上海市職業(yè)資格鑒定《企業(yè)人力資源管理人員》專業(yè)英語(yǔ)試卷

1、上海市職業(yè)資格鑒定企業(yè)人力資源管理人員專業(yè)英語(yǔ)試卷1一、英漢互譯（每題2分，共30分）1. Behaviormodeling2. Employeeleasing3. Factorcomparisonsystem4. Graphicrating-scalemethod5. Panelinterview6. Replacementcharts7. Selection8. Vesting9. Teamleadertraining10. Profitsharing11. 心理支持12. 技能工資13. 網(wǎng)上培訓(xùn)14. 關(guān)鍵工作15. 工作擴(kuò)大化Answer:1.行為模擬2.員工租借3.因素比較法4.圖

2、式評(píng)估法5.小組面試6.替換表7.甄選8.既得利益9.團(tuán)隊(duì)領(lǐng)導(dǎo)培訓(xùn)10.禾1J潤(rùn)分享11.Psychologicalsupport12.Skill-basedpay13.Web-basedtraining14.Keyjobs15.JobenlargementAnswer:1.C2.B3.D4.A5.B6.B7.C8.A9.B10.DAnswer:1.D2.A3.C4.B5.DAnswer:1.D2.B3.C4.A5.C二、單項(xiàng)選擇（每題2分，共20分）1. Executivesormanagerswhocoach,advise,andencourageemployeesoflesserrank

3、arecalledA. prot售esB. teachersC. mentorsD. rolemodelsD.theHRmanagerspreferences2. Asanappraiser,youshouldtrytodoallofthefollowingexceptA. minimizecriticismB. changetheperson,notthebehaviorC. focusonsolvingproblemsD. besupportive3. Individualsworkinginternationallyneedtoknowasmuchaspossibleaboutallof

4、thefollowinghost-countrycharacteristicsexceptA. socialandbusinessetiquetteB. culturalvaluesandprioritiesC. politicalstructureandcurrentplayersD. culturaltrends4. Questionscontainedinstructuredjobinterviewsshouldbebasedon.A. jobanalysisB. jobdesignC. jobspecializationD. jobutilization5. Outplacements

5、ervicesareA.usefulmethodsofattractingindividualsintoacareerB.designedtohelpterminatedemployeesfindajobelsewhereC.rarelygiventoexecutiveemployeesD.vitalpartsofanycareermanagementsystem6. Whichofthefollowingisnotacoreskillthatiscriticalforsuccessabroad?.A. physicalfitnessandmentalmaturityB. effectived

6、elegatoryskillsC. prudentdecision-makingskillsD. culturaladaptabilityA. Ifyourprimaryobjectiveforaperformanceappraisalistogiveemployeesdevelopmentalfeedback,whichofthefollowingappraisalmethodsshouldyouuse?A.traitmethodB. resultsmethodC. behaviormethodD. attitudinalmethod8. Compensationprogramsthatco

7、mpensateemployeesfortheknowledgetheypossessareknownasA. skill-basedpayplansB. performance-basedpayplansC. merit-basedpayplansD. seniority-basedpayplans9. Toimplementasuccessfulprograminbasicandremedialtraining,managersshoulddoallofthefollowingexceptA.explaintoemployeeswhytrainingwillhelpthemintheirj

8、obsB.useaclassroom-orientedapproachsoemployeeslearnbylecturesC.providefeedbackonemployees'progressD.relatethetrainingtotheemployees'goals10. Whichofthefollowingisnottrueofself-ratingsofperformance?.A. Theyarebeneficialwhenmanagersseektoincreasetheemployee'sinvolvementinthereviewprocessB.

9、 Criticsarguethatself-ratingsaremorelenientC. Researchhasshownthatself-ratingsareasvalidas,ifnotmorevalidthan,testscoresD. TheyarefreeofmostbiasesthatotherratingsourcesmayhaveAnswer:1.C2.B3.D4.A5.B6.B7.C8.A9.B10.D三、閱讀理解（每題3分，共30分）（一）2329ThepromotionanddevelopmentofperformancemanagementprocessesbyHRc

10、anmakeanimportantcontributiontoknowledgemanagement,byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefined,andensuringthatactualbehaviorsarereviewedand,whereappropriate,rewardedbyfinancialornon-financialmeans.Performancemanagementreviewscanidentifyweaknessesanddevelopmentne

