助理人力資源管理師-三級(jí)HR專(zhuān)業(yè)英語(yǔ)10套試卷

上海市職業(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(zhuān)業(yè)英語(yǔ)試卷1一、英漢互譯（每題2分，共30分）ApprenticeshipCareersupportOutsourcingDatabaseEmployeeempowermentGoalsHumanresourceinformationsystem（HRIS）JobrotationLearningorganizationPsychologicalcontract薪資調(diào)查任務(wù)分析招募績(jī)效管理工作豐富化二、選詞填空（每題2分，共20分）resourcemanagementgreeeormoancepractiDesjOncostolicieutpuuneedtocarryoutthepeopleorpersonnelaspectsof（ourmanagementjob. LaborturnoverratesprovideavaluablemeansoftheeffectivenessofHRpoliciesandpracticesinorganizations.Laborturnovercanbecostly.ofrecruitingandtrainingreplacementsshouldbeconsidered.Businessprocessre-engineeringtechniquesaredeployedasinstrumentsfor.Evaluationsalsofulfillthepurposeofprovidingtoemployeesonhowtheorganizationviewstheirperformance.Theofthejobanalysisshouldbeatrainingorlearningspecification.Coachingisapersonaltechniquedesignedtodevelopindividualskills,knowledge,andattitudes.Extrinsicincludedirectcompensation,indirectcompensation,andnonfinancialrewards.Flexiblebenefitsallowemployeestopickandchoosefromamongamenuofoptions.China'seconomicreformershaveusedmaterialincentivesinordertostimulate ^三、單項(xiàng)選擇（每題2分，共20分）Theprocessofhelpingredundantemployeestofindotherworkorstartnewcareersis.focustheevaluator'sattentiononthosebehaviorsthatarekeyinmakingthedifferencebetweenexecutingajobeffectivelyorineffectively.A.ThegrouporderrankingB.WrittenessayC.TheindividualrankingD.CriticalincidentsTheplanshouldincludeplansforattractinggoodcandidatesbyensuringthattheorganizationwillbecomean"employerofchoice'.A.outplacementB.evaluationC.recruitmentOrganizationalandcorporateplansindicatethedirectioninwhichtheorganizationisgoing.A.goalsaimstobroadenexperiencebymovingpeoplefromjobtojobordepartmenttodepartment.analysisB.Jobrotationsatisfactioninvolvement.HRplanningis.atechniquethatidentifiesthecriticalaspectsofajobtheprocessofdeterminingthehumanresourcesrequiredbytheorganizationtoachieveitsstrategicgoalstheprocessofsettingmajororganizationalobjectivesanddevelopingcomprehensiveplanstoachievetheseobjectivestheprocessofdeterminingtheprimarydirectionofthefirmCareerdevelopmentprogramsbenefitorganizationsinallofthefollowingwaysexcept.managersmorecontrolovertheirsubordinatesmanagersincreasedskillinmanagingtheirowncareersgreaterretentionofvaluedemployeesanincreasedunderstandingoftheorganizationTheareafromwhichemployersobtaincertaintypesofworkersisknownasthe.A.labormarketB.regionC.recruitingareaD.supplyregionAsetofstandardsofacceptableconductandmoraljudgmentisknownas.A.moralesB.ethicsC.rulesD.legislationHiringsomeoneoutsidethecompanytoperformtasksthatcouldbedoneinternallyisknownas A.outplacementB.contractingC.outsourcingD.employeeleasing四、閱讀理解（每題3分，共30分）（一）Thecontextforobtainingthepeoplerequiredwillbethelabormarketsinwhichtheorganizationisoperatingwhichare:Theinternallabormarket-thestocksandflowsofpeoplewithintheorganizationwhocanbepromoted,trained,orre-deployedtomeetfutureneeds.Theexternallabormarker-theexternallocal,regional,nationalandinternationalmarketsfromwhichdifferentsortsofpeoplecanberecruited.Thereareusuallyanumberofmarkets,andthelaborsupplyinthesemarketsmayvaryconsiderably.Likelyshortageswillneedtobeidentifiedsothat stepscanbetakentodealwiththem,forexamplebydevelopingamoreattractive "employmentproposition'.Aspartofthehumanresourceplanningprocess,anorganizationmayhavetoformulate 'makeorbuy'policydecisions.A'makd policymeansthatorganizationpreferstorecruitpeopleatajuniorlevelorastrainee,andrelymainlyonpromotionfromwithinandtrainingprogramstomeetfutureneeds.A'buy'policymeansthatmorereliancewillbeplacedonrecruitingfromoutside-"bringingfreshbloodintotheorganization'.Inpractice,organizationstendtomixthetwochoicestogethertovaryingdegrees,dependingonthesituationofthefirmandthetypeofpeopleinvolves.Ahighlyentrepreneurialcompanyoperatingintheturbulentconditions,oronewhichhasjuststartedup,willprobablyrelyalmostentirelyonexternalrecruitment.Whendealingwithknowledgeworkers,theremaybelittlechoice—theytendtobemuchmoremobile,andresourcingstrategymayhavetorecognizethatexternalrecruitmentwillbethemainsourceofsupply.Managementconsultanciestypicallyfallintothiscategory.Firmswhichcanpredictpeoplerequirementsfairlyandaccuratelymayrelymoreondevelopingtheirownstaffoncetheyhavebeenrecruited.A 'makdpolicymeansthatorganizationpreferstopromotepeoplefrom ^A.regionallabormarketB.nationallabormarketC.internallabormarketD.internationallabormarkettothepassge,managementconsultancies.lessmobilethanpeopleatajuniorlevelberecruitedfromexternallabormarketbepromotedfromwithintheorganization notknowledgeworkersIfafirmcanpredictpeoplerequirementsfairlyaccurately,itmaynot.theirownstaff trainingprogramspeoplefromwithintheorganizationmoreonrecruitingfromoutside'Makeorbuy'policydecisionisapartof ^resourceplanninganddevelopmentappraisal anizationalcontextofhumanresourceplanningofhumanresourceplanninglabormarketcontextforhumanresourceplanningofhumanresourceplanning(二)Wlaters(1983)identifiesninesourcesofinformationwhichhelptoidentifytrainingpriorities.Theseare:Organizationalgoalsandcorporateplans whichindicatethedirectioninwhichtheorganizationisgoingand,therefore,majortrainingpriorities.HumanresourceandsuccessionplanningwhichprovidesinformationonfutureskillrequirementsandmanagemPersonnelstatisticson,forexample,laborturnover,whichhighlightHRissueswhichmightbeaddressedbytraining.enttrainingneeds.Exitinterviewswhichmightsuggestdeficienciesintrainingarrangements.Consultationwithseniormanagerswhichobtainsopinionsontrainingneedsfromkeydecisionmakers.Dataonproductivity,qualityandperformancewhichshowwherethereareanygapsbetweenexpectationsandresultsornegativetrends,andthereforesuggesttrainingneeds.Departmentallayoutchangeswhichprovideinformationaboutfuturedevelopmentsandrelatedtrainingneeds.Managementrequestsfortrainingwhichsetoutperceivedneeds.Knowledgeoffinancialplanswhichdeterminewhetherthefundswillbeavailablefortraining,andmayencouragefreshapproachesifresourcesarelimited.TwoothersourcesnotdirectlymentionedbyWaltersareplansforintroducingnewtechnologyordevelopingITsystems,andmarketingplanswhichindicatewherenewskillsarerequiredtomarketnewproductsorservices,usedifferentsellingtechniquesoroperateinnewterritories.toWlaters,is(are)majortrainingpriorities.A.humanresourceandsuccessionplanningB.personnelstatisticsC.exitinterviews D.organizationalgoalsandcorporateplansHumanresourceandsuccessionplanningprovidesinformationon.A.thedirectioninwhichtheorganizationisgoingB.futureskillrequirementsandmanagementtrainingneedsC.deficienciesintrainingarrangements D. anygapsbetweenexpectationsandresultsornegativetrendsThefollowingsourcesofinformationwhichhelptoidentifytrainingprioritiesarementionedbyWlatersexcept^A.marketingplans