and the absence of well-defined job performance criteria. To overcome
these problems, training experts suggest the following: develop realistic goals and/or measures for
each OJT area; plan a specific training schedule for each trainee, including setting periods for
evaluation and feedback; help supervisors to establish a nonthreatening atmosphere that is
conducive to learning; and conduct periodic evaluations, after training is completed, to prevent
regression.

106. Identify and briefly describe the four criteria available to evaluate training.

Graders Info :

(1) Reactions: One of the simplest and most common approaches to training evaluation is assessing
participant reactions. Satisfied trainees will be more likely to want to focus on training principles
and to utilize the information on the job. Potential questions include: Did you like this program?
What suggestions do you have for improving the program? (2) Learning: Involves testing knowledge
and skills before a training program and then using this information as a baseline after training to
determine improvement. It is also important to uncover "why" learning took place by revisiting the
learning principles utilized. (3) Behaviour: Assesses transfer of training-that is, whether the
principles learned are transferred back to the job. There are several methods for assessing transfer
of learned skills back to the job-such as observations of trainees once they return to their regular
positions, interviews with the trainees' managers, and so forth. (4) Results: Involves assessing the
"bottom-line" results achieved as a result of the training, such as increased productivity, fewer
employee complaints, decreased costs, and profitability.
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Title: Voyages of the Dutch brig of war Dourga

through the southern and little-known parts of the Moluccan
Archipelago, and along the previously unknown southern
coast of New Guinea, performed during the years 1825 &
1826

Author: D. H. Kolff

Translator: George Windsor Earl

Release date: March 31, 2024 [eBook #73305]

Language: English

Original publication: London: James Madden & Co, 1840

Credits: Peter Becker, Graeme Mackreth and the Online Distributed

Proofreading Team at https://www.pgdp.net (This file was
produced from images generously made available by The
Internet Archive)

*** START OF THE PROJECT GUTENBERG EBOOK VOYAGES

OF THE DUTCH BRIG OF WAR DOURGA ***
 THE
ARAFŪRA SEA,
 by
George Windsor Earl.
 VOYAGES
OF THE

DUTCH BRIG OF WAR

DOURGA,
THROUGH THE

SOUTHERN AND LITTLE-KNOWN PARTS

OF THE

MOLUCCAN ARCHIPELAGO,
AND ALONG THE

PREVIOUSLY UNKNOWN SOUTHERN COAST

OF

NEW GUINEA,
PERFORMED

DURING THE YEARS 1825 & 1826.

BY

D.H. KOLFF, Jun.

LUITENANT TER ZEE, 1e KLASSE, EN RIDDER VAN DE MILITAIRE WILLEMS
ORDE.

TRANSLATED FROM THE DUTCH

By GEORGE WINDSOR EARL,

AUTHOR OF THE "EASTERN SEAS."

LONDON:
JAMES MADDEN & CO., LEADENHALL STREET,
LATE PARBURY & Co.

1840.
 LONDON:

EDWARD BREWSTER, PRINTER,

HAND COURT, DOWGATE.