11、edsinthisaspect,andinitiatepersonaldevelopmentplanswhicharedesignedtomeettheseneeds.Onestartingpointfortheprocesscouldbethecascadingofcorporatecorevaluesforknowledge-sharingtoindividuals,sothattheyunderstandwhattheyareexpectedtodotosupportthosecorevalues.Knowledge-sharingcanbeincludedasanelementofac

12、ompetencyframework,andthedesiredbehaviorwouldbespeltoutandreviewed.Forexample,positiveindicatorssuchasthoselistedbelowcouldbeusedasabasisforagreeingcompetencyrequirementsandassessingtheextenttowhichtheyaremet.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharin

13、g:.Iseagertoshareknowledgewithcolleagues;.Takespositivestepstosetupgroupmeetingstoexchangerelevantinformationandknowledge;.Buildsnetworkswhichprovideforknowledgesharing;.Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughtheintranetand/orothermeansofcommunication.Hans

14、enetal（1999）mentionthatatErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions,oneofwhichistheir'contributiontoandutilizationoftheknowledgeassetofthefirm'.AtBain,partnersareevaluatedeachyearonavarietyofdimensions,includinghowmuchdirecthelptheyhavegivencolleagues.1.Th

15、ebesttitleforthisarticleisA.Knowledge-sharingB. PerformancemanagementreviewsC. PerformancemanagementprocessesD. Performancemanagementforknowledgeworkers2. Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharingexceptA.IsreluctanttoshareknowledgewithcolleaguesB.Ta

16、kespositivestepstoexchangerelevantinformationandknowledgeC. BuildsnetworkswhichprovideforknowledgesharingD. Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughsomemeansofcommunication3. WhichofthefollowingisnotmentionedbyHansenetal?A. AtBain,directhelpthatpartnershave

17、givencolleagueswillbeevaluated.B. AtErnst&Young,consultantscontributiontotheknowledgeassetofthefirmwillbeevaluated.C. AtBain,partnersareeagertoshareknowledgewithcolleagues.D. AtErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions.4. Theauthorofthispassagewouldmostlikely

18、agreethat.A. PerformancemanagementprocessesbyHRcanmakelittlecontributiontoknowledgemanagement.B. Thecascadingofcorporatecorevaluesforknowledge-sharingtoindividualscouldbeonestartingpointfortheperformancemanagementprocess.C. Knowledge-sharingcant'beincludedasanelementofacompetencyframework.D. Tak

19、ingpositivestepstoexchangerelevantinformationandknowledgeisntanexampleofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing.5. Accordingtothepassage,performancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagementthroughthefollowingmeasuresexceptA. byprovidingfor

20、behavioralexpectationswhicharerelatedtoknowledge-sharingtobedefinedB. byensuringthatactualbehaviorsarereviewedC. byensuringthatactualbehaviorsarerewardedbyfinancialornon-financialmeansD. bybuildingnetworkswhichprovideforknowledgesharingAnswer:1 .D2.A3.C4.B5.D（二）128138"T-group"standsfor&quo

21、t;traininggroup,"whichisnotaveryhelpfuldescription.Itisalsoreferredtoassensitivitytraining,groupdynamics,andgrouprelationstraining.T-grouphasthreeaims:1. Toincreasesensitivity-theabilitytoperceiveaccuratelyhowothersarereactingtoone'sbehavior.2. Toincreasediagnosticability-theabilitytopercei

22、veaccuratelythestateofrelationshipsbetweenothers.3. Toincreaseactionskill-theabilitytocarryouttheskillfulbehaviorrequiredbythesituation.InaT-group,thetrainerwillexplaintheaimsoftheprogramandmayencouragediscussionandcontributehisorherownreactions.Butheorshedoesnottakeastrongleadandthegroupislargelyle

23、fttoitsowndevicestodevelopastructurethattakesaccountofthegoalsofboththemembersofthegroupandthetrainerprovidesaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehavior.Theydothisbygivingfeedback"orexpressingtheirreactiontooneanother.Membermaynotalwaysacceptcomments

24、aboutthemselves,butastheT-groupdevelopstheywillincreasinglyunderstandhowsomeaspectsoftheirbehaviorarehiddentothemandwill,therefore,bewellonthewaytoanincreaseinsensitivity,diagnosticability,andactionskill.Follow-upstudieshavenotedthreeprincipleareasofchangefollowingtheattendanceoftraineesatanexternal

