上海人力資源管理師考試專業(yè)英語試卷樣題

1、上海人力資源管理師考試專業(yè)英語試卷樣題專業(yè)英語試卷樣題一、英漢互譯（每題2分，共30分）Behavior modelingEmployee leasingFactor comparison systemGraphic rating-scale methodPanel interviewReplacement chartsSelectionVestingTeam leader trainingProfit sharing心理支持技能工資網(wǎng)上培訓關鍵工作工作擴大化二、單項選擇（每題2分，共20分）Executives or managers who coach, advise, and encou

2、rage employees of lesser rank are called .Prot csteachersmentorsrole modelsAs an appraiser, you should try to do all of the following except.minimize criticismchange the person, not the behaviorfocus on solving problemsbe supportiveIndividuals working internationally need to know as muchas possible

3、about all of the following host-country characteristics except .social and business etiquettecultural values and prioritiespolitical structure and current playerscultural trendsQuestions contained in structured job interviews should be based on .job analysisjob designjob specializationjob utilizatio

4、nOutplacement services are .A.useful methods of attracting individuals into a careerB.designed to help terminated employees find a job elsewhereC.rarely given to executive employeesD.vital parts of any career management systemWhich of the following is not a core skill that is critical for success ab

5、road?.Physical fitness and mental maturityEffective delegate skillsPrudent decision-making skillsCultural adaptabilityIf your primary objective for a performance appraisal is to give employees developmental feedback, which of the following appraisal methods should you use?.Trait methodResults method

6、Behavior methodAttitudinal methodCompensation programs that compensate employees for the knowledge they possess are known as .skill-based pay plansperformance-based pay plansmerit-based pay plansseniority-based pay plansTo implement a successful program in basic and remedial training, managers shoul

7、d doall of the followingexcept .A. explain to employees why training will help them in their jobsB.use a classroom-oriented approach so employees learn by lecturesC.provide feedback on employees progressD.relate the training to the employees goalsWhich of the following is not true of self-ratings of

8、 performance? .They are beneficial when managers seek to increase the employees involvement in the review processCritics argue that self-ratings are more lenientResearch has shown that self-ratings are as valid as, if not more valid than, test scoresThey are free of most biases that other rating sou

9、rces may have三、閱讀理解（每題3分，共30分）（一）The promotion and development of performance management processes by HR can make an important contribution to knowledge management, by providing for behavioral expectations which are related to knowledge-sharing to be defined, and ensuring that actual behaviors are r

10、eviewed and, where appropriate, rewarded by financial or non-financial means. Performance management reviews can identify weaknesses and development needs in this aspect, and initiate personal development plans, which are designed to meet these needs.One starting point for the process could be the c

11、ascading of corporate core values for knowledge-sharing to individuals, so that they understand what they are expected to do to support those core values. Knowledge sharing can be included as an element of a competency framework, and the desired behavior would be spelt out and reviewed. For example,

12、 positive indicators such as those listed below could be used as a basis for agreeingcompetency requirements and assessing the extent to which they are met. The following are examples of positive behavior in meeting competency expectations for knowledge-sharing:.Is eager to share knowledge with coll

13、eagues;.Takes positive steps to set up group meetings to exchange relevant information and knowledge;.Builds networks which provide for knowledge sharing;.Ensures as appropriate that knowledge is captured, codified, recorded and disseminated through the intranet and/or other means of communication.H

14、ansen et al (1999) mention that at Ernst & Young, consultants are evaluated at performance reviews along five dimensions, one of which is their contribution to and utilization of the knowledge asset of the firm. At Bain, partners are evaluated each year on a variety of dimensions, including how much

15、 direct help they have given colleagues.The best title for this article is.Knowledge-sharingPerformance management reviewsPerformance management processesPerformance management for knowledge workersThe following are examples of positive behavior in meeting competencyexpectations for knowledge-sharin

16、gexcept .A. Is reluctant to share knowledge with colleaguesB.Takes positive steps to exchange relevant information and knowledgeBuilds networks which provide for knowledge sharingEnsures as appropriate that knowledge is captured, codified, recorded and disseminated through some means of communicatio

17、nWhich of the following is not mentioned by Hansen et al? .At Bain, direct help that partners have given colleagues will be evaluated.At Ernst & Young, consultants contribution to the knowledge asset of the firm will be evaluated.At Bain, partners are eager to share knowledge with colleagues.At Erns

18、t & Young, consultants are evaluated at performance reviews along five dimensions.The author of this passage would most likely agree that .Performance management processes by HR can make little contribution to knowledge management.The cascading of corporate core values for knowledge-sharing to indiv

19、iduals could be one starting point for the performance management process.Knowledge-sharing cant be included as an element of a competency framework.Taking positive steps to exchange relevant information and knowledge isnt an example of positive behavior in meeting competency expectations for knowle

20、dge-sharing.According to the passage, performance management processes by HR can make an important contribution to knowledge management through the following measures except .by providing for behavioral expectations which are related to knowledge-sharing to be definedby ensuring that actual behavior

