助理人力資源管理師英語真題匯編

1、人力資源管理專業(yè)英語考試真題匯編目錄助理人力資源管理師真題匯編第一部分：詞匯表03第二部分：選詞填空12第三部分：單項選擇22第四部分：閱讀理解45第五部分：閱讀理解中文翻譯93第六部分：參考答案 110第七部分：模擬試題 112助理人力資源管理師真題匯編第一部分：詞匯表序號認(rèn)知詞匯中譯詞意1absence缺席2acceptability可接受性3achievement tests成就測試4action plan行動計劃5adverse impact負(fù)面影響6allowance津貼，補(bǔ)助7announcement公告8applicant求職者9application申請10appraisal評

2、價,評估11appoint任命12arbitrary仲裁13assessment center評價中心14authority權(quán)威15audiovisual instruction視聽教學(xué)16audit approach審計法17balanced scorecard綜合評價卡，平衡計分法18behavior modeling行為模擬19behavior-based program行為改變計劃20benchmarks基準(zhǔn)21benefits福利22bonus獎金23business planning企業(yè)規(guī)劃24candidate候選人25career anchor職業(yè)錨26career couns

3、eling職業(yè)咨詢27career curves 職業(yè)曲線28career development職業(yè)發(fā)展29centralization集權(quán)化30coach教練31cognitive ability認(rèn)知能力32commitment承諾，義務(wù)33communication skill溝通技巧34compensable factors報酬要素35compensation報酬，補(bǔ)償36competency assessment能力評估37competency model能力模型38competitive advantage競爭優(yōu)勢39compromise妥協(xié)40concentration stra

4、tegy集中戰(zhàn)略41consultation商量，請教42continuous learning持續(xù)學(xué)習(xí)43coordination training合作培訓(xùn)44core competencies核心競爭力45cost structure成本結(jié)構(gòu)46critical incident method關(guān)鍵事件法47cross-cultural preparation跨文化準(zhǔn)備48cross-training交叉培訓(xùn)49cultural environment文化環(huán)境50cultural shock文化沖擊51customer appraisal顧客評估52data flow diagram數(shù)據(jù)流程

5、圖53decentralization分散化54decision making決策55deficiency缺乏56delayering扁平化57demand forecasting需求預(yù)測58depression沮喪59development planning system開發(fā)規(guī)劃系統(tǒng)60differential piece rate差額計件工資61direct costs直接成本62discipline紀(jì)律63dismiss解雇64disparate treatment差別性對待65diversity training多元化培訓(xùn)66dividends紅利67discrimination 歧視

6、68downsizing精簡69downward move降級70efficiency wage theory效率工資理論71egalitarian平等主義72earnings 所得， 收入73efficiency效率74employee empowerment員工授權(quán)75employee leasing員工租借76employee survey research雇員調(diào)查與研究77entrepreneur企業(yè)家78equal employment opportunity (eeo)公平就業(yè)機(jī)會79ethics道德80exit interview 離職面談81expatriate外派雇員82ex

7、pert systems專家系統(tǒng)83explicit knowledge顯性知識84external growth strategy外部成長戰(zhàn)略85external labor market外部勞動力市場86face to face discussion當(dāng)面討論87factor comparison system因素比較法88feedback反饋89flat hourly rate小時工資率90flextime靈活的時間91flowchart流程圖92formal education programs 正規(guī)教育計劃93frame of reference參照系94functional job

8、analysis, fja職能工作分析95gain sharing plans收益分享計劃96globalization全球化97goals and timetables目標(biāo)和時間表98group mentoring program群體指導(dǎo)計劃99head hunter獵頭 100healthy and safety健康安全 101high-performance work systems高績效工作系統(tǒng)102hourly work計時工資制103human capital人力資本104human resource information system 人力資源信息系統(tǒng)105human reso

9、urce management人力資源管理106human resources planning, hrp人力資源計劃107income收入，收益108indirect costs間接成本109inflation通貨膨脹110input 投入111insurance保險112intellectual asset知識資產(chǎn)113internal analysis內(nèi)部分析114internal growth strategy內(nèi)部成長戰(zhàn)略115internal labor force內(nèi)部勞動力116internet互聯(lián)網(wǎng)117internship programs實習(xí)計劃118interview面試1

