助理人力資源管理師-三級上海HR專業(yè)英語10套試卷

1、-PAGE . z.市職業(yè)資格鑒定企業(yè)人力資源管理人員（助理人力資源管理師）專業(yè)英語試卷1一、英漢互譯（每題2分，共30分）1. Apprenticeship2. Career support3. Outsourcing4. Database5. Employee empowerment6. Goals7. Human resource information system (HRIS)8. Job rotation9. Learning organization10. Psychological contract11. 薪資調(diào)查12. 任務(wù)分析13. 招募14. 績效管理15. 工作豐富化二

2、、選詞填空（每題2分，共20分）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 personnel aspects of your management job.2. Labor turnover rates pro

3、vide 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 deployed as instruments for .5. Evaluations also fulfill the purpos

4、e of providing to employeeson 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, and attitudes.8. E*trinsic include direct pensation, indirect pen

5、sation, and nonfinancial rewards.9. Fle*ible 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 .三、單項(xiàng)選擇（每題2分，共20分）1. The process of helping redundant employees to find other work or start new care

6、ers is .2. focus the evaluators attention on those behaviors that are key in making the difference between e*ecuting a job effectively or ineffectively.A. The group order rankingB. Written essayC. The individual rankingD. Critical incidents3. The plan should include plans for attracting good candida

7、tes by ensuring that the organization will bee an employer of choice.A. outplacementB. evaluationC. recruitmentD.training4. Organizational and corporate plansindicate the direction in which the organization is going.5.aims to broaden e*perience by moving people from job to job or department to depar

8、tment.A.Job analysisB. Job rotationC.Job satisfactionD.Job involvement6. .HR planning is .A. a technique that identifies the critical aspects of a jobB. the process of determining the human resources required by the organization to achieve its strategic goalsC. the process of setting major organizat

9、ional objectives and developing prehensive plans to achieve these objectivesD. the process of determining the primary direction of the firm7. Career development programs benefit organizations in all of the following ways e*cept .A.Giving managers more control over their subordinatesB.Giving managers

10、 increased skill in managing their own careersC.Providing greater retention of valued employeesD.Giving an increased understanding of the organization8. The area from which employers obtain certain types of workers is known as the .A. labor marketB. regionC. recruiting areaD. supply region9. A set o

11、f standards of acceptable conduct and moral judgment is known as .A. moralesB. ethicsC. rulesD. legislation10. Hiring someone outside the pany to perform tasks that could be done internally is known as .A. outplacementB. contractingC. outsourcingD. employee leasing四、閱讀理解（每題3分，共30分）（一）The conte*t for

12、 obtaining the people required will be the labor markets in which the organization is operating which are:The internal labor market- the stocks and flows of people within the organization who can be promoted, trained, or re-deployed to meet future needs.The e*ternal labor marker- the e*ternal local,

13、 regional, national and international markets from which different sorts of people can be recruited. There are usually a number of markets, and the labor supply in these markets may vary considerably. Likely shortages will need to be identified so that steps can be taken to deal with them, for e*amp

14、le by developing a more attractive employment proposition.As part of the human resource planning process, an organization may have to formulate make or buy policy decisions. A make policy means that organization prefers to recruit people at a junior level or as trainee, and rely mainly on promotion

15、from within and training programs to meet future needs. A buy policy means that more reliance will be placed on recruiting from outside- bringing fresh blood into the organization. In practice, organizations tend to mi* the two choices together to varying degrees, depending on the situation of the f

16、irm and the type of people involves. A highly entrepreneurial pany operating in the turbulent conditions, or one which has just started up, will probably rely almost entirely on e*ternal recruitment. When dealing with knowledge workers, there may be little choicethey tend to be much more mobile, and

17、 resourcing strategy may have to recognize that e*ternal recruitment will be the main source of supply. Management consultancies typically fall into this category. Firms which can predict people requirements fairly and accurately may rely more on developing their own staff once they have been recrui

18、ted.1. A make policy means that organization prefers to promote people from .A. regional labor marketB. national labor marketC. internal labor marketD. international labor market2.According to the passge, management consultancies .A.are less mobile than people at a junior levelB.should be recruited

19、from e*ternal labor marketC.should be promoted from within the organizationD.are not knowledge workers3. If a firm can predict people requirements fairly accurately, it may not .A.develop their own staffB.formulate training programsC.promote people from within the organizationD.rely more on recruiti

20、ng from outside4. Make or buy policy decision is a part of .A.human resource planningB.training and developmentC.performance appraisalD.job analysis5.The best title of this passage is .A.The organizational conte*t of human resource planningB.Aims of human resource planningC.The labor market conte*t