25、T-grouplaboratory:1. Increasedopenness,receptivity,andtoleranceofdifferences.2. Increasedoperationalskillininterpersonalrelations,withovertonesofincreasedcapacityforcollaboration.3. Improvedunderstandinganddiagnosticawarenessofself,others,andinteractiveprocessesingroups.T-groupshavebeenattackedbecau

26、seofthepossibilityofnegativeordetrimentaleffects.Butnoneofthefollow-upstudieshasdetectedanysignificantproblems.Amorevalidbasisfordoubtisthatithasbeendifficulttoprovethattheyhavebeencosteffectivefororganizationswhohaveusedthemoncompanyorhavestronglysupportedexternalprograms.Thiscriticismcouldbelevele

27、datanyotherformofgrouptrainingor,indeed,mostoff-the-jobtraining.Thedegreetowhichitcanbeinvalidatedwilldependontheeffectivenessofthetrainingdesignandofthetrainer.T-grouplaboratoriesintheirpurestformareunlikelyevertobecomeamajorpartofcompanytrainingprograms,butthegroupdynamicsapproachhasvalidusesinthe

28、modifiedforms.1. ThisarticlemightmostlikelybeextractedfromthepaperaboutA.humanresourceplanningB.performanceevaluationC.internationalhumanresourcemanagementD.traininganddevelopment2. "T-group"isreferredtoasthefollowingexceptA.sensitivitytraining,B.on-the-jobtrainingC.groupdynamicsD.grouprel

29、ationstraining3. Theauthorofthispassagewouldmostlikelyagreethat.A. InaT-group,thetrainerwilltakeastronglead.B. InaT-group,membersmayalwaysacceptcommentsaboutthemselves.C. InaT-group,thetrainershouldprovideaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehaviors.D. In

30、aT-group,membersdon'texpresstheirreactiontooneanother.4.Accordingtothepassage,whichofthefollowingcan'tchangetheattendanceoftraineesatanexternalT-grouplaboratory?.A. pooreffectivenessofthetrainingdesignB. improvedunderstandinganddiagnosticawarenessofselfandothersC. increasedopenness,receptivi

31、ty,andtoleranceofdifferencesD. increasedoperationalskillininterpersonalrelations5. Fromthispassage,wecaninferthatA. T-grouplaboratoriesarelikelybeusedasamajorpartoftrainingprogramsbycompany.B. ThereisnocriticismonT-grouplaboratories.C. IfT-grouplaboratoriesaremodifiedwell,ithasalsovaliduses.D. T-gro

32、uplaboratorieshavenouseforcompany.Answer:1.D2.B3.C4.A5.C四、寫(xiě)作(共20分)某公司欲招聘一位會(huì)計(jì)主管(chiefaccountant),需要人力資源管理部門(mén)為其編制一份職位說(shuō)明書(shū)(JobDescription)，假如公司總經(jīng)理要求你來(lái)完成這項(xiàng)工作，請(qǐng)你用英文完成以下職位說(shuō)明書(shū)。JobDescriptionPositionDepartmentAccountabletoSalary/paygrade35-40hrs/wk20-35hrs/wklessthan20hrs/wkJobsummaryResponsibilities/dailytas

33、ksQualificationsRelationsofthepositiontoothersinthecompanyAnswer:(onlyforreference)JobDescriptionPositionchiefaccountantDepartmentfinancialdepartmentAccountabletoCFOSalary/paygrade3yes35-40hrs/wk20-35hrs/wklessthan20hrs/wkJobsummaryWorkcloselywiththecompany'sCFO,andensurethatalloftheresponsibili

34、tiespertainingtotheaccountingdepartmentaremet.Developanddirecttheactivitiesoftheprofessionalstaffinvolvedwiththefinancialaspectsofoperations,includingforecasting,planning,budgeting,creditandcollections,costaccounting,andfinancialcontrolsystems.Responsibilities/dailytasksReporttotheCFOandberesponsibl

35、eforallaccountingfunctions.Providinganalyticalbudgetary&financialplanning/reportingsupporttoseniormanagement.Establishingandmaintaininginternalcontrols,externalfinancialreporting.Interfacewithexternalauditors,handlingallcorporatetaxmatters.QualificationsMasterdegreeorabove;Atleast5yearsexperienc

36、einaccountingwork;WorkexperienceinforeignorJVcompanyispreferred;Willingtotravel.RelationsofthepositiontoothersinthecompanyAdministrationdepartment;Marketingdepartment;Manufacturingdepartment;R&Ddepartmentetal.43上海市職業(yè)資格鑒定企業(yè)人力資源管理人員專業(yè)英語(yǔ)試卷2一、英漢互譯（每題2分，共30分）1. Careercounseling2. Cross-training3. Emp