21、s are reviewedby ensuring that actual behaviors are rewarded by financial or non-financial meansby building networks which provide for knowledge sharing(二)T-group stands for training group, which is not a very helpful description. It is also referred to as sensitivity training, group dynamics, and g

22、roup relations training. T-group has three aims:To increase sensitivity-the ability to perceive accurately how others are reacting to ones behavior.To increase diagnostic ability-the ability to perceive accurately the state of relationships between others.To increase action skill-the ability to carr

23、y out the skillful behavior required by the situation.In a T-group, the trainer will explain the aims of the program and may encourage discussion and contribute his or her own reactions. But he or she does not take a strong lead and the group is largely left to its own devices to develop a structure

24、 that takes account of the goals of both the members of the group and the trainer provides a climate where the group members are sufficiently trusting of one another to discuss their own behavior. They do this by giving feedback or expressing their reaction to one another. Membermay not always accep

25、t comments about themselves, but as the T-group develops they will increasingly understand how some aspects of their behavior are hidden to them and will, therefore, be well on the way to an increase in sensitivity, diagnostic ability, and action skill.Follow-up studies have noted three principle ar

26、eas of change following the attendance of trainees at an external T-group laboratory:Increased openness, receptivity, and tolerance of differences.Increased operational skill in interpersonal relations, with overtones of increased capacity for collaboration.Improved understanding and diagnostic awar

27、eness of self, others, andinteractive processes in groups.T-groups have been attacked because of the possibility of negative or detrimental effects. But none of the follow-up studies has detected any significant problems. A more valid basis for doubt is that it has been difficult to prove that they

28、have been cost effective for organizations who have used them on company or have strongly supported external programs.This criticism could be leveled at any other form of group training or, indeed, most off-the-job training. The degree to which it can be invalidated will depend on the effectiveness

29、of the training design and of the trainer.T-group laboratories in their purest form are unlikely ever to becomea major part of company trainingprograms,but the group dynamics approach has valid uses in the modified forms.This article might most likely be extracted from the paper about .A.human resou

30、rce planningB.performance evaluationC.international human resource managementD.training and developmentT-group is referred to as the following except .A.sensitivity training,B.on-the-job trainingC.group dynamicsD.group relations trainingThe author of this passage would most likely agree that .In a T

31、-group, the trainer will take a strong lead.In a T-group, members may always accept comments about themselves.In a T-group, the trainer should provide a climate where the group members are sufficiently trusting of one another to discuss their own behaviors.In a T-group, members dont express their re

32、action to one another.4.According to the passage, which of the following cant change the attendance of trainees at an external T-group laboratory?.A. poor effectiveness of the training design B. improved understanding and diagnostic awareness of self andothersC. increased openness, receptivity, and

33、tolerance of differences D. increased operational skill in interpersonal relations 5. From this passage, we can infer that .A. T-group laboratories are likely be used as a major part of training programs by company. B. There is no criticism on T-group laboratories. C. If T-group laboratories are mod

34、ified well, it has also valid uses. D. T-group laboratories have no use for company. 四、寫作(共20分) 某公司欲招聘一位會計主管(chief accountant )，需要人力資源管理部門為其編制一份職位說明書(Job Description ),假如公司總經(jīng)理要求你來完成這項工作，請你用英文完成以下職位說明書。 Job Description PositionDepartmentAccountable toSalary/pay grade35 - 40 hrs/wk 20 - 35 hrs/wk less

35、 than 20 hrs/wkJob summary Responsibilities/daily tasks QualificationsRelations of the position to others in the company答案、英漢互譯1.行為模擬2.員工租借3.因素比較法4.圖式評估法5.小組面試6.替換表7.甄選8.既得利益9.團隊領導培訓 10. 利潤分享 11. Psychological support 12. Skill-based pay 13. Web-based training 14. Key jobs 15. Job enlargement二、單項選擇：

36、5.B6.B7.C8.A9.B 10.D5.D5.C TOC o 1-5 h z 1.C2.B3.D4.A三、閱讀理解：1.D2.A3.C4.B1.D2.B3.C4.A四、寫作（僅供參考）Job DescriptionPositionchief accountantAccountable to CFO yes 35 - 40 hrs/wkDepartmentSalary/pay grade20 - 35 hrs/wkfinancial department3less than 20 hrs/wkJob summarypertaining to the accountingWork closel

37、y with the companys CFO, and ensure that all of the responsibilities department are met.Develop and direct the activities of the professional staff involved with the financial aspects of operations, including forecasting, planning, budgeting, credit and collections, cost accounting, and financial co

38、ntrol systems.Responsibilities/daily tasksReport to the CFO and be responsible for all accounting functions.Providing analytical budgetary & financial planning/reporting support to senior management.Establishing and maintaining internal controls,external financial reporting.Interface with external a

39、uditors, handling all corporate tax matters.QualificationsMaster degree or above;At least 5 years experience in accounting work;Work experience in foreign or JV company is preferred;Willing to travel.Relations of the position to others in the companyAdministration department; Marketing department; M