B.departmentallayoutchangesC.dataonproductivity,qualityandperformanceD.consultationwithseniormanagerstothepassage,thefollowingstatementsaretrueexcept.Departmentallayoutchangesprovideinformationaboutfuturedevelopmentsandrelatedtrainingneeds.ExitinterviewshighlightHRissueswhichmightbeaddressedbytraining.Dataonproductivity,qualityandperformanceshowwherethereareanygapsbetweenexpectationsandresultsornegativetrends.Marketingplansindicatewherenewskillsarerequiredtomarketnewproductsorservices.maintopicaboutthispassageisillustrating.sourcesofinformationwhichprovideinformationonmanagementtrainingneedssourcesofinformationofmajortrainingprioritiessourcesofinformationwhichhelptoidentifytrainingprioritiessourcesofinformationwhichprovideinformationaboutfuturedevelopmentsandrelatedtrainingneeds.專(zhuān)業(yè)英語(yǔ)試卷2一、英漢互譯（每題2分，共30分）CentralizationAssessmentcenterCulturalshockExpatriateHourlyworkInternshipprogramsJobinvolvementManagementbyobjectives（MBOPay-policylineSelf-appraisal360度反饋.甄選.績(jī)效評(píng)價(jià).工作規(guī)范.間接成本二、選詞填空（每題2分，共20分）A.promotionB.jobanalysisCmanagementInDerG曲onaiatumaE.resodescma哪emeHumn馴desourcepuafngpersonnelforoverseasassignments.RGpidomplhreuiceaHexcn躺legstaffmed酶）sysJemssesemeRtonecompanyasaveryimportantmotivationalmechanism.referstothetendencyoffirmstoextendtheirsalesormanufacturingtonewmarketsabroad.Developingahigh-trustorganizationmeanscreatingtrustbetweenandemployees.determinesthehumanresourcesrequiredbytheorganizationtoachieveitsstrategicgoals.Theprovidesinformationonthenatureandfunctionsofthejob.Thehaloeffectorerroristhetendencyforanevaluatortolettheofanindividualononetraitinfluencehisorherevaluationofthatpersononothertraits.Trainingisconcernedwithfittingpeopletotakeonextraresponsibilities,increasingall-round _^ Atrainingoralearningspecificationbreaksdownthebroaddutiescontainedintheintothedetailedtasksthatmustbecarriedout.Incaseoflabordisputesbetweentheemployerandlaborers,thepartiesconcernedcanapplyfororarbitration,bringthecasetocourts,orsettlethemthroughconsultation.三、單項(xiàng)選擇（每題2分，共20分）Theplacementofanemployeeinanotherjobatahigherlevelintheorganizationwithanincreaseinpayandstatusisknownasaenlargement rotationKeyjobshaveallofthefollowingcharacteristicsexcept.A.theyareimportanttoemployeesandtheorganization B.theyvaryintermsofjobrequirementsC.theyareusedinsalarysurveysforwagedeterminationD.theyarelikelytovaryinjobcontentovertimeAprocessthatgoesbeyondTQMprogramstoamorecomprehensiveapproachtoprocessredesignisknownas A.jobredesignB.processredesignC.reengineeringD.rightsizingThejobspecificationdescribesjobrequirementsrelativeto.A.skillandphysicaloutputs B.skillandphysicaldemandsC.ageandphysicaldemands D.experienceandphysicaldescriptionWhendeterminingwheretrainingemphasisshouldbeplaced,anexaminationofthegoals,resources,andenvironmentoftheorganizationisknownas.analysisanalysisanalysisanalysisThejobevaluationsysteminwhichspecificelementsofthejobstobeevaluatedarecomparedagainstsimilarelementsofkeyjobswithintheorganizationisknownas.A.thepointmethodB.jobrankingC.thecomparisonmethodD.theHayprofilemethodThefinaldecisiontohireanapplicantusuallybelongsto.A.theHRrecruiterB.theHRmanagerC.linemanagementD.co-workersDeterminingwhatthecontentofatrainingprogramshouldbe,basedonastudyofthejobduties,isknownasanalysisanalysisanalysis