 AUTHOR'S PREFACE.
A plain preface will be best adapted for a simple narrative of events
that occurred and observations made during Voyages through
important countries, with a portion of which we were previously
unacquainted, while the remainder have been but rarely visited. I
was repeatedly requested by relatives and friends, both in India and
in the Mother Country, to communicate these to the Public, as being
information that would be deemed useful and important, not only by
Government and Naval officers, but by every inquiring Netherlander.
This encouragement induced me, who, being a seaman, cannot
aspire to literary renown, to employ my leisure hours in compiling the
following unadorned narrative of my voyages through the Southern
parts of the Archipelago of the Moluccas, and along the South-west
coast of New Guinea.
If the hopes I have cherished as to the importance of the information
here given be not without ground, I trust that I shall not demand in
vain the indulgence of my honoured Readers, which I am sure will be
readily granted when it is taken into consideration, that the continued
fatigues I endured, not only while engaged in performing the
voyages here described, but also while employed in the expedition
against Celebes in 1824, have undermined and broken my
constitution. The confidence with which the Government honoured
me by entrusting to me the execution of these voyages of
examination, was certainly a spur which incited me to overcome all
difficulties, and to make myself as useful as possible to my country.
With the assistance of my officers and of intelligent natives, I was
fortunately enabled to collect accurate details concerning numerous
islands and coasts, which I subsequently laid down in a chart, and
forwarded it to the Government, a correct copy of which, on a
smaller scale, I offer to my reader, as an illustration to the narrative.
If I have succeeded in effecting the object for which this volume is
offered to the Public, I shall consider the time and trouble bestowed
upon its compilation as being richly rewarded.
D.H. KOLFF, Jun.
November, 1838.
 TRANSLATOR'S PREFACE.
The numerous islands lying between the Moluccas and the northern
coasts of Australia, have hitherto been very little known to the world;
indeed, we cannot discover that any account of them has yet been
made public, with the exception of some observations in Valentyn's
"Oude en Nieuw Oost Indien," a work published in Holland more
than a century ago:—we are, therefore, induced to offer a few
particulars concerning their early history, as an introduction to M.
Kolff's narrative.
We cannot discover that these islands were ever visited by
Europeans previous to 1636, in which year Pieter Pieterson, a Dutch
navigator, touched at the Arru Islands during his voyage to examine
the northern coasts of Australia, which had been discovered thirty
years previously by a small Dutch vessel, called the Duyfken. Six
years subsequently the Arru group was again visited by F. Corsten,
when several of the native chiefs were induced to acknowledge the
supremacy of the Dutch East India Company, binding themselves to
trade with no other Europeans, and investing them with the
monopoly of the pearl banks, the produce of which the Dutch
conveyed to Japan, and there found a ready market and a lucrative
return. Transactions, with similar views, subsequently took place at
the adjacent islands, on which small bodies of troops were placed, to
whose control the simple natives willingly submitted, and viewed with
indifference the destruction of the spice trees, which were vigorously
sought for and up-rooted by the new comers.
As it was the object of the Dutch to restrict the trade in spices within
narrow limits, in order to enhance the value of this commodity, of
which they enjoyed the monopoly, the East India Company did not
permit even their own countrymen to carry on a commercial
intercourse with these islands; indeed, the only advantages the
Company derived from their possession, consisted in their affording
slaves to cultivate the clove and nutmeg plantations of Banda and
Amboyna, the only settlements in which they allowed spices to be
grown. Notwithstanding these restrictions, an extensive contraband
trade was carried on with the islands; for the Europeans who were,
from time to time, encouraged by the Company to settle in the
Moluccas as planters, although receiving bounties in the shape of
free grants of land, with advances of slaves and provisions on credit
and at original cost, under the sole condition that they should supply
the Company with the produce at a fixed price, soon abandoned
their plantations, and embarked in the more exciting and lucrative
trade with the islands to the southward, sending confidential slaves
in charge of their prahus.[1] It is recorded, that many individuals
collected enormous fortunes by this traffic, which, indeed, was nearly
all profit, as the goods sent there were of very small value. The
trepang fishery, now the principal source of wealth to these islands,
then scarcely existed, and the return cargoes of the prahus
consisted chiefly of less bulky articles, such as amber, pearls,
tortoise-shell and birds-of-paradise.
Towards the close of the last century, when the rigorous monopoly of
the Dutch had induced other natives to produce spices, which were
cultivated with success by the French in the Isle of Bourbon, and by
the English on the west coast of Sumatra, the Moluccas began to
decline in importance, and with a view to reduce government
expenditure, the Dutch withdrew their military establishments from
the islands to the southward. The Bughis, an enterprising people
from the southern part of the island of Celebes, and Chinese