21、for human resource planningD.Limitations of human resource planning（二）Wlaters (1983) identifies nine sources of information which help to identify training priorities. These are:Organizational goals and corporate planswhich indicate the direction in which the organization is going and, therefore, ma

22、jor training priorities.Human resource and succession planning which provides information on future skill requirements and managem Personnel statistics on, for e*ample, labor turnover, which highlight HR issues which might be addressed by training.ent training needs.E*it interviews which might sugge

23、st deficiencies in training arrangements.Consultation with senior managers which obtains opinions on training needs from key decision makers.Data on productivity, quality and performance which show where there are any gaps between e*pectations and results or negative trends, and therefore suggest tr

24、aining needs.Departmental layout changes which provide information about future developments and related training needs.Management requests for training which set out perceived needs.Knowledge of financial plans which determine whether the funds will be available for training, and may encourage fres

25、h approaches if resources are limited.Two other sources not directly mentioned by Walters are plans for introducing new technology or developing IT systems, and marketing plans which indicate where new skills are required to market new products or services, use different selling techniques or operat

26、e in new territories.1.According to Wlaters, is (are) major training priorities.A.human resource and succession planningB. personnel statisticsC. e*it interviewsD. organizational goals and corporate plans2. Human resource and succession planning provides information on .A. the direction in which the

27、 organization is goingB. future skill requirements and management training needsC. deficiencies in training arrangementsD. any gaps between e*pectations and results or negative trends3. The following sources of information which help to identify training priorities are mentioned by Wlaters e*cept .A

28、. marketing plansB. departmental layout changesC. data on productivity, quality and performanceD. consultation with senior managers4.According to the passage, the following statements are true e*cept .A. Departmental layout changes provide information about future developments and related training n

29、eeds.B. E*it interviews highlight HR issues which might be addressed by training.C. Data on productivity, quality and performance show where there are any gaps between e*pectations and results or negative trends.D. Marketing plans indicate where new skills are required to market new products or serv

30、ices.5.The main topic about this passage is illustrating .A. sources of information which provide information on management training needsB. sources of information of major training prioritiesC. sources of information which help to identify training prioritiesD. sources of information which provide

31、information about future developments and related training needs.專業(yè)英語試卷2一、英漢互譯（每題2分，共30分）1. Centralization2. Assessment center3. Cultural shock4. E*patriate5. Hourly work6. Internship programs7. Job involvement8. Management by objectives（MBO）9. Pay-policy line10. Self-appraisal11. 360度反饋12. 甄選13. 績效

32、評價(jià)14. 工作規(guī)15. 間接成本二、選詞填空（每題2分，共20分）A. promotion B. job analysis C management D. Globalization E. job description F. Human resource planning G. petence H. recruiting I. mediation J. assessment 1. International human resource management includes qualified personnel for overseas assignments.2. Rapid thr

33、ough an e*tensive staff ranking system is seen in one pany as a very important motivational mechanism.3. refers to the tendency of firms to e*tend their sales or manufacturing to new markets abroad.4. Developing a high-trust organization means creating trust between and employees.5. determines the h

34、uman 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 evaluator to let the of an individual on one trait influence his or her evaluation of that person on other

35、traits.8. Training is concerned with fitting people to take on e*tra responsibilities, increasing all-round .9. A training or a learning specification breaks down the broad duties contained in theinto the detailed tasks that must be carried out.10. In case of labor disputes between the employer and

36、laborers, the parties concerned can apply for or arbitration, bring the case to courts, or settle them through consultation.三、單項(xiàng)選擇（每題2分，共20分）1. The placement of an employee in another job at a higher level in the organization with an increase in pay and status is known as a A.job enlargementB.transf

37、erC.promotionD.job rotation2. Key jobs have all of the following characteristics e*cept .A. they are important to employees and the organizationB. they vary in terms of job requirementsC. they are used in salary surveys for wage determinationD. they are likely to vary in job content over time3. A pr

38、ocess that goes beyond TQM programs to a more prehensive approach to process redesign is known as .A. job redesignB. process redesignC. reengineeringD. rightsizing4. The job specification describes job requirements relative to .A. skill and physical outputsB. skill and physical demandsC. age and phy

39、sical demandsD. e*perience and physical description5. When determining where training emphasis should be placed, an e*amination of the goals, resources, and environment of the organization is known as .A.task analysisB.organization analysisC.resource analysisD.skills analysis6. The job evaluation sy

40、stem in which specific elements of the jobs to be evaluated are pared against similar elements of key jobs within the organization is known as .A. the point methodB. job rankingC. the parison methodD. the Hay profile method7. The final decision to hire an applicant usually belongs to .A. the HR recr