10、19industrialization產(chǎn)業(yè)化120it(information technology)信息技術(shù)121invest投資122job analysis工作分析123job classification system工作分類法124job description工作描述125job design工作設(shè)計126job enlargement工作擴(kuò)大化127job enrichment工作豐富化128job evaluation工作評價129job ranking system工作重要性排序法130job rotation工作輪換131job satisfaction工作滿意度132jo

11、b specification工作規(guī)范133job structure工作結(jié)構(gòu)134labor relations process勞動關(guān)系進(jìn)程135leaderless group discussion無領(lǐng)導(dǎo)小組討論法136learning organization學(xué)習(xí)型組織137line manager直線經(jīng)理138maintenance of membership會員資格維持139management by objectives, mbo目標(biāo)管理140management forecasts管理預(yù)測141management process管理過程142manager appraisal經(jīng)

12、理評估143managing diversity管理多元化144manpower人力，勞動力145markov analysis馬克夫分析法146material incentive物質(zhì)獎勵147mediation調(diào)解148mentor導(dǎo)師149merit guideline績效指南150minimum wage最低工資151morale士氣152motivation to learn學(xué)習(xí)的動機(jī)153needs assessment（培訓(xùn)）需要評價154night shift夜班155nonprofit organization 非營利組織156occupation 職業(yè)157on-the-j

13、ob training, ojt在職培訓(xùn)158opportunity to perform實踐的機(jī)會159organization design and development組織設(shè)計與發(fā)展160organizational analysis組織分析161organization chart組織結(jié)構(gòu)圖162organization code組織代碼163orientation入職培訓(xùn)164outplacement counseling重新謀職咨詢165outsourcing外包166overpay超額工資167panel interview小組面試168pay claim加薪要求169pay

14、grade工資等級170pay structure工資結(jié)構(gòu)171pay-for-performance standard按績效的報酬標(biāo)準(zhǔn)172pay-policy line工資政策線173payroll職工薪水冊174pension養(yǎng)老金，退休金175peer appraisal同事評估176performance appraisal績效評價177performance feedback績效反饋178performance management績效管理179performance planning and evaluation績效規(guī)劃與評價系統(tǒng)180post崗位， 職位 181priority

15、優(yōu)先182person characteristics個人特征183personnel selection人員甄選184piecework計件工資185position analysis questionnaire, paq職位分析問卷調(diào)查186power distance權(quán)力差距187predictive validation預(yù)測效度188profit sharing利潤分享189promotion晉升190psychological contract心理契約191questionnaire調(diào)查問卷192rapport和諧，親善193readability易讀性194readiness fo

16、r training培訓(xùn)準(zhǔn)備195reasoning ability推理能力196reconciliation和解197recognition 認(rèn)可，承認(rèn) 198recruitment招募199redundancy冗余200reengineering流程再造201reject拒絕，否決 202reinstatement復(fù)職203relational database關(guān)聯(lián)數(shù)據(jù)庫204reliability信度205remuneration報酬206reputation 聲譽(yù)，名聲 207retention plan (核心人員)保持計劃 208repatriation歸國準(zhǔn)備209replace

17、ment charts替換表210return on investment (roi)投資回報211role analysis technique角色分析技術(shù)212role play角色扮演213senior management高級管理層 214sick leave病假 215self-appraisal自我評估216subcontracting 轉(zhuǎn)包合同217substantive reason客觀存在因素 218successor 后任219supply forecasting 供給預(yù)測220talent 才能， 才干221situational interview情景面試222skil

18、l inventories技能量表223skill-based pay技能工資224specificity明確性225spot bonus即時獎金226staffing tables人員配置表227strategic choice戰(zhàn)略選擇228strategic congruence戰(zhàn)略一致性229strategic human resource management戰(zhàn)略性人力資源管理230strategy implementation戰(zhàn)略執(zhí)行231subordinate下屬232succession planning可持續(xù)發(fā)展計劃233tacit knowledge隱形知識234task a