analysisSometimesorganizationsprovideservicestoterminatedemployeesthathelpthembridgethegapbetweentheiroldpositionandanewjob.Theseservicesareknownas.A.downsizingprograms B."headhunting"assistanceprogramsC.outplacementassistance D.employeeassistanceprograms（EAPs）Jobformthebasisfortheadministrationofapplicableemploymenttests.A.outlinesB.specificationsC.requirementsD.details四、閱讀理解（每題3分，共30分）（一）Multipersoncomparisonsevaluateoneindividual'sperformanceagainstoneormoreothers.Itisarelativeratherthananabsolutemeasuringdevice.Thethreemostpopularcomparisonsaregrouporderranking,individualranking,andpairedcomparisons.Thegrouporderrankingrequirestheevaluatortoplaceemployeesintoaparticularclassification,suchastopone-fifth orsecondone-fifth.Thismethodisoftenusedinrecommendingstudentstograduateschools.Evaluators areaskedtorankthestudentinthetopfivepercent,thenextfivepercent,thenextfifteenpercent,andsoforth.Butwhenusedbymanagerstoappraiseemployees,managersdealwithalltheirsubordinates.Therefore,ifaraterhastwentysubordinates,onlyfourcanbeinthetopfifthand,ofcourse,fourmustalsoberelegatedtothebottomfifth.Theindividualrankingapproachrankordersofemployeesfrombesttoworst.Ifthemanagerisrequiredtoappraisethirtysubordinates,thisapproachassumesthatthedifferencebetweenthefirstandsecondemployeeisthesameasthatbetweenthetwenty-firstandtwenty-second.Eventhoughsomeoftheemployeesmaybecloselygrouped,thisapproachallowsfornoties.Theresultisacleanorderingofemployees,fromthehighestperformerdowntothelowest.Thepairedcomparisonapproachcompareseachemployeewitheveryotheremployeeandrateseachaseitherthesuperiorortheweakermemberofthepair.Afterallpairedcomparisonsaremade,eachemployeeisassignedasummaryrankingbasedonthenumberofsuperiorscoresheorsheachieved.Thisapproachensuresthateachemployeeiscomparedagainsteveryother,butitcanobviouslybecomeunwieldywhenmanyemployeesarebeingcompared.Multipersoncomparisonscanbecombinedwithoneoftheothermethodstoblendthebestfrombothabsoluteandrelativestandards.Forexample,acollegemightusethegraphicratingscaleandtheindividualrankingmethodtoprovidemoreaccurateinformation aboutitsstudents'performance.TheA,B,C,D,orE.Aprospectiveemployerorgraduateschoolcouldthenlookattwostudentswhoeachgota "B" intheirdifferentfinancialaccountingcoursesanddrawconsiderablydifferentconclusionsabouteachwherenexttoonegradeitsays“rankedfourthoutoftwenty-six”,whiletheothersays“rankedseventeenthoutofthirty”.Obviously,thelatterinstructorgivesoutalotmorehighgrades!comparisonsisa(an)measuringdevice.A.absoluteB.relativeC.accurateD.falsetothepassage,therearethreemostpopularcomparisonsexcept.A.grouporderrankingB.individualrankingC.graphicratingscalesD.pairedcomparisonsthispassage,wecaninferthat.recommendingstudentstograduateschoolsoftenusesindividualrankingthepairedcomparisonapproachassumesthatthedifferencebetweenthefirstandsecondemployeeissamegrouporderrankingensuresthateachemployeeiscomparedagainsteveryothereachmethodofmultipersoncomparisonscanbeusedsimultaneouslyfollowingstatementsaboutindividualrankingarefalseexcept.A.itrankordersofemployeesfromfromthelowestperformeruptothehighestB.theresultisacleanorderingofemployeesitassumesthatthedifferencebetweenthefirstandsecondemployeeisdifferentthisapproachallowsforsomeoftheemployeeswhomaybecloselygroupedarticlemightbeextractedfromthepaperabout.appraisalandreplacementanddevelopmentsystems(二)Ourknowledgeofmotivationtellsusthatpeopledowhattheytosatisfyneeds.Beforetheydoanything,theylookforthepayofforreward.Manyoftheserewards —salaryincreases,employeebenefits,preferredjobassignments—areorganizationallycontrolled.Thetypesofrewardsthatanorganizationcanallocatearemorecomplexthanisgenerallythought.Obviously,thereisdirectcompensation.Buttherearealsoindirectcompensationandnonfinancialrewards.Eachofthesetypesofrewardscanbedistributedonanindividual,group,ororganizationwidebasis.Intrinsicrewardsarethosethatindividualsreceiveforthemselves.Theyarelargelyaresultoftheworker'ssatisfactionwithhisorherjob.Techniqueslikejobenrichmentoranyeffortstoredesignorrestructureworktoincreasepersonalworthtotheemployeemaymakehisorherworkmoreintrinsicallyrewarding.Extrinsicrewardsincludedirectcompensation,indirectcompensation,andnonfinancialrewards.Ofcourse,anemployeeexpectssomeformsofdirectcompensation:abasicwageorsalary,overtimeandholidaypremiumpay,bonusesbasedonperformance,profitsharing,and/orpossiblyopportunitiestopurchasestockoptions.Employeeswillexpecttheirdirectcompensationgenerallytoalignwiththeirassessmentoftheircontributiontotheorganizationand,additionally,willexpectittobecomparabletothedirectcompensationgiventootheremployeeswithsimilarabilitiesandperformance.Theorganizationwillprovideemployeeswithindirectcompensations:insurance, payforholidaysandvacations,services,andperquisites.Inasmuchasthesearegenerallymadeuniformlyavailabletoallemployeesatagivenjoblevel,regardlessofperformance,theyarerallynotmotivatingrewards.However,whereindirectcompensationiscontrollablebymanagementandisusedtorewardperformance,thenitclearlyneedstobeconsideredasamotivatingreward.areoftencnsideredasafunctioninhumanresourcemanagement.2.Extrinsicrewardsincludethefollowingexceptenrichmentcompensationcompensationrewardstothepassage,thefollowingstatementsarefalseexcept.Nonfinancialrewardsbelongtointrinsicrewards.Overtimeandholidaypremiumpaybelongstoindirectcompensation.Employeeswillexpecttheirdirectcompensationtobecomparabletotheindirectcompensationgiventootheremployeeswithsimilarabilitiesandperformance.Employeeswillexpecttheirdirectcompensationgenerallytoalignwiththeirassessmentoftheircontributiontotheorganization.whichtheorganizationprovidesemployeesbelongto.rewardscompensationcompensationrewards5.Theauthorofthispassagewouldmostlikelyagreethat.indirectcompensationiscontrollablebymanagement,thenitcan 'tbeconsideredasamotivatingreward.indirectcompensationsaremadeuniformlyavailabletoallemployeesatagivenjoblevel,regardlessofperformance,theywilllosetheirmotivatingfunction.likejobenrichmentornonfinancialrewardstoincreasepersonalworthtotheemployeemaymakehisorherworkmoreintrinsicallyrewarding.D.Eachtypeofrewardscanbedistributedonanindividualorgroup,notorganizationwidebasis.專(zhuān)業(yè)英語(yǔ)試卷3一、英漢互譯（每題2分，共30分）BonusCompensablefactorsDelayeringForecastingGainsharingplansJobclassificationsystemMinimumwagePerformancefeedbackStaffingtablesWage-ratecompression培訓(xùn)即時(shí)獎(jiǎng)金工資結(jié)構(gòu)勞動(dòng)力市場(chǎng)精簡(jiǎn)、選詞填空（每題2分，共20分）1.inthefactthatsuchWorkersA.rewardB.jobanalysisCHumanRhefactthatsuchWorkersFor醐agErsbenefitchraJlengesof.ffisteafng:apitatellectual