助理人力資源管理師英語(yǔ)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：?jiǎn)雾?xiàng)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

HRENGLISH

第一部分：詞匯表

序號(hào)認(rèn)知詞匯中譯詞意

1Absence缺席

2Acceptability可接受性

3Achievementtests成就測(cè)試

4Actionplan行動(dòng)計(jì)劃

5Adverseimpact負(fù)面影響

6Allowance津貼，補(bǔ)助

7Announcement公告

8Applicant求職者

9Application申請(qǐng)

10Appraisal評(píng)價(jià)，評(píng)估

11Appoint任命

12Arbitrary仲裁

13Assessmentcenter評(píng)價(jià)中心

14Authority權(quán)威

15Audiovisualinstruction視聽(tīng)教學(xué)

16Auditapproach審計(jì)法

17Balancedscorecard綜合評(píng)價(jià)卡，平衡計(jì)分法

18Behaviormodeling行為模擬

19Behavior-basedprogram行為改變計(jì)劃

20Benchmarks基準(zhǔn)

21Benefits福利

22Bonus獎(jiǎng)金

23Businessplanning企業(yè)規(guī)劃

24Candidate候選人

25Careeranchor職業(yè)錨

26Careercounseling職業(yè)咨詢

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27Careercurves職業(yè)曲線

28Careerdevelopment職業(yè)發(fā)展

29Centralization集權(quán)化

30Coach教練

31Cognitiveability認(rèn)知能力

32Commitment承諾，義務(wù)

33Communicationskill溝通技巧

34Compensablefactors報(bào)酬要素

35Compensation報(bào)酬，補(bǔ)償

36Competencyassessment能力評(píng)估

37Competencymodel能力模型

38Competitiveadvantage競(jìng)爭(zhēng)優(yōu)勢(shì)

39Compromise妥協(xié)

40Concentrationstrategy集中戰(zhàn)略

41Consultation商量，請(qǐng)教

42Continuouslearning持續(xù)學(xué)習(xí)

43Coordinationtraining合作培訓(xùn)

44Corecompetencies核心競(jìng)爭(zhēng)力

45Coststructure成本結(jié)構(gòu)

46Criticalincidentmethod關(guān)鍵事件法

47Cross-culturalpreparation跨文化準(zhǔn)備

48Cross-training交叉培訓(xùn)

49Culturalenvironment文化環(huán)境

50Culturalshock文化沖擊

51Customerappraisal顧客評(píng)估

52Dataflowdiagram數(shù)據(jù)流程圖

53Decentralization分散化

54Decisionmaking決策

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55Deficiency缺乏

56Delayering扁平化

57Demandforecasting需求預(yù)測(cè)

58Depression沮喪

59Developmentplanningsystem開(kāi)發(fā)規(guī)劃系統(tǒng)

60Differentialpiecerate差額計(jì)件工資

61Directcosts直接成本

62Discipline紀(jì)律

63Dismiss解雇

64Disparatetreatment差別性對(duì)待

65Diversitytraining多元化培訓(xùn)

66Dividends紅利

67Discrimination歧視

68Downsizing精簡(jiǎn)

69Downwardmove降級(jí)

70Efficiencywagetheory效率工資理論

71Egalitarian平等主義

72Earnings所得，收入

73Efficiency效率

74Employeeempowerment員工授權(quán)

75Employeeleasing員工租借

76Employeesurveyresearch雇員調(diào)查與研究

77Entrepreneur企業(yè)家

78Equalemploymentopportunity(EEO)公平就業(yè)機(jī)會(huì)

79Ethics道德

80Exitinterview離職面談

81Expatriate外派雇員

82Expertsystems專家系統(tǒng)

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83Explicitknowledge顯性知識(shí)

84Externalgrowthstrategy外部成長(zhǎng)戰(zhàn)略

85Externallabormarket外部勞動(dòng)力市場(chǎng)