merchants from Java and Macassar, immediately engrossed the
trade with the islands:—the wars which broke out in Europe about
this time affording them great encouragement, since the Dutch,
sufficiently occupied in maintaining their more important possession,
could offer little interruption. The British, during their short occupation
of the Moluccas, were so exclusively occupied by the immediate
affairs of newly-acquired settlements, that the countries beyond their
limits were, in a great measure, neglected; indeed, the inhabitants of
some of the more remote islands were not aware that the Moluccas
had changed masters; the Dutch flags left among them many years
previously, being still hoisted on festive occasions.
When Java and its dependencies were restored to Dutch dominion
after the peace of 1814, their East India Company had ceased to
exist; the Government, however, continued to monopolize the traffic
with the Moluccas. The Chinese merchants of Java and Macassar
had, by this time, embarked largely in the trade with the Arru and
Serwatty Islands; several brigs and large prahus, manned with
Javanese, but having Chinese supercargoes, annually resorting to
them from Sourabaya, and the other commercial ports to the
westward.
Christianity, the seeds of which had been sown by the Dutch during
their occupation of the islands, also began to spread among the
inhabitants, and the native Amboynese teachers, who established
themselves in some of the chief villages, were encouraged rather
than molested by the Bughis and Chinese traders, these perceiving
that their interests would be promoted by any advance the natives
might make in civilization. The Bughis, unlike the Malayan and
Ceramese Mohammedans, care little about making proselytes;
neither do the Chinese feel much inclination to obtain converts to
their half atheistical creed, which they themselves seem disposed to
ridicule.
The founding of Singapore by Sir Stamford Raffles, in the year 1819,
forms an important era in the history of the Indian Archipelago. The
liberality of the institutions adopted there gave an impulse to
commerce and civilization throughout the Eastern Seas, and even
the most distant and barbarous tribes have not been excluded from
participation in the general improvement. Among the first to avail
themselves of this new state of affairs, were the enterprising Bughis
tribes of Celebes, who flocked to Singapore by thousands, delighted
at the favourable opportunity offered them for disposing of their
produce to Europeans and Chinese merchants, without being
subjected to extortionate imposts, or the annoyances of custom-
house officers, which had hitherto checked their enterprize.
The islands in the eastern part of the Archipelago were, however, too
distant from this emporium for the natives to partake of the benefits it
offered, in an equal degree with those of the countries more
adjacent. The greater portion of the produce afforded by the Arru
and neighbouring islands, was collected and brought by the Bughis
to Celebes, where it was re-shipped for Singapore; at least twelve
months being required to send the goods to market and receive the
returns.
It was chiefly to establish an intercourse with the natives of these
parts, by presenting to them a more convenient mart for their
produce, that a British settlement was formed on Melville Island,
near the coast of Australia, in 1824, by Captain, now, Sir J.J. Gordon
Bremer, and if this, and the settlement subsequently formed at
Raffles Bay, proved unsuccessful, it is more to be attributed to our
want of information concerning these islands than to any other
cause. Two small vessels successively were sent among them by
the authorities of Melville Island, neither of which returned. It will be
seen by M. Kolff's narrative, that, unhappily, both these vessels
directed their course to parts previously unvisited by foreigners, and
that the natives, unable to resist the temptation of acquiring more
valuable property than they had ever before contemplated, attacked
and plundered them, killing the greater portion of their crews. Had
they visited the parts of these islands which were frequented by the
traders, they might have done so with comparative safety, as the
natives there would have been too well aware of the value of
commerce to risk the danger of putting a stop to it by an action likely
to draw upon them the vengeance of a powerful people.
From M. Kolff's voyage having been undertaken so soon after our
occupation of Melville Island, there is some reason to believe, that
the formation of that settlement had considerable influence in
inducing the Dutch Government suddenly to take a deep interest in
the islands adjacent to it, which had been almost totally neglected for
half a century previously. Whether this voyage was beneficial or
otherwise to the British interest in that quarter the reader will be able
to judge from the work itself, but, at all events, we have to thank M.
Kolff for information which cannot but be valuable, now that we are
about to found another settlement in that part of the world; H.M.
ships Alligator and Britomart, again under the command of Sir
Gordon Bremer, being on their voyage to the northern coast of
Australia for the purpose. The arrangement of the work for
publication has afforded the Translator occupation and amusement
during a long voyage, and he trusts it may be the means of
conveying useful information concerning a simple and industrious
people, occupying a number of richly productive islands, in the
immediate vicinity of a continent which may be considered a vast
British colony, and with whom his countrymen may open an
intercourse likely to prove advantageous to both parties.
H.M. Ship Alligator,
Sydney.