orliesmusfebe^mweHdmusfebe^mweHdgfeaegWhMectshoserefpifflnoiusgenerations.2.Insummary,isanintegralpartofeverymanager'sjob.Intheareaofandhiring,it'sthelinemanage/sresponsibilitytospecifythequalificationsemployeesneedtofillspecificpositions.HRmanageralsoadministersthevarious（healthandaccidentinsurance,retirement,vacation,andsoon）.Performanceevaluationsareusedasthebasisforallocations.Staffmanagersareauthorizedtoassistandadviselinemanagersinaccomplishingthesebasic.Determiningthenatureofeachemployee'sjobis ^Laborersshallfulfilltheirtasksoflabor,improvetheirprofessionalskills,followrulesonlaborsafetyandsanitation,andobservelabordisciplineandprofessional.Laborareagreementsreachedbetweenlaborersandtheemployertoestablishlaborrelationshipsandspecifytherights,interestsandobligationsofeachparty.Inapublicemployment,whichservedworkersseekingemploymentandemployersseekingworkers,employmentinterviewerswereappraisedbythenumberofinterviewstheyconducted.三、單項(xiàng)選擇（每題2分，共20ThetendencyforanevaluatortolettheassessmentofanindividualononetraitinfluencehisorherevaluationofthatpersononothertraitsisknownasA.similarityerrorB.haloeffectorerrorC.leniencyerrorD.singlecriterionTheperformanceevaluationapproachwhichcompareseachemployeewitheveryotheremployeeandrateseachaseitherthesuperiorortheweakermemberofthepairisknownas.A.thepairedcomparisonB.theindividualrankingC.thegrouporderrankingD.criticalincidentsDeterminingwhetherornottaskperformanceisacceptableandstudyingthecharacteristicsofindividualsandgroupsthatwillbeplacedinthetrainingenvironmentareknownas.A.personanalysisB.demographicanalysisC.individualanalysisD.groupandindividualanalysisThelinesofadvancementforanindividualwithinanorganizationareknownasA.careerpathsB.jobprogressionsC. careerlines D. jobpathsFreedomfromcriteriondeficiencyofperformanceappraisalsreferstotheextenttowhich^A.standardsrelatetotheoverallobjectivesoftheorganizationstandardscapturetheentirerangeofanemployee'sresponsibilitiesindividualstendtomaintainacertainlevelofperformanceovertimefactorsoutsidetheemployee'scontrolcaninfluenceperformanceTheHayprofilemethoduseswhichthreefactorsforevaluatingjobs.A.knowledge,skill,andresponsibility B.mentalability,skill,andresponsibilityC.knowledge,mentalability,andresponsibility D. knowledge,mentalability,andaccountabilityWhichofthefollowingisnotanimportantcomponentofameaningfulgainsharingplan.A.establishingfairandprecisemeasurementstandardsensuringthatbonuspayoutformulasareeasytocalculateensuringthatbonuspayoutsarelargeenoughtoencouragefutureemployeeeffortdependingontopmanagementtodevelopthegainsharingprogramGivingemployeesmorecontroloverdecisionsaboutwhotheirco-workerswillbeisknownas^A.empoweredselectionB.collaborationC.teamselectionD.groupdevelopmentWhichofthefollowingisatechniqueusedtoelicitemployeeviewsinordertomakedecisionsandinitiatechangeA.suggestionsystem B.downwardcommunicationC.attitudesurveyD.empowermentAssessingthedegreetowhichwhatemployeeslearnedduringthetrainingprogramistranslatedintoenhancedemployeeperformanceisknownas.A.resultsevaluationB.reactionevaluation