86Facetofacediscussion當(dāng)面討論

87Factorcomparisonsystem因素比較法

88Feedback反饋

89Flathourlyrate小時(shí)工資率

90Flextime靈活的時(shí)間

91Flowchart流程圖

92Formaleducationprograms正規(guī)教育計(jì)劃

93Frameofreference參照系

94Functionaljobanalysis,FJA職能工作分析

95Gainsharingplans收益分享計(jì)劃

96Globalization全球化

97Goalsandtimetables目標(biāo)和時(shí)間表

98Groupmentoringprogram群體指導(dǎo)計(jì)劃

99Headhunter獵頭

100Healthyandsafety健康安全

101High-performanceworksystems高績(jī)效工作系統(tǒng)

102Hourlywork計(jì)時(shí)工資制

103Humancapital人力資本

104Humanresourceinformationsystem人力資源信息系統(tǒng)

105Humanresourcemanagement人力資源管理

106Humanresourcesplanning,HRP人力資源計(jì)劃

107Income收入，收益

108Indirectcosts間接成本

109Inflation通貨膨脹

110Input投入

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111Insurance保險(xiǎn)

112Intellectualasset知識(shí)資產(chǎn)

113Internalanalysis內(nèi)部分析

114Internalgrowthstrategy內(nèi)部成長(zhǎng)戰(zhàn)略

115Internallaborforce內(nèi)部勞動(dòng)力

116Internet互聯(lián)網(wǎng)

117Internshipprograms實(shí)習(xí)計(jì)劃

118Interview面試

119Industrialization產(chǎn)業(yè)化

120IT(lnformationTechnology)信息技術(shù)

121Invest投資

122Jobanalysis工作分析

123Jobclassificationsystem工作分類法

124Jobdescription工作描述

125Jobdesign工作設(shè)計(jì)

126Jobenlargement工作擴(kuò)大化

127Jobenrichment工作豐富化

128Jobevaluation工作評(píng)價(jià)

129Jobrankingsystem工作重要性排序法

130Jobrotation匚作輪換

131Jobsatisfaction工作滿意度

132Jobspecification工作規(guī)范

133Jobstructure工作結(jié)構(gòu)

134Laborrelationsprocess勞動(dòng)關(guān)系進(jìn)程

135Leaderlessgroupdiscussion無(wú)領(lǐng)導(dǎo)小組討論法

136Learningorganization學(xué)習(xí)型組織

137Linemanager直線經(jīng)理

138Maintenanceofmembership會(huì)員資格維持

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139Managementbyobjectives,MBO目標(biāo)管理

140Managementforecasts管理預(yù)測(cè)

141Managementprocess管理過(guò)程

142Managerappraisal經(jīng)理評(píng)估

143Managingdiversity管理多元化

144Manpower人力，勞動(dòng)力

145Markovanalysis馬克夫分析法

146Materialincentive物質(zhì)獎(jiǎng)勵(lì)

147Mediation調(diào)解

148Mentor導(dǎo)師

149Meritguideline績(jī)效指南

150Minimumwage最低工資

151Morale

152Motivationtolearn學(xué)習(xí)的動(dòng)機(jī)

153Needsassessment（培訓(xùn)）需要評(píng)價(jià)

154Nightshift夜班

155Nonprofitorganization非營(yíng)利組織

156Occupation職業(yè)

157On-the-jobtraining,OJT在職培訓(xùn)

158Opportunitytoperform實(shí)踐的機(jī)會(huì)

159Organizationdesignanddevelopment組織設(shè)計(jì)與發(fā)展

160Organizationalanalysis組織分析

161Organizationchart組織結(jié)構(gòu)圖

162Organizationcode組織代碼

163Orientation入職培訓(xùn)

164Outplacementcounseling重新謀職咨詢

165Outsourcing外包

166Overpay超額工資

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167Panelinterview小組面試

168Payclaim加薪要求

169Paygrade工資等級(jí)

170Paystructure工資結(jié)構(gòu)