19、nalysis任務(wù)分析235team building團(tuán)隊建設(shè)236termination終止237total quality management (tqm)全面質(zhì)量管理238training administration培訓(xùn)管理239training outcomes培訓(xùn)結(jié)果240trend analysis趨勢分析241turnover離職，流動242utility效用243validity效度244verbal comprehension語言理解能力245vesting既得利益246voicing發(fā)言247wage and salary survey薪資調(diào)查248web-based t

20、raining網(wǎng)上培訓(xùn)249welfare system福利體系250work permit/ work certificate就業(yè)許可證第二部分：選詞填空第一套a.feedback b.benchmarking c.rewards d.human resource management e.benefit f.on-the-job g. performance h.downsizing i. direct cost j. output 1. refers to the practices and policies you need to carry out the people or per

21、sonnel aspects of your management job.2. labor turnover rates provide a valuable means of the effectiveness of hr policies and practices in organizations.3. labor turnover can be costly. of recruiting and training replacements should be considered.4. business process re-engineering techniques are de

22、ployed as instruments for .5. evaluations also fulfill the purpose of providing to employees on how the organization views their performance.6. the of the job analysis should be a training or learning specification.7. coaching is a personal technique designed to develop individual skills, knowledge,

23、 and attitudes.8. extrinsic include direct compensation, indirect compensation, and nonfinancial rewards.9. flexible benefits allow employees to pick and choose from among a menu of options.10. chinas economic reformers have used material incentives in order to stimulate .第二套a. promotion b. job anal

24、ysis c management d. globalization e. job description f. human resource planning g. competence h. recruiting i. mediation j. assessment 1. international human resource management includes qualified personnel for overseas assignments.2. rapid through an extensive staff ranking system is seen in one c

25、ompany as a very important motivational mechanism.3. refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. developing a high-trust organization means creating trust between and employees.5. determines the human resources required by the organization to achie

26、ve its strategic goals.6. the provides information on the nature and functions of the job.7. the halo effect or error is the tendency for an evaluator to let the of an individual on one trait influence his or her evaluation of that person on other traits.8. training is concerned with fitting people

27、to take on extra responsibilities, increasing all-round .9. a training or a learning specification breaks down the broad duties contained in the into the detailed tasks that must be carried out.10. in case of labor disputes between the employer and laborers, the parties concerned can apply for or ar

28、bitration, bring the case to courts, or settle them through consultation.第三套a. reward b. job analysis c human resource management d. ethics e. benefit programs f. human capital g. agency h. goals i. contracts j. recruiting 1. for managers, the challenge of fostering intellectual or lies in the fact

29、that such workers must be managed differently than were those of previous generations.2. in summary, is an integral part of every managers job.3. in the area of and hiring, its the line managers responsibility to specify the qualifications employees need to fill specific positions.4. hr manager also

30、 administers the various (health and accident insurance, retirement, vacation, and so on).5. performance evaluations are used as the basis for allocations.6. staff managers are authorized to assist and advise line managers in accomplishing these basic .7. determining the nature of each employees job

31、 is .8. laborers shall fulfill their tasks of labor, improve their professional skills, follow rules on labor safety and sanitation, and observe labor discipline and professional . 9. labor are agreements reached between laborers and the employer to establish labor relationships and specify the righ

32、ts, interests and obligations of each party.10. in a public employment , which served workers seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted.第四套a. competition b. arbitration c external labor markets d. careers e. ou

33、tplacement f. job description g. forecasting h. expatriate i. halo effect j. skills 1. the analysis of the number of people leaving the organization (labor turnover of wastage) provides data for use in supply .2. demand forecasting is the process of estimating the future numbers of people required a

34、nd the likely and competences they will need.3. the are the external local, regional, national and international markets from which different sorts of people can be recruited.4. from tapping the global labor force to formulating selection, training, and compensation policies for employees managing g

