上海人力资源管理师考试专业英语试卷样题

上海人力资源管理师考试专业英语试卷样题上海人力资源管理资考资资资英资资卷资资资资英资资卷资资　　一、英资互资;每资2分～共30分,　　1.Behaviormodeling　　2.Employeeleasing　　3.Factorcomparisonsystem　　4.Graphicrating-scalemethod　　5.Panelinterview　　6.Replacementcharts　　7.Selection　　8.Vesting　　9.Teamleadertraining　　10.Profitsharing　　11.心理支持　　12.技能工资　　13.上培资网　　14.资资工作　　15.工作资大化　　二、资资资资;每资2分～共20分,　　1.Executivesormanagerswhocoach,advise,andencourageemployeesoflesserrankarecalled.　　A.Protgséé　　B.teachers　　C.mentors　　D.rolemodels　　2.Asanappraiser,youshouldtrytodoallofthefollowingexcept.　　A.minimizecriticism　　B.changetheperson,notthebehavior　　C.focusonsolvingproblems　　D.besupportive　　3.Individualsworkinginternationallyneedtoknowasmuchaspossibleaboutallofthefollowinghost-countrycharacteristicsexcept.　　A.socialandbusinessetiquette　　B.culturalvaluesandpriorities　　C.politicalstructureandcurrentplayers　　D.culturaltrends　　4.Questionscontainedinstructuredjobinterviewsshouldbebasedon.　　A.jobanalysis　　B.jobdesign　　C.jobspecialization　　D.jobutilization　　5.Outplacementservicesare.　　A.usefulmethodsofattractingindividualsintoacareer　　B.designedtohelpterminatedemployeesfindajobelsewhere　　C.rarelygiventoexecutiveemployees　　D.vitalpartsofanycareermanagementsystem　　6.Whichofthefollowingisnotacoreskillthatiscriticalforsuccessabroad?.　　A.Physicalfitnessandmentalmaturity　　B.Effectivedelegateskills　　C.Prudentdecision-makingskills　　D.Culturaladaptability　　7.Ifyourprimaryobjectiveforaperformanceappraisalistogiveemployeesdevelopmentalfeedback,whichofthefollowingappraisalmethodsshouldyouuse?.　　A.Traitmethod　　B.Resultsmethod　　C.Behaviormethod　　D.Attitudinalmethod　　8.Compensationprogramsthatcompensateemployeesfortheknowledgetheypossessareknownas.　　A.skill-basedpayplans　　B.performance-basedpayplans　　C.merit-basedpayplans　　D.seniority-basedpayplans　　9.Toimplementasuccessfulprograminbasicandremedialtraining,managersshoulddoallofthefollowingexcept.　　A.explaintoemployeeswhytrainingwillhelpthemintheirjobs　　B.useaclassroom-orientedapproachsoemployeeslearnbylectures　　C.providefeedbackonemployees'progress　　D.relatethetrainingtotheemployees'goals　　10.Whichofthefollowingisnottrueofself-ratingsofperformance?.　　A.Theyarebeneficialwhenmanagersseektoincreasetheemployee'sinvolvementinthereviewprocess　　B.Criticsarguethatself-ratingsaremorelenient　　C.Researchhasshownthatself-ratingsareasvalidas,ifnotmorevalidthan,testscores　　D.Theyarefreeofmostbiasesthatotherratingsourcesmayhave　　三、资资理解;每资3分～共30分,　　;一,　　ThepromotionanddevelopmentofperformancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagement,byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefined,andensuringthatactualbehaviorsarereviewedand,whereappropriate,rewardedbyfinancialornon-financialmeans.Performancemanagementreviewscanidentifyweaknessesanddevelopmentneedsinthisaspect,andinitiatepersonaldevelopmentplans,whicharedesignedtomeettheseneeds.　　Onestartingpointfortheprocesscouldbethecascadingofcorporatecorevaluesforknowledge-sharingtoindividuals,sothattheyunderstandwhattheyareexpectedtodotosupportthosecorevalues.Knowledgesharingcanbeincludedasanelementofacompetencyframework,andthedesiredbehaviorwouldbespeltoutandreviewed.Forexample,positiveindicatorssuchasthoselistedbelowcouldbeusedasabasisforagreeingcompetencyrequirementsandassessingtheextenttowhichtheyaremet.