171Pay-for-performancestandard按績(jī)效的報(bào)酬標(biāo)準(zhǔn)

172Pay-policyline工資政策線

173Payroll職工薪水冊(cè)

174Pension養(yǎng)老金，退休金

175Peerappraisal同事評(píng)估

176Performanceappraisal績(jī)效評(píng)價(jià)

177Performancefeedback績(jī)效反饋

178Performancemanagement績(jī)效管理

179Performanceplanningandevaluation績(jī)效規(guī)劃與評(píng)價(jià)系統(tǒng)

180Post崗位，職位

181Priority優(yōu)先

182Personcharacteristics個(gè)人特征

183Personnelselection人員甄選

184Piecework計(jì)件工資

185Positionanalysisquestionnaire,PAQ職位分析問(wèn)卷調(diào)查

186Powerdistance權(quán)力差距

187Predictivevalidation預(yù)測(cè)效度

188Profitsharing利潤(rùn)分享

189Promotion晉升

190Psychologicalcontract心理契約

191Questionnaire調(diào)查問(wèn)卷

192Rapport和諧，親善

193Readability易讀性

194Readinessfortraining培訓(xùn)準(zhǔn)備

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195Reasoningability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

203Relationaldatabase關(guān)聯(lián)數(shù)據(jù)庫(kù)

204Reliability信度

205Remuneration報(bào)酬

206Reputation聲譽(yù)，名聲

207Retentionplan（核心人員）保持計(jì)劃

208Repatriation歸國(guó)準(zhǔn)備

209Replacementcharts替換表

210Returnoninvestment(ROI)投資回報(bào)

211Roleanalysistechnique角色分析技術(shù)

212Roleplay角色扮演

213Seniormanagement高級(jí)管理層

214Sickleave病假

215Self-appraisal自我評(píng)估

216Subcontracting轉(zhuǎn)包合同

217Substantivereason客觀存在因素

218Successor后任

219Supplyforecasting供給預(yù)測(cè)

220Talent才能，才干

221Situationalinterview情景面試

222Skillinventories技能量表

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223Skill-basedpay技能工資

224Specificity明確性

225Spotbonus即時(shí)獎(jiǎng)金

226Staffingtables人員配置表

227Strategicchoice戰(zhàn)略選擇

228Strategiccongruence戰(zhàn)略一致性

229Strategichumanresourcemanagement戰(zhàn)略性人力資源管理

230Strategyimplementation戰(zhàn)略執(zhí)行

231Subordinate下屬

232Successionplanning可持續(xù)發(fā)展計(jì)劃

233Tacitknowledge隱形知識(shí)

234Taskanalysis任務(wù)分析

235Teambuilding團(tuán)隊(duì)建設(shè)

236Termination終止

237Totalqualitymanagement(TQM)全面質(zhì)量管理

238Trainingadministration培訓(xùn)管理

239Trainingoutcomes培訓(xùn)結(jié)果

240Trendanalysis趨勢(shì)分析

241Turnover離職，流動(dòng)

242Utility效用

243Validity效度

244Verbalcomprehension語(yǔ)言理解能力

245Vesting既得利益

246Voicing發(fā)言

247Wageandsalarysurvey薪資調(diào)查

248Web-basedtraining網(wǎng)上培訓(xùn)

249Welfaresystem福利體系

250Workpermit/workcertificate就業(yè)許可證

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第二部分：選詞填空

第一套

A.feedbackB.benchmarkingC.rewards

D.HumanresourcemanagementE.benefitF.on-the-job

G.performanceH.downsizingLDirectcostJ.output

1.referstothepracticesandpoliciesyouneedtocarryoutthepeopleor

personnelaspectsofyourmanagementjob.

2.LaborturnoverratesprovideavaluablemeansoftheeffectivenessofHR

policiesandpracticesinorganizations.

3.Laborturnovercanbecostly.ofrecruitingandtrainingreplacements

shouldbeconsidered.