FOOTNOTES:
[1] Si quelque habitans de Banda avaient acquis des richesses,
ils ne les avaient nullement à l'industrie agricole, mais à la
contrabande et au commerce avec les îles d'Arauw (Arru), ou ils
envoyaeint des embarcations dirigées par les esclaves qu'on leur
avait procurés pour l'entretien des pares (spice plantations).
Quelques individus ont fait de cette manière une immense
fortune.—Count de Hogendorp's "Coup-d'œil sur l'Isle de Java,"
p. 333.
 CONTENTS.
CHAPTER I.
EXPEDITIONS IN THE MOLUCCA AND
JAVA SEAS.
PAGE
Outward Voyage.—Tristan D'Acunha.
—English Settlement.—Expedition in
the Molucca Seas.—Voyage to
Palembang and Banka.—Fidelity of
Javanese Seamen.—Expedition to
Macassar.—Particulars concerning
the Macassar War. 1
CHAPTER II.
TIMOR.
Object of the Voyage.—Sail for
Timor.—Arrive at the Portuguese
Settlement of Dilli.—Poverty of the
Inhabitants.—Mean Reception.—
Agriculture much neglected.—Slave
Trade.—Symptoms of Distrust on the
Part of the Portuguese.—
Discontented state of their Native
Subjects.—Departure for the Island
of Wetta. 29
CHAPTER III.
THE SERWATTY ISLANDS.
Arrival at the Island of Wetta.— 40
Productions.—Trade.—Interview with
the natives.—Destruction of the chief
village.—Depart for Kissa.—The
Christian inhabitants.—The fort
Vallenhoven.—Friendly reception by
the natives.—Beauty of the
landscape.—State of agriculture.—
Attachment of the people to the
Dutch government.—General
assemblage of the people.—
Performance of divine service.—
Native hospitalities.—Order,
neatness and industry of the people
of Kissa.
CHAPTER IV.
LETTE.
Arrival at the Island of Lette.—
Anchoring Place.—Series of
Disasters.—Character of the
Inhabitants.—The Mountaineers.—
Differences among the Islanders.—
Good Effects of our Mediation.—
Respect entertained by the Natives
towards the Dutch Government. 57
CHAPTER V.
MOA AND ROMA.
Boat Expedition to the Island of Moa.
—Good Inclination of the Inhabitants.
—The Block-house.—The Duif
Family.—Character of the People.—
Respect entertained by the Heathen
towards the Christian Inhabitants.—
State of Civilization and Public
Instruction.—Kind Hospitality of the
Natives.—Their Feelings of
Attachment and Confidence towards
the Dutch Government.—Departure
for the Island of Roma. 70
CHAPTER VI.
DAMMA.
Arrival at the Island of Damma.— 91
Description of the Country and
Inhabitants.—Warm Springs.—
Retrograde Movements of the
Natives in point of Civilization.—
Their Attachment to the Religion and
Manners of the Dutch.—Productions
of the Soil.—Dangerous Channel
along the Coast.—The Columba
Globicera.—Wild Nutmeg Trees.—
General Meeting of the Chiefs.—
Transactions of M. Kam.
CHAPTER VII.
LAKOR.
Description of the Island Lakor.—
Coral Banks.—Shyness of the
Inhabitants.—Productions.—Singular
Expedition.—Childish Litigiousness
and obstinate Implacability.—Native
Hospitality.—Customs and Dress of
the People. 107
CHAPTER VIII.
LUAN.
Arrival at the Island Luan.—
Dangerous Passage.—Our
Reception by the People.—
Commerce and Fisheries.—The
Christians of Luan.—Their Customs
and Dispositions.—Hospitality and
Good Nature of the Inhabitants.—
Hazardous Situation on leaving the
Island. 117
CHAPTER IX.
BABA.
Voyage towards Banda.—Remarks 129
on the Islands Sermatta, Teon and
Nila.—Arrival at Banda.—Humanity
of an Orang-Kaya.—Description of
the Island Baba.—Great Fear and
Distrust of the Inhabitants.—Their
Manners and Customs.—The Island
Wetang.—Cause of the Distrust of
the Natives.—Murderous and
plundering Propensities of the
People of Aluta.—Disturbances
between the Inhabitants of Tepan
and Aluta.
CHAPTER X.
THE ARRU ISLANDS.
Daai Island.—Singular Change in the
Colour of the Sea.—Festivities on
Board.—The Arru Islands.—
Description of these remarkable
Regions.—Customs of the Arafuras.
—Total Absence of Religion.—Proofs
of the Mildness of their Form of
Government.—Singular Treatment of
their Dead. 149
CHAPTER XI.
THE ARRU ISLANDS.
Trade of the Arru Islands.—Chief
Productions.—Trepang.—The Island
Vorkay.—The Pearl Fishery.—The
Arafuras of Kobroor and Kobiwatu.—
Duryella, the capital of Wama.—The
Schoolmaster.—Homage paid by the
Natives to M. Kam. 171
CHAPTER XII.
THE ARRU ISLANDS.
Gathering of the People at Wokan.— 187
Religious Exercises of the People.—
Their singular Mode of Dress.—The