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing:　　.Iseagertoshareknowledgewithcolleagues;　　.Takespositivestepstosetupgroupmeetingstoexchangerelevantinformationandknowledge;　　.Buildsnetworkswhichprovideforknowledgesharing;　　.Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughtheintranetand/orothermeansofcommunication.　　Hansenetal(1999)mentionthatatErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions,oneofwhichistheir'contributiontoandutilizationoftheknowledgeassetofthefirm'.AtBain,partnersareevaluatedeachyearonavarietyofdimensions,includinghowmuchdirecthelptheyhavegivencolleagues.　　1.Thebesttitleforthisarticleis.　　A.Knowledge-sharing　　B.Performancemanagementreviews　　C.Performancemanagementprocesses　　D.Performancemanagementforknowledgeworkers　　2.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharingexcept.　　A.Isreluctanttoshareknowledgewithcolleagues　　B.Takespositivestepstoexchangerelevantinformationandknowledge　　C.Buildsnetworkswhichprovideforknowledgesharing　　D.Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughsomemeansofcommunication　　3.WhichofthefollowingisnotmentionedbyHansenetal?.　　A.AtBain,directhelpthatpartnershavegivencolleagueswillbeevaluated.　　B.AtErnst&Young,consultants'contributiontotheknowledgeassetofthefirmwillbeevaluated.　　C.AtBain,partnersareeagertoshareknowledgewithcolleagues.　　D.AtErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions.　　4.Theauthorofthispassagewouldmostlikelyagreethat.　　A.PerformancemanagementprocessesbyHRcanmakelittlecontributiontoknowledgemanagement.　　B.Thecascadingofcorporatecorevaluesforknowledge-sharingtoindividualscouldbeonestartingpointfortheperformancemanagementprocess.　　C.Knowledge-sharingcan'tbeincludedasanelementofacompetencyframework.　　D.Takingpositivestepstoexchangerelevantinformationandknowledgeisn'tanexampleofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing.　　5.Accordingtothepassage,performancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagementthroughthefollowingmeasuresexcept.　　A.byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefined　　B.byensuringthatactualbehaviorsarereviewed　　C.byensuringthatactualbehaviorsarerewardedbyfinancialornon-financialmeans　　D.bybuildingnetworkswhichprovideforknowledgesharing　　;二,　　"T-group"standsfor"traininggroup,"whichisnotaveryhelpfuldescription.Itisalsoreferredtoassensitivitytraining,groupdynamics,andgrouprelationstraining.T-grouphasthreeaims:　　1.Toincreasesensitivity-theabilitytoperceiveaccuratelyhowothersarereactingtoone'sbehavior.　　2.Toincreasediagnosticability-theabilitytoperceiveaccuratelythestateofrelationshipsbetweenothers.　　3.Toincreaseactionskill-theabilitytocarryouttheskillfulbehaviorrequiredbythesituation.　　InaT-group,thetrainerwillexplaintheaimsoftheprogramandmayencouragediscussionandcontributehisorherownreactions.Butheorshedoesnottakeastrongleadandthegroupislargelylefttoitsowndevicestodevelopastructurethattakesaccountofthegoalsofboththemembersofthegroupandthetrainerprovidesaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehavior.Theydothisbygiving"feedback"orexpressingtheirreactiontooneanother.Membermaynotalwaysacceptcommentsaboutthemselves,butastheT-groupdevelopstheywillincreasinglyunderstandhowsomeaspectsoftheirbehaviorarehiddentothemandwill,therefore,bewellonthewaytoanincreaseinsensitivity,diagnosticability,andactionskill.　　