41、uiterB. the HR managerC. line managementD. co-workers8. Determining what the content of a training program should be, based on a study of the job duties, is known as .A.organization analysisB.individual analysisC.job analysisD.task analysis9. Sometimes organizations provide services to terminated em

42、ployees that help them bridge the gap between their old position and a new job. These services are known as .A. downsizing programsB. headhunting” assistance programsC. outplacement assistanceD. employee assistance programs(EAPs)10. Jobform the basis for the administration of applicable employment t

43、ests.A. outlinesB. specificationsC. requirementsD. details四、閱讀理解（每題3分，共30分）（一）Multiperson parisons evaluate one individuals performance against one or more others. It is a relative rather than an absolute measuring device. The three most popular parisons are group order ranking, individual ranking,

44、and paired parisons.The group order ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth. This method is often used in remending students to graduate schools. Evaluators are asked to rank the student in the top five percent, th

45、e ne*t five percent, the ne*t fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all their subordinates. Therefore, if a rater has twenty subordinates, only four can be in the top fifth and, of course, four must also be relegated to the bottom fifth.Th

46、e individual ranking approach rank orders of employees from best to worst. If the manager is required to appraise thirty subordinates, this approach assumes that the difference between the first and second employee is the same as that between the twenty-first and twenty-second. Even though some of t

47、he employees may be closely grouped, this approach allows for no ties. The result is a clean ordering of employees, from the highest performer down to the lowest.The paired parison approach pares each employee with every other employee and rates each as either the superior or the weaker member of th

48、e pair. After all paired parisons are made, each employee is assigned a summary ranking based on the number of superior scores he or she achieved. This approach ensures that each employee is pared against every other, but it can obviously bee unwieldy when many employees are being pared.Multiperson

49、parisons can be bined with one of the other methods to blend the best from both absolute and relative standards. For e*ample, a college might use the graphic rating scale and the individual ranking method to provide more accurate information about its students performance. The A, B, C, D, or E. A pr

50、ospective employer or graduate school could then look at two students who each got a B” in their different financial accounting courses and draw considerably different conclusions about each where ne*t to one grade it says ranked fourth out of twenty-si*”, while the other says ranked seventeenth out

51、 of thirty”. Obviously, the latter instructor gives out a lot more high grades!1.Multiperson parisons is a(an) measuring device.A. absoluteB. relativeC. accurateD. false2.According to the passage, there are three most popular parisons e*cept .A. group order rankingB. individual rankingC. graphic rat

52、ing scalesD. paired parisons3.From this passage, we can infer that .A. remending students to graduate schools often uses individual rankingB. the paired parison approach assumes that the difference between the first and second employee is sameC. group order ranking ensures that each employee is pare

53、d against every otherD. each method of multiperson parisons can be used simultaneously4.The following statements about individual ranking are false e*cept .A. it rank orders of employees from from the lowest performer up to the highestB. the result is a clean ordering of employeesC. it assumes that

54、the difference between the first and second employee is differentD. this approach allows for some of the employees who may be closely grouped5.This article might be e*tracted from the paper about .A.performance appraisalB.recruitment and replacementC.training and developmentD.reward systems（二）Our kn

55、owledge of motivation tells us that people do what they to satisfy needs. Before they do anything, they look for the payoff or reward. Many of these rewards salary increases, employee benefits, preferred job assignments are organizationally controlled. The types of rewards that an organization can a

56、llocate are more ple* than is generally thought. Obviously, there is direct pensation. But there are also indirect pensation and nonfinancial rewards. Each of these types of rewards can be distributed on an individual, group, or organization wide basis. Intrinsic rewards are those that individuals r

57、eceive for themselves. They are largely a result of the workers satisfaction with his or her job. Techniques like job enrichment or any efforts to redesign or restructure work to increase personal worth to the employee may make his or her work more intrinsically rewarding.E*trinsic rewards include d

58、irect pensation, indirect pensation, and nonfinancial rewards. Of course, an employee e*pects some forms of direct pensation: a basic wage or salary, overtime and holiday premium pay, bonuses based on performance, profit sharing, and/or possibly opportunities to purchase stock options. Employees wil

59、l e*pect their direct pensation generally to align with their assessment of their contribution to the organization and, additionally, will e*pect it to be parable to the direct pensation given to other employees with similar abilities and performance.The organization will provide employees with indi

60、rect pensations: insurance, pay for holidays and vacations, services, and perquisites. In as much as these are generally made uniformly available to all employees at a given job level, regardless of performance, they are rally not motivating rewards. However, where indirect pensation is controllable