37、loyeeleasing4. Expatriate5. On-the-jobtraining,OJT6. Paygrade7. Perquisites8. Reengineering9. Spotbonus10. Totalqualitymanagement（TQM）11. 同事評(píng)估12. 情景面試13. 任務(wù)分析14. 工作設(shè)計(jì)15. 晉升Answer:1.職業(yè)咨詢2.交叉培訓(xùn)3.員工租借4.外派雇員5.在職培訓(xùn)6.工資等級(jí)7.津貼8.流程再造9.即時(shí)獎(jiǎng)金10.全面質(zhì)量管理11.Peerappraisal12.Situationalinterview13.Taskanalysis14.Job

38、design15.Promotion二、單項(xiàng)選擇（每題2分，共20分）1.Performanceappraisalmethodscanbebroadlyclassifiedaseither,orapproaches.A. trait,behavioral,judgmentalB. trait,behavioral,resultsC. behavioral,judgmental,resultsD. behavioral,judgmental,attitudinal2.Theareafromwhichemployersobtaincertaintypesofworkersfromwithinthe

39、organizationisknownastheA. internallabormarketB. regionallabormarketC. recruitingareaD. externallabormarket3.Coachingisatechniquethatcanbeusedtodevelopindividualskills,knowledge,andattitudes.A. on-the-jobB. off-the-jobC. web-basedtrainingD.classroomtraining4. Theprimaryreasonwhyorganizationstrainnew

40、employeesistoLA.increasetheirknowledge,skill,andabilitylevelB.helptraineesachievepersonalcareergoalsC.complywithgovernmentregulationsD.improvetheworkenvironment5. TheHRdepartmentinanoverseasunitmustbeparticularlyresponsivetoallofthefollowingenvironmentsexceptA. politicalB. culturalC. technologicalD.

41、 legal6. WhichofthefollowingisnotaprimaryimpactthattechnologyhashadonHRM?A. Ithasalteredthemethodsofcollectingemploymentinformation.B. Ithasspeeduptheprocessingofemploymentdata.C. Ithasdiminishedtheroleofsupervisorsinmanagingemployees.D. Ithasimprovedtheprocessesofinternalandexternalcommunications.7

42、. Whichmanagementgrouphasprimaryresponsibilityforthedevelopmentofdisciplinarypoliciesandprocedures?.A. thelegaldepartmentB. top-levelmanagementC. theHRdepartmentD. middlemanagement8. Tocreateamoreflexiblepoolofemployees,managersmightmostlikelyA. relyonjob-basedpaystructuresB. relyonskill-basedpaystr

43、ucturesC. implementagainsharingincentivesystemD. implementanemployeestockownershipplan9. Whichofthefollowingdoesnotalterthenatureofjobsandtherequirementsofindividualsneededtosuccessfullyperformthesejobs?,A. downsizingB. adoptionofteamsC. stablegrowthinproductdemandD. globalchange10. Wagesurveydatawi

44、llnormallybecollectedwiththeuseofA. low-ratedjobsB. keyjobsC. high-ratedjobsD. strategicjobsAnswer:1.B2.A3.A4.A5.C6.C7.C8.B9.C10.B三、閱讀理解(每題3分，共30分)(一)3548Demandforecastingistheprocessofestimatingthefuturenumbersofpeoplerequiredandthelikelyskillsandcompetencestheywillneed.Theidealbasisoftheforecastis

45、anannualbudgetandlonger-termbusinessplan,translatedintoactivitylevelsforeachfunctionanddepartmentordecisionson'downsizingIn,amanufacturingcompanythesalesbudgetistranslatedintoamanufacturingplangivingthenumbersandtypesofproductstobemadeineachperiod.Fromthisinformationthenumberofhourstobeworkedbye

46、achskillcategorytomakethequotaforeachperiodcanbecomputed.Thedemandforecastingtechniquesthatcanbeusedtoproducequantitativeestimatesoffuturerequirementsaredescribedbelow.ManagerialorexpertjudgementThisisthemosttypicalmethodofforecasting.Itsimplyrequiresmanagersorspecialiststositdown,thinkaboutfuturewo

47、rkloads,anddecidehowmanypeopleareneeded.Thiscanbenomorethanguessworkunlessthereisreliableevidenceavailableofforecastincreasesinactivitylevelsornewdemandsforskills.Ratio-trendanalysisThisiscarriedoutbystudyingpastratiosbetween,say,thenumberofdirect(production)workersandindirect(support)workersinamanu

48、facturingplant,andforecastingfutureratios,havingmadesomeallowanceforchangesinorganizationormethods.WorkstudytechniquesWorkstudytechniquescanbeusedwhenitispossibletoapplyworkmeasurementtocalculatehowlongoperationsshouldtakeandthenumberofpeoplerequired.Workstudytechniquesfordirectworkerscanbecombinedw

49、ithratio-trendanalysistocalculatethenumberofindirectworkersneeded.ForecastingskillandcompetencerequirementsForecastingskillrequirementsislargelyamatterofmanagerialjudgement.Thisjudgementshould,however,beexercisedonthebasisofacarefulanalysisoftheimpactofprojectedproduct-marketdevelopmentsandtheintrod

50、uctionofnewtechnology,eitherinformationtechnologyofcomputerizedmanufacturing.1.DemandforecastingistheprocessofestimatingthefollowingexceptA. thefuturenumbersofpeoplerequiredB. thelikelyskillspeoplewillneedC. thelikelycompetencespeoplewillneedD. thefuturenumbersandtypesofproducts2.Whichofthefollowing

51、aboutdemandforcastinginamanufacturingcompanyisfalse?A. Theidealbasisoftheforecastisanannualbudgetandlonger-termbusinessplan.B. Theforecastcan'tbebasedondecisionson'downsizing'C. Thesalesbudgetshouldbetranslatedintoamanufacturingplan.D. Thenumberofhourstobeworkedbyeachskillcategorytomaket

52、hequotaforeachperiodcanbecomputed.3. Whichofthefollowingdemandforecastingtechniquescan'tbeusedtoproducequantitativeestimatesoffuturerequirements?LA.ManagerialorexpertjudgementB.Ratio-trendanalysisC.CriticalincidentmethodD.Workstudytechniques4. TheauthorofthispassagemightdisagreethatA. Managerial

53、orexpertjudgementcanbeaguessworkifthereisreliableevidenceavailableofforecastincreasesinactivitylevelsornewdemandsforskills.B. Whenratio-trendanalysisisbeingcarriedout,weneedntconsiderchangesinorganization.C. Workstudytechniquesfordirectworkerscanbecombinedwithratio-trendanalysistocalculatethenumbero

54、findirectworkersneeded.D. Forecastingskillrequirementsislargelyamatterofmanagerialjudgement.5. ThisarticlemightmostlikelybeextractedfromthepaperaboutA.humanresourceplanningB.recruitmentandreplacementC.compensationandincentiveD.traininganddevelopmentAnswer:1.D2.B3.C4.B5.A（二）190192Flexiblebenefitsallo

55、wemployeestopickandchoosefromamongamenuofbenefitoptions.Theideaistoalloweachemployeetochooseabenefitpackagethatisindividuallytailoredtohisorherownneedsandsituation.Theyreplacethetraditional“onbenefit-plan-fits-all"programsthathavedominatedorganizationsforfiftyyears.Theaverageorganizationprovide

56、sfringebenefitsworthapproximatelyfortypercentofanemployee'ssalary.Buttraditionalbenefitprogramsweredesignedforthetypicalemployeeofthe1950s-amalewithawifeandtwochildrenathome.Lessthantenpercentofemployeesnowfitthisstereotype.Twenty-fivepercentoftoday'semployeesaresingleandathirdarepartoftwo-i

57、ncomefamilieswithoutanychildren.Assuch,thesetraditionalprogramsdon'ttendtomeettheneedsoftoday'morediverseworkforce.Flexiblebenefits,however,domeetthesediverseneeds.Anorganizationsetsupaflexiblespendingaccountforeachemployee,usuallybasedonsomepercentageofhisorhersalary,andthenapricetagisputon

58、eachbenefit.Optionsmightincludeinexpensivemedicalplanswithhighdeductibles;expensivemedicalplanswithlowornodeductibles;hearing,dental,andeyecoverage;vacationoptions;extendeddisability;avarietyofsavingsandpensionplans;lifeinsurance;collegetuitionreimbursementplans;andextendedvacationtime.Employeesthenselectbenefitoptionsuntiltheyhavespentthedollaramountintheiraccount.Givingallemployeesthesamebenefitsassumesallemployeeshavethesameneeds.Ofcourse,we