Follow-upstudieshavenotedthreeprincipleareasofchangefollowingtheattendanceoftraineesatanexternalT-grouplaboratory:　　1.Increasedopenness,receptivity,andtoleranceofdifferences.　　2.Increasedoperationalskillininterpersonalrelations,withovertonesofincreasedcapacityforcollaboration.　　3.Improvedunderstandinganddiagnosticawarenessofself,others,andinteractiveprocessesingroups.T-groupshavebeenattackedbecauseofthepossibilityofnegativeordetrimentaleffects.Butnoneofthefollow-upstudieshasdetectedanysignificantproblems.Amorevalidbasisfordoubtisthatithasbeendifficulttoprovethattheyhavebeencosteffectivefororganizationswhohaveusedthemoncompanyorhavestronglysupportedexternalprograms.　　Thiscriticismcouldbeleveledatanyotherformofgrouptrainingor,indeed,mostoff-the-jobtraining.Thedegreetowhichitcanbeinvalidatedwilldependontheeffectivenessofthetrainingdesignandofthetrainer.　　T-grouplaboratoriesintheirpurestformareunlikelyevertobecomeamajorpartofcompanytrainingprograms,butthegroupdynamicsapproachhasvalidusesinthemodifiedforms.　　1.Thisarticlemightmostlikelybeextractedfromthepaperabout.　　A.humanresourceplanning　　B.performanceevaluation　　C.internationalhumanresourcemanagement　　D.traininganddevelopment　　2."T-group"isreferredtoasthefollowingexcept.　　A.sensitivitytraining,　　B.on-the-jobtraining　　C.groupdynamics　　D.grouprelationstraining　　3.Theauthorofthispassagewouldmostlikelyagreethat.　　A.InaT-group,thetrainerwilltakeastronglead.　　B.InaT-group,membersmayalwaysacceptcommentsaboutthemselves.　　C.InaT-group,thetrainershouldprovideaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehaviors.　　D.InaT-group,membersdon'texpresstheirreactiontooneanother.　　4.Accordingtothepassage,whichofthefollowingcan'tchangetheattendanceoftraineesatanexternalT-grouplaboratory?.　　A.pooreffectivenessofthetrainingdesign　　B.improvedunderstandinganddiagnosticawarenessofselfandothers　　C.increasedopenness,receptivity,andtoleranceofdifferences　　D.increasedoperationalskillininterpersonalrelations　　5.Fromthispassage,wecaninferthat.　　A.T-grouplaboratoriesarelikelybeusedasamajorpartoftrainingprogramsbycompany.　　B.ThereisnocriticismonT-grouplaboratories.　　C.IfT-grouplaboratoriesaremodifiedwell,ithasalsovaliduses.　　D.T-grouplaboratorieshavenouseforcompany.　　四、作写;共20分,　　某公司欲招聘一位资主管;会chiefaccountant,～需要人力资源管理部资资其资制一资位资明资;份JobDescription,～假如公司资资理要求完成资资工作～资用英文完成以下资位资明资。你来你　　JobDescription　　PositionDepartment　　AccountabletoSalary/paygrade　　[]35-40hrs/wk[]20-35hrs/wk[]lessthan20hrs/wk　　Jobsummary　　Responsibilities/dailytasks　　Qualifications　　Relationsofthepositiontoothersinthecompany　　答案　　一、英资互资:　　1.行资模资2.资工租借3.因素比资法4.资式资法估5.小资面资6.替资表7.甄资8.得利益既9.资资资资培资10.利资分享11.Psychologicalsupport12.Skill-basedpay13.Web-basedtraining14.Keyjobs15.Jobenlargement　　二、资资资资:　　1.C2.B3.D4.A5.B6.B7.C8.A9.B10.D　　三、资资理解:　　1.D2.A3.C4.B5.D　　1.D2.B3.C4.A5.C　　四、作;资供考,写参　　JobDescription　　PositionchiefaccountantDepartmentfinancialdepartment　　AccountabletoCFOSalary/paygrade3　　[yes]35-40hrs/wk[]20-35hrs/wk[]lessthan20hrs/wk　　Jobsummary　　Workcloselywiththecompany'sCFO,andensurethatalloftheresponsibilitiespertainingtotheaccountingdepartmentaremet.　　