40、anufacturing department; R&D department etal.人力資源管理師英語試題ApprenticeshipBenchmarksCompetency assessmentDifferential piece rateFlextimeHay profile methodJob rotationMentorPerformance planning and evaluation (PPE)Team leader training全面質(zhì)量管理網(wǎng)上培訓甄選產(chǎn)出工作分析Job specificationMarkov analysisOutplacement counseli

41、ngReengineeringAction stepsCareer curvesDiversity trainingGroup mentoring programHigh-leverage trainingSkill inventories360度反饋一一.薪資調(diào)查一一.績效管理一一.面試.道德In general, in recent years the role of people in a determining a firm s competitive advanC. increased in importance in both service and manufacturing f

42、irmsObjectives accomplished through job analysis include all of the following except.C. eliminating discrepancies between internal wage rates and market rates360-degree feedback might be used for the following except .D. recruitmentEmployees who are coached, advised, and encouraged by employers of g

43、reater rank are known asD. protegest a form of perfousedncBmpensation?Which of the following isnC. minimum wageAdvantage of employee stock ownership plans (ESOPs)include all of the following except . B. the employees pensions are less vulnerable due to diversificationLee, a new supervisor, wants to

44、correctly document the poor performance of an employee. Which of the following would he not have to do? .A. perform a current performance appraisal of the employeeAll of the following benefits are realized by aligning employee rewards with performance except .B. employees will pursue outcomes that b

45、eneficial to themselvesStaffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving employee performance, and other“ HRM issues are duties typically reserved forC. HR and line managersJob analysis is called the cornerstone of HRM because.th

46、e information it collects serve so many HRM functionsDuring the selection procedure, an applicant may be rejected .at any step in the procedureWhich type of training allows students to get real-world experience in organizations while still receiving college credit? .C. internshipsSelf- appraisals ar

47、e best for .B. developmental purposesAn employer wishing to set up the job classification system of job evaluation would have to.C. describe job grades with increasing amount of responsibility, skill, knowledge, or abilityWhen a combination salary and commission plan is used to compensate sales empl

48、oyees, the percentage of cash compensation paid in commission is called .C. an incentiveTo enhance the degree of rareness in employee skill and abilities, organizations should develop competencies in their employees thatD. are not equally available in the labor marketSometimes organizations provide

49、services to terminated employees that help them bridge the gap between their ok position and a new job. These services are known as.C. outplacement assistanceOrganizations like to hire older workers becauseA. they have proven employment experienceWhen determining where training emphasis should be pl

50、aced, an examination of the goals, resources, and environment of the organization is known as .B. organization analysisWhile a career development program requires special processes and techniques, a basic requirement is . C. management support5To develop and implement 360-degree feedback the followi

51、ng steps need to be taken:360-degree feedback might be used for the following except .D. recruitmentAbout the third step of 360-degree feedback, which one of the following statements is false? .B. The feedback will be known by other people usually.About the fourth step of 360-degree feedback, the au

52、thor might most likely agree that .C. It may take the form of a list of headings for development.From this passage, we can infer that .A. The external consultants can help to plan and implement 360-degree feedback program.This passage might most likely be extracted from the paper about.B. performanc

53、e evaluation6Jackson and Bak (1998) suggest that motivation of Chinese workers can be understood in terms of Katz and Kahn s (1978) categorization ofrule enforcement ,external rewards ands followsnalized rAccording Jackson and Bak (1998), motivations of Chinese workers include the following except .

54、C. internalized enforcementWhich of the following statements is false? .D. Performance-related bonus incentives schemes have existed in China since 1980.A tendency towards low differentiation of pay in China reflects the following except.D. a strongly individualist cultureAbout the internalized moti

55、vation in China, the author might most likely disagree that .B. Labor heroes can t appeal to high performers.The main topic of this article might be A. motivation of Chinese workers1Piece-rate, wage incentive plans, profit-sharing, and lump-sum bonuses are all forms of performance-based compensation

56、.t a form of pe-bGuseancsmpensation?Which of the following isnC. minimum wageThe performance measures that might be used for performance-based compensation include the following except.A. individual work timeAccording to the passage, which one of the following statements about piece-rate pay plans i

57、s false? .A. Workers are paid a unstable sum for each unit of production completed.About the compensation plan for senior executives, the author might most likely agree that .C. The performance-based compensation plan assume that management had a large part in corporate outcomes, so they should shar

58、e in the good times.The best title for this passage might be.D. What is performance-based compensationCoaching is a personal on-the-job technique designed to develop individual skills, knowledge, and attitudes.Coaching is atechnique that can be used to develop individual skills, knowledge, and attit

59、udes. A.on-the-job TOC o 1-5 h z According to the passage, which one of the following statements is true?.C. The performance review process can indicate career development needs.According to Hawdon Hague, types of coaching include the following except.D. Spending time in looking at lower level probl

60、emsAccording to the passage, the author might most likely agree that .Coaching has to be planned.From the passage, we can infer that.Defining work and training objectives can be a time-consuming process.寫作:保密協(xié)議招聘廣告專業(yè)英語試卷（人力資源管理師）專業(yè)英語試卷（人力資源管理師）ONLY FOR STUDENTS LEARNING一、英漢互譯（每題2分，共30分）Apprenticeshi