35、lobalization will thus be a major hr challenge in the next few years.5. the pressure for improved performance to meet more intense global _ explains why many organizations are seeing higher standards for employees.6. people also leave organizations voluntarily to further their , get more money or mo

36、ve away from the district.7. organizational release activities deal with redundancy, , dismissal, voluntary turnover and retirement.8. once a labor dispute occurs, the party that has objections to the ruling of the labor committee can bring the case to a peoples court.9. a training or a learning spe

37、cification breaks down the broad duties contained in the _ into the detailed tasks that must be carried out.10. the is the tendency for an evaluator to let the assessment of an individual on one trait influence his or her evaluation of that person on other traits.第五套a. job satisfaction b. recruiting

38、 c organizational learning d. pay systems e. strategic plan f. wage levels g. motivational h. needs i. performance j. productive 1. in the management of international joint ventures, pucik (1988) argues that one of the main challenges anywhere is the capacity of the partners within the joint venture

39、.2. rapid promotion through an extensive staff ranking system is seen in one company as a very important mechanism.3. generally money is seen as important for and retaining employees, but not as a real motivator.4. chinas economic reformers have used material incentives in order to stimulate .5. new

40、 labor laws permit companies to set their own . 6. organizations are finding that ihrm activities are best handled by linking them to the enterprise's .7. an extensive review of the literature indicates that the more important factors conducive to include mentally challenging work, equitable rew

41、ards, supportive working conditions, and supportive colleagues.8. employees want and promotion policies that they perceive as being just, unambiguous, and in line with their expectations.9. the early views on the satisfaction-performance relationship can be essentially summarized in the statement “a

42、 happy worker is a worker.”10. giving all employees the same benefits assumes all employees have the same .第六套a. assessment b. benefits c job analysis d. critical incident e. human capital f. recruitment g. selection h. on-the-job i. forecasts j. costs 1. the provides information on the nature and f

43、unctions of the job.2. hr is focusing on the acquisition and development of the required by the organization.3. the downsizing plan should be based on the timing of reductions and of the extent to which these can be achieved by natural wastage or voluntary redundancy.4. rapid turnover can result sim

44、ply from poor or promotion decisions.5. a flexibility plan can contain proposals to reduce overtime through the use of flexible hours.6. job-sharing is an arrangement where by two employees share the work of one full-time position, dividing pay and between them according to the time each works.7. th

45、e plan should include plans for attracting good candidates by ensuring that the organization will become an employer of choice.8. behaviorally anchored rating scales combine major elements from the and graphic rating scale approaches.9. 360-degree feedback is also referred to as multi-source or mult

46、i-rater feedback.10. coaching is a personal technique designed to develop individual skills, knowledge, and attitudes.第七套a. careers b. arbitration c pay levels d. apprenticeship e. employment agencies f. alternative g. benefit package h. recruiting i. contract j. training 1. refers to the practices

47、and policies you need to carry out the people or personnel aspects of your management job.2. labor turnover rates provide a valuable means of the effectiveness of hr policies and practices in organizations.3. labor turnover can be costly. of recruiting and training replacements should be considered.

48、4. business process re-engineering techniques are deployed as instruments for .5. evaluations also fulfill the purpose of providing to employees on how the organization views their performance.6. the of the job analysis should be a training or learning specification.7. coaching is a personal techniq

49、ue designed to develop individual skills, knowledge, and attitudes.8. extrinsic include direct compensation, indirect compensation, and nonfinancial rewards.9. flexible benefits allow employees to pick and choose from among a menu of options.10. chinas economic reformers have used material incentive

50、s in order to stimulate .第八套a. promotion b. job analysis c management d. globalization e. job description f. human resource planning g. competence h. recruiting i. mediation j. assessment 1. international human resource management includes qualified personnel for overseas assignments.2. rapid throug

51、h an extensive staff ranking system is seen in one company as a very important motivational mechanism.3. refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. developing a high-trust organization means creating trust between and employees.5. determines the human resources required by the organization to achieve its strategic goals.6. the provides information on the nature and functions of the job.7. the halo effect or error is the tendency for an