4.Businessprocessre-engineeringtechniquesaredeployedasinstruments

fbr.

5.Evaluationsalsofulfillthepurposeofprovidingtoemployeesonhowthe

organizationviewstheirperformance.

6.Theofthejobanalysisshouldbeatrainingorlearningspecification.

7.Coachingisapersonaltechniquedesignedtodevelopindividual

skills,knowledge,andattitudes.

8.Extrinsicincludedirectcompensation,indirectcompensation,and

nonfinancialrewards.

9.Flexiblebenefitsallowemployeestopickandchoosefromamongamenuof

options.

10.China'seconomicreformershaveusedmaterialincentivesinorderto

stimulate.

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第二套

A.promotionB.jobanalysisCmanagement

D.GlobalizationE.jobdescriptionF.Humanresourceplanning

G.competenceH.recruitingLirediationJ.assessment

1.Internationalhumanresourcemanagementincludesqualifiedpersonnelfor

ovei'seasassignments.

2.Rapidthroughanextensivestaffrankingsystemisseeninonecompanyas

averyimportantmotivationalmechanism.

3.referstothetendencyoffirmstoextendtheirsalesormanufacturingto

newmarketsabroad.

4.Developingahigh-trustorganizationmeanscreatingtrustbetweenand

employees.

5.determinesthehumanresourcesrequiredbytheorganizationtoachieve

itsstrategicgoals.

6.Theprovidesinformationonthenatureandfunctionsofthejob.

7.Thehaloeffectorerroristhetendencyforanevaluatortolettheofan

individualononetraitinfluencehisorherevaluationofthatpersononothertraits.

8.Trainingisconcernedwithfittingpeopletotakeonextraresponsibilities,increasing

all-round.

9.Atrainingoralearningspecificationbreaksdownthebroaddutiescontainedinthe

intothedetailedtasksthatmustbecarriedout.

10.Incaseoflabordisputesbetweentheemployerandlaborers,thepartiesconcerned

canapplyfororarbitration,bringthecasetocourts,orsettlethemthrough

consultation.

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第三套

A.rewardB.jobanalysisCHumanResourcemanagement

D.ethicsE.benefitprogramsF.humancapital

G.agencyH.goalsL?ntractsJ.recruiting

1.Formanagers,thechallengeoffosteringintellectualorliesinthefact

thatsuchWorkersmustbemanageddifferentlythanwerethoseofprevious

generations.

2.Insummary,isanintegralpartofeverymanager'sjob.

3.Intheareaofandhiring,it'sthelinemanager'sresponsibilitytospecify

thequalificationsemployeesneedtofillspecificpositions.

4.HRmanageralsoadministersthevarious(healthandaccidentinsurance,

retirement,vacation,andsoon).

5.Performanceevaluationsareusedasthebasisforallocations.

6.Staffmanagersareauthorizedtoassistandadviselinemanagersinaccomplishing

thesebasic.

7.Determiningthenatureofeachemployee'sjobis.

8.Laborersshallfulfilltheirtasksoflabor,improvetheirprofessionalskills,follow

rulesonlaborsafetyandsanitation,andobservelabordisciplineand

professional.

9.Laborareagreementsreachedbetweenlaborersandtheemployerto

establishlaborrelationshipsandspecifytherights,interestsandobligationsofeach

party.

10.Inapublicemployment,whichservedworkersseekingemployment

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andemployersseekingworkers,employmentinterviewerswereappraisedbythe

numberofinterviewstheyconducted.

第四套

A.competitionB.arbitrationCexternallabormarkets

D.careersE.outplacementF.jobdescription

G.forecastingH.expatriateI.haloeffectJ.skills

1.Theanalysisofthenumberofpeopleleavingtheorganization(laborturnoverof

wastage)providesdataforuseinsupply.

2.Demandforecastingistheprocessofestimatingthefuturenumbersofpeople

requiredandthelikelyandcompetencestheywillneed.