Developanddirecttheactivitiesoftheprofessionalstaffinvolvedwiththefinancialaspectsofoperations,includingforecasting,planning,budgeting,creditandcollections,costaccounting,andfinancialcontrolsystems.　　Responsibilities/dailytasks　　ReporttotheCFOandberesponsibleforallaccountingfunctions.　　Providinganalyticalbudgetary&financialplanning/reportingsupporttoseniormanagement.　　Establishingandmaintaininginternalcontrols,externalfinancialreporting.　　Interfacewithexternalauditors,handlingallcorporatetaxmatters.　　Qualifications　　Masterdegreeorabove;　　Atleast5yearsexperienceinaccountingwork;　　WorkexperienceinforeignorJVcompanyispreferred;　　Willingtotravel.　　Relationsofthepositiontoothersinthecompany　　Administrationdepartment;Marketingdepartment;Manufacturingdepartment;R&Ddepartmentetal.人力资源管理资英资资资2005.111.Apprenticeship2.Benchmarks3.Competencyassessment4.Differentialpiecerate5.Flextime6.Hayprofilemethod7.Jobrotation8.Mentor9.Performanceplanningandevaluation(PPE)10.Teamleadertraining11.全面资量管理12.网上培资13.甄资14.资出15.工作 分析 定性数据统计分析pdf销售业绩分析模板建筑结构震害分析销售进度分析表京东商城竞争战略分析 1.Jobspecification——2.Markovanalysis——3.Outplacementcounseling——4.Reengineering——5.Actionsteps——6.Careercurves——7.Diversitytraining——8.Groupmentoringprogram——9.High-leveragetraining——10.Skillinventories——11.360度反资——12.薪资资资——13.资效管理——14.面资——15.道德——21.Ingeneral,inrecentyearstheroleofpeopleinadeterminingafirm’scompetitiveadvantagehas.C.increasedinimportanceinbothserviceandmanufacturingfirms22.Objectivesaccomplishedthroughjobanalysisincludeallofthefollowingexcept.C.eliminatingdiscrepanciesbetweeninternalwageratesandmarketrates23.360-degreefeedbackmightbeusedforthefollowingexcept.D.recruitment24.Employeeswhoarecoached,advised,andencouragedbyemployersofgreaterrankareknownas.D.proteges25.Whichofthefollowingisn’taformofperformance-basedcompensation?.C.minimumwage26.Advantageofemployeestockownershipplans(ESOPs)includeallofthefollowingexcept.B.theemployees’pensionsarelessvulnerableduetodiversification27.Lee,anewsupervisor,wantstocorrectlydocumentthepoorperformanceofanemployee.Whichofthefollowingwouldhenothavetodo?.A.performacurrentperformanceappraisaloftheemployee28.Allofthefollowingbenefitsarerealizedbyaligningemployeerewardswithperformanceexcept.B.employeeswillpursueoutcomesthatbeneficialtothemselves29.Staffingtheorganization,designingjobsandteams,developingskillfulemployees,identifyingapproachesforimprovingemployeeperformance,andother“HRM”issuesaredutiestypicallyreservedfor.C.HRandlinemanagers30.JobanalysisiscalledthecornerstoneofHRMbecause.C.theinformationitcollectsservesomanyHRMfunctions1.Duringtheselectionprocedure,anapplicantmayberejected.D.atanystepintheprocedure2.Whichtypeoftrainingallowsstudentstogetreal-worldexperienceinorganizationswhilestillreceivingcollegecredit?.C.internships3.Self-appraisalsarebestfor.B.developmentalpurposes4.Anemployerwishingtosetupthejobclassificationsystemofjobevaluationwouldhaveto.C.describejobgradeswithincreasingamountofresponsibility,skill,knowledge,orability5.Whenacombinationsalaryandcommissionplanisusedtocompensatesalesemployees,thepercentageofcashcompensationpaidincommissioniscalled.C.anincentive6.Toenhancethedegreeofrarenessinemployeeskillandabilities,organizationsshoulddevelopcompetenciesintheiremployeesthat.D.arenotequallyavailableinthelabormarket7.Sometimesorganizationsprovideservicestoterminatedemployeesthathelpthembridgethegapbetweentheiroldpositionandanewjob.Theseservicesareknownas.C.outplacementassistance8.Organizationsliketohireolderworkersbecause.A.theyhaveprovenemploymentexperience9.Whendeterminingwheretrainingemphasisshouldbeplaced,anexaminationofthegoals,resources,andenvironmentoftheorganizationisknownas.B.organizationanalysis10.Whileacareerdevelopmentprogramrequiresspecialprocessesandtechniques,abasicrequirementis.C.managementsupport5Todevelopandimplement360-degreefeedbackthefollowingstepsneedtobetaken:1.360-degreefeedbackmightbeusedforthefollowingexcept.D.recruitment2.Aboutthethirdstepof360-degreefeedback,whichoneofthefollowingstatementsisfalse?.B.Thefeedbackwillbeknownbyotherpeopleusually.3.Aboutthefourthstepof360-degreefeedback,theauthormightmostlikelyagreethat.C.Itmaytaketheformofalistofheadingsfordevelopment.4.Fromthispassage,wecaninferthat.A.Theexternalconsultantscanhelptoplanandimplement360-degreefeedbackprogram.5.Thispassagemightmostlikelybeextractedfromthepaperabout.B.performanceevaluation6JacksonandBak(1998)suggestthatmotivationofChineseworkerscanbeunderstoodintermsofKatzandKahn’s(1978)categorizationof‘ruleenforcement’,‘externalrewards’and‘internalizedmotivation’,asfollows.1.AccordingJacksonandBak(1998),motivationsofChineseworkersincludethefollowingexcept.C.internalizedenforcement2.Whichofthefollowingstatementsisfalse?.D.Performance-relatedbonusincentivesschemeshaveexistedinChinasince1980.3.AtendencytowardslowdifferentiationofpayinChinareflectsthefollowingexcept.D.astronglyindividualistculture4.AbouttheinternalizedmotivationinChina,theauthormightmostlikelydisagreethat.B.‘Laborheroes’can’tappealtohighperformers.5.Themaintopicofthisarticlemightbe.A.motivationofChineseworkers1Piece-rate,wageincentiveplans,profit-sharing,andlump-sumbonusesareallformsofperformance-basedcompensation.1.Whichofthefollowingisn’taformofperformance-basedcompensation?.C.minimumwage2.Theperformancemeasuresthatmightbeusedforperformance-basedcompensationincludethefollowingexcept.A.individualworktime3.Accordingtothepassage,whichoneofthefollowingstatementsaboutpiece-ratepayplansisfalse?.A.Workersarepaidaunstablesumforeachunitofproductioncompleted.4.Aboutthecompensationplanforseniorexecutives,theauthormightmostlikelyagreethat.C.Theperformance-basedcompensationplanassumethatmanagementhadalargepartincorporateoutcomes,sotheyshouldshareinthegoodtimes.5.Thebesttitleforthispassagemightbe.D.Whatisperformance-basedcompensation2Coachingisapersonalon-the-jobtechniquedesignedtodevelopindividualskills,knowledge,andattitudes.1.Coachingisatechniquethatcanbeusedtodevelopindividualskills,knowledge,andattitudes.A.on-the-job2.Accordingtothepassage,whichoneofthefollowingstatementsistrue?.C.Theperformancereviewprocesscanindicatecareerdevelopmentneeds.3.AccordingtoHawdonHague,typesofcoachingincludethefollowingexcept.D.Spendingtimeinlookingatlowerlevelproblems4.Accordingtothepassage,theauthormightmostlikelyagreethat.B.Coachinghastobeplanned.5.Fromthepassage,wecaninferthat.C.Definingworkandtrainingobjectivescanbeatime-consumingprocess.