C.behaviorevaluationD.learningevaluation四、閱讀理解（每題3分，共30分）（一）Atrainingoralearningspecificationisaproductofjobanalysis.Itbreaksdownthebroaddutiescontainedinthejobdescriptionintothedetailedtasksthatmustbecarriedout.Itthensetsoutthecharacteristicsorattributesthattheindividualshouldhaveinordertoperformthesetaskssuccessfully.Thesecharacteristicsare:knowledge-whattheindividualneedstoknow.Itmaybeprofessional,technicalorcommercialknowledge.Oritmaybeaboutthecommercial,economic,ormarketenvironment;themachinestobeoperated;thematerialsorequipmenttobeusedortheprocedurestobefollowed;orthecustomers,clients,colleaguesandsubordinatesheorsheisincontactwithandthefactorsthataffecttheirbehavior.Oritmayrefertotheproblemsthatoccurandhowtheyshouldbedealtwith.skills—whattheindividualneedstobeabletodoifresultsaretobeachievedandknowledgeistobeusedeffectively.Skillsarebuiltprogressivelybyrepeatedtrainingorotherexperience.Theymaybemanual,intellectualormental,perceptualorsocial.Competences-thebehaviors'competencesneededtoachievethelevelsofperformancerequired.attitudes—thedisposition tobehaveortoperforminawaythatisinaccordancewiththerequirementsofthework.performancestandards-whatthefullycompetentindividualhastobeabletoachieve.Atrainingoralearningspecificationisaproductof.A.jobstructureB.jobevaluationC.jobdesignD.jobanalysisAccordingtothispassage,whichofthefollowingisn 'tthecharacteristicorattributethattheindividualshouldhaveinordertoperformthetasksuccessfullyA.knowledgeB.mentalabilityC.competencesD.attitudesAccordingtothispassage,theknowledgethattheindividualshouldhaveinordertoperformthetasksuccessfullymayincludethefollowingexceptA.professional,technicalorcommercialknowledgeB.knowledgeaboutthecommercial,economic,ormarketenvironmentC.knowledgeaboutthejobdescription D.theproblemsthatoccurandhowtheyshouldbedealtwithFromthispassage,wecaninferthat.Inordertoperformtaskssuccessfully,individualsneedknowmorethantheirprofessionalknowledge.B.Inordertoperformtaskssuccessfully,skillsthattheindividualshouldhavearebuiltonlybyrepeatedtraining.Inordertoperformtaskssuccessfully,thedispositiontobehaveortoperforminawayneedn 'tbeinaccordancewiththerequirementsofthework.Inordertoperformtaskssuccessfully,performancestandardsshouldbebasedonwhattheaverageindividualhastobeabletoachieve.Thebesttitleofthispassageis.A.jobanalysisB.trainingorlearningspecificationC.jobdescriptionD.performancestandards(二)Supplyforecastingmeasuresthenumberofpeoplelikelytobeavailablefromwithinandoutsidetheorganization,havingallowedforattrition,absenteeism,internalmovementsandpromotions,andchangesinhoursandotherconditionsofwork.Theforecastwillbebasedon:Ananalysisofexistinghumanresourcesintermsofnumbersineachoccupation,skillsandpotentials;Forecastlossestoexistingresourcesthroughattrition(theanalysisoflaborwastageisanimportantaspectofhumanresourceplanning,becauseitprovidesthebasisforplanstoimproveretentionrates);Forecastchangestoexistingresourcesthroughinternalpromotions;Theeffectofchangingconditionsofworkandabsenteeism;Sourcesofsupplyfromwithintheorganization;Sourcesofsupplyfromoutsidetheorganizationinthenationalandlocallabormarkets.Mathematicalmodelingtechniquesaidedbycomputerscanhelpinthepreparationofsupplyforecastsinsituationswherecomprehensiveandreliabledataonstocksandflowsbeprovided.Asthisisrarelythecase,theyareseldomused.Thedemandandsupplyforecastscanthenbeanalyzedtodeterminewhetherthereareanydeficitsorsurplus.Thisprovidesthebasisforrecruitment,retentionand,ifunavoidable,downsizingplans.Computerizedplanningmodelscanbeusedforthispurpose.Itis,however,notessentialtorelyonasoftwareplanningpackage.Thebasicforecastingcalculationscanbecarriedoutwithaspreadsheetwhich,foreachoccupationwhereplansneedtobemade,setsoutandcalculatesthenu