3.Thearetheexternallocal,regional,nationalandinternationalmarkets

fromwhichdifferentsortsofpeoplecanberecruited.

4.Fromtappingthegloballaborforcetoformulatingselection,training,and

compensationpoliciesforemployeesmanagingglobalizationwillthusbea

majorHRchallengeinthenextfewyears.

5.Thepressureforimprovedperformancetomeetmoreintenseglobal

explainswhymanyorganizationsareseeinghigherstandardsforemployees.

6.Peoplealsoleaveorganizationsvoluntarilytofurthertheir,getmore

moneyormoveawayfromthedistrict.

7.Organizationalreleaseactivitiesdealwithredundancy,,dismissal,

voluntaryturnoverandretirement.

8.Oncealabordisputeoccurs,thepartythathasobjectionstotherulingofthelabor

committeecanbringthecasetoapeoplescourt.

9.Atrainingoralearningspecificationbreaksdownthebroaddutiescontainedinthe

intothedetailedtasksthatmustbecarriedout.

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10.Theisthetendencyforanevaluatortolettheassessmentofanindividual

ononetraitinfluencehisorherevaluationofthatpersononothertraits.

第五套

A.jobsatisfactionB.recruitingCorganizationallearning

D.paysystemsE.strategicplanF.wagelevels

G.motivationalH.needsI.performanceJ?productive

1.Inthemanagementofinternationaljointventures,Pucik(1988)arguesthatoneof

themainchallengesanywhereisthecapacityofthepartnerswithinthejoint

venture.

2.Rapidpromotionthroughanextensivestaffrankingsystemisseeninonecompany

asaveryimportantmechanism.

3.Generallymoneyisseenasimportantforandretainingemployees,but

notasarealmotivator.

4.China'seconomicreformershaveusedmaterialincentivesinorderto

stimulate.

5.Newlaborlawspermitcompaniestosettheirown.

6.OrganizationsarefindingthatIHRMactivitiesarebesthandledbylinkingthemto

theenterprise's.

7.Anextensivereviewoftheliteratureindicatesthatthemoreimportantfactors

conducivetoincludementallychallengingwork,equitablerewards,

supportiveworkingconditions,andsupportivecolleagues.

8.Employeeswantandpromotionpoliciesthattheyperceiveasbeingjust,

unambiguous,andinlinewiththeirexpectations.

9.Theearlyviewsonthesatisfaction-performancerelationshipcanbeessentially

summarizedinthestatement“ahappyworkerisaworker.

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10.Givingallemployeesthesamebenefitsassumesallemployeeshavethe

same.

第六套

A.assessmentB.benefitsCjobanalysis

D.criticalincidentE.humancapitalF.recruitment

G.selectionH.on-the-jobI.forecastsJ.costs

1.Theprovidesinformationonthenatureandfunctionsofthejob.

2.HRisfocusingontheacquisitionanddevelopmentoftherequiredbythe

organization.

3.Thedownsizingplanshouldbebasedonthetimingofreductionsandof

theextenttowhichthesecanbeachievedbynaturalwastageorvoluntaryredundancy.

4.Rapidturnovercanresultsimplyfrompoororpromotiondecisions.

5.Aflexibilityplancancontainproposalstoreduceovertimethroughthe

useofflexiblehours.

6.Job-sharingisanarrangementwherebytwoemployeessharetheworkofone

full-timeposition,dividingpayandbetweenthemaccordingtothetime

eachworks.

7.Theplanshouldincludeplansforattractinggoodcandidatesbyensuring

thattheorganizationwillbecomean"employerofchoice'.

8.Behaviorallyanchoredratingscalescombinemajorelementsfromtheand

graphicratingscaleapproaches.

9.360-degreefeedbackisalsoreferredtoasmulti-sourceormulti-rater

feedback.

10.Coachingisapersonaltechniquedesignedtodevelopindividual

skills,knowledge,andattitudes.