写作,保密资资招聘广告专专英专专卷,人力专源管理专,资资英资资卷;人力资源管理资,ONLYFORSTUDENTSLEARNING一、英资互资;每资分～共分,2301.Apprenticeship2.Careersupport3.Outsourcing4.Database5.Employeeempowerment6.Goals7.Humanresourceinformationsystem(HRIS)8.Jobrotation9.Learningorganization10.Psychologicalcontract薪资资资11.任资分析12.招募13.资效管理14.工作富化丰15.二、资资空;每资填分～共分,2201.referstothepracticesandpoliciesyouneedtocarryoutthepeopleorpersonnelaspectsofyourmanagementjob.2.LaborturnoverratesprovideavaluablemeansoftheeffectivenessofHRpoliciesandpracticesinorganizations.3.Laborturnovercanbecostly.ofrecruitingandtrainingreplacementsshouldbeconsidered.4.Businessprocessre-engineeringtechniquesaredeployedasinstrumentsfor.5.Evaluationsalsofulfillthepurposeofprovidingtoemployeesonhowtheorganizationviewstheirperformance.6.Theofthejobanalysisshouldbeatrainingorlearningspecification.7.Coachingisapersonaltechniquedesignedtodevelopindividualskills,knowledge,andattitudes.8.Extrinsicincludedirectcompensation,indirectcompensation,andnonfinancialrewards.9.Flexiblebenefitsallowemployeestopickandchoosefromamongamenuofoptions.10.China’seconomicreformershaveusedmaterialincentivesinordertostimulate.三、资资资资;每资分～共分,2201.Theprocessofhelpingredundantemployeestofindotherworkorstartnewcareersis.A.replacementB.outplacementC.releaseD.downsizing2.focustheevaluator’sattentiononthosebehaviorsthatarekeyinmakingthedifferencebetweenexecutingajobeffectivelyorineffectively.A.ThegrouporderrankingB.WrittenessayC.TheindividualrankingD.Criticalincidents3.Theplanshouldincludeplansforattractinggoodcandidatesbyensuringthattheorganizationwillbecomean‘employerofchoice’.A.outplacementB.evaluationC.recruitmentD.training4.Organizationalandcorporateplansindicatethedirectioninwhichtheorganizationisgoing.A.goalsB.resourceC.resultD.process5.aimstobroadenexperiencebymovingpeoplefromjobtojobordepartmenttodepartment.A.JobanalysisB.JobrotationC.JobsatisfactionD.Jobinvolvement6..HRplanningis.A.atechniquethatidentifiesthecriticalaspectsofajobB.theprocessofdeterminingthehumanresourcesrequiredbytheorganizationtoachieveitsstrategicgoalsC.theprocessofsettingmajororganizationalobjectivesanddevelopingcomprehensiveplanstoachievetheseobjectivesD.theprocessofdeterminingtheprimarydirectionofthefirm7.Careerdevelopmentprogramsbenefitorganizationsinallofthefollowingwaysexcept.A.GivingmanagersmorecontrolovertheirsubordinatesB.GivingmanagersincreasedskillinmanagingtheirowncareersC.ProvidinggreaterretentionofvaluedemployeesD.Givinganincreasedunderstandingoftheorganization8.Theareafromwhichemployersobtaincertaintypesofworkersisknownasthe.A.labormarketB.regionC.recruitingareaD.supplyregion9.Asetofstandardsofacceptableconductandmoraljudgmentisknownas.A.moralesB.ethicsC.rulesD.legislation10.Hiringsomeoneoutsidethecompanytoperformtasksthatcouldbedoneinternallyisknownas.A.outplacementB.contractingC.outsourcingD.employeeleasing四、资资理解;每资分～共分,330;一,Thecontextforobtainingthepeoplerequiredwillbethelabormarketsinwhichtheorganizationisoperatingwhichare:1.Theinternallabormarket-thestocksandflowsofpeoplewithintheorganizationwhocanbepromoted,trained,orre-deployedtomeetfutureneeds.2.Theexternallabormarker-theexternallocal,regional,nationalandinternationalmarketsfromwhichdifferentsortsofpeoplecanberecruited.Thereareusuallyanumberofmark