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第七套

A.careersB.arbitrationCpaylevels

D.apprenticeshipE.employmentagenciesF.alternative

G.benefitpackageH.recruitingI.contractJ.training

1.referstothepracticesandpoliciesyouneedtocarryoutthepeopleor

personnelaspectsofyourmanagementjob.

2.LaborturnoverratesprovideavaluablemeansoftheeffectivenessofHR

policiesandpracticesinorganizations.

3.Laborturnovercanbecostly.ofrecruitingandtrainingreplacements

shouldbeconsidered.

4.Businessprocessre-engineeringtechniquesaredeployedasinstruments

for.

5.Evaluationsalsofulfillthepurposeofprovidingtoemployeesonhowthe

organizationviewstheirperformance.

6.Theofthejobanalysisshouldbeatrainingorlearningspecification.

7.Coachingisapersonaltechniquedesignedtodevelopindividual

skills,knowledge,andattitudes.

8.Extrinsicincludedirectcompensation,indirectcompensation,and

nonfinancialrewards.

9.Flexiblebenefitsallowemployeestopickandchoosefromamongamenuof

options.

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10.China'seconomicreformershaveusedmaterialincentivesinorderto

stimulate.

第八套

A.promotionB.jobanalysisCmanagement

D.GlobalizationE.jobdescriptionF.Humanresourceplanning

G.competenceH.recruitingLnrdiationJ.assessment

1.Internationalhumanresourcemanagementincludesqualifiedpersonnelfor

overseasassignments.

2.Rapidthroughanextensivestaffrankingsystemisseeninonecompanyas

averyimportantmotivationalmechanism.

3.referstothetendencyoffirmstoextendtheirsalesormanufacturingto

newmarketsabroad.

4.Developingahigh-trustorganizationmeanscreatingtrustbetweenand

employees.

5.determinesthehumanresourcesrequiredbytheorganizationtoachieve

itsstrategicgoals.

6.Theprovidesinformationonthenatureandfunctionsofthejob.

7.Thehaloeffectorerroristhetendencyforanevaluatortolettheofan

individualononetraitinfluencehisorherevaluationofthatpersononothertraits.

8.Trainingisconcernedwithfittingpeopletotakeonextraresponsibilities,increasing

all-round.

9.Atrainingoralearningspecificationbreaksdownthebroaddutiescontainedinthe

intothedetailedtasksthatmustbecarriedout.

10.Incaseoflabordisputesbetweentheemployerandlaborers,thepartiesconcerned

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canapplyfororarbitration,bringthecasetocourts,orsettlethemthrough

consultation.

第九套

A.skillsB.jobdescriptionCinteraction

D.managementE.roleplayingF.workforce

G.disciplineH.rewardsI.taskJ.training

1.Developingahigh-trustorganizationmeans

creatingtrustbetweenandemployees.

2.Retainingknowledgeworkersisamatterof

providingasupportiveworkplaceenvironmentand

motivatingthemthroughbothtangibleand

intangible.

3.Increaseddiversitywillplacetremendous

demandsontheHRmanagementfunction.

4.Writingandjobspecificationbasedon

inputfromdepartmentsupervisoristhe

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responsibilityofHRdepartment.

5.Supervisorsshouldmakesureemployeesare

guaranteedfairtreatmentasitrelatesto,

dismissalandjobsecurity.

6.Itisimportanttoevaluateinorderto

assessitseffectivenessinproducingthelearning

outcomes.

7.Jobrotationcanbeaninefficientandfrustrating

methodofacquiringadditionalknowledge

andunlessitiscarefullyplannedand

controlled.

8.Intheparticipantsactoutasituationby

assumingtherolesofthecharactersinvolved.

9.Thebasicphilosophyofmanagerialgridtraining

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post-at-2013-01-18

isthattheoftheindividualmanageristo

achieveproductionthroughpeople.

10.Interactiveskillstrainingisdefinedby

Rackhamas:"Anyformoftrainingwhichaimsto

increasetheeffectivenessofanindividual's—

withothers/'