人力資源管理專業(yè)英語二級模擬題

1、上海市職業(yè)資格鑒定企業(yè)人力資源管理人員專業(yè)英語試卷1一、英漢互譯（每題2分，共30分）1. behavior modeling2. employee leasing3. factor comparison system4. graphic rating-scale method5. panel interview6. replacement charts7. selection8. vesting9. team leader training10. profit sharing11. 心理支持12. 技能工資13. 網(wǎng)上培訓(xùn)14. 關(guān)鍵工作15. 工作擴大化answer:1. 行為模擬 2.

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(lǐng)導(dǎo)培訓(xùn) 10. 利潤分享 11. psychological support 12. skill-based pay 13. web-based training 14. key jobs 15. job enlargementanswer:1.c 2.b 3.d 4.a 5.b 6.b 7.c 8.a 9.b 10.danswer:1.d 2.a 3.c 4.b 5.danswer:1.d 2.b 3.c 4.a 5.c二、單項選擇（每題2分，共20分）1. executives

3、 or managers who coach, advise, and encourage employees of lesser rank are called .a. protégésb. teachersc. mentorsd. role modelsd. the hr managers preferences2. as an appraiser, you should try to do all of the following except .a. minimize criticismb. change the person, not the behaviorc.

4、 focus on solving problemsd. be supportive3. individuals working internationally need to know as much as possible about all of the following host-country characteristics except .a. social and business etiquetteb. cultural values and prioritiesc. political structure and current playersd. cultural tre

5、nds4. questions contained in structured job interviews should be based on .a. job analysisb. job designc. job specializationd. job utilization5. outplacement services are .a.useful methods of attracting individuals into a careerb.designed to help terminated employees find a job elsewherec.rarely giv

6、en to executive employeesd.vital parts of any career management system6. which of the following is not a core skill that is critical for success abroad? .a. physical fitness and mental maturityb. effective delegatory skillsc. prudent decision-making skillsd. cultural adaptability7. if your primary o

7、bjective for a performance appraisal is to give employees developmental feedback, which of the following appraisal methods should you use? .a. trait methodb. results methodc. behavior methodd. attitudinal method8. compensation programs that compensate employees for the knowledge they possess are kno

8、wn as .a. skill-based pay plansb. performance-based pay plansc. merit-based pay plansd. seniority-based pay plans9. to implement a successful program in basic and remedial training, managers should do all of the following except .a.explain to employees why training will help them in their jobsb.use

9、a classroom-oriented approach so employees learn by lecturesc.provide feedback on employees progressd.relate the training to the employees goals10. which of the following is not true of self-ratings of performance? .a. they are beneficial when managers seek to increase the employees involvement in t

10、he review processb. critics argue that self-ratings are more lenientc. research has shown that self-ratings are as valid as, if not more valid than, test scoresd. they are free of most biases that other rating sources may haveanswer:1.c 2.b 3.d 4.a 5.b 6.b 7.c 8.a 9.b 10.d三、閱讀理解（每題3分，共30分）（一）2329the

11、 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 reviewed and, where appropriate, rewa

12、rded 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 cascading of corporate core values for

13、 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, positive indicators such as those li

14、sted below could be used as a basis for agreeing competency 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 colleagues;. takes positive steps to se

15、t 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.hansen et al (1999) mention that

16、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 direct help they have given

17、 colleagues.1.the best title for this article is .a. knowledge-sharingb. performance management reviewsc. performance management processesd. performance management for knowledge workers2. the following are examples of positive behavior in meeting competency expectations for knowledge-sharing except

18、.a. is reluctant to share knowledge with colleaguesb.takes positive steps to exchange relevant information and knowledgec. builds networks which provide for knowledge sharingd. ensures as appropriate that knowledge is captured, codified, recorded and disseminated through some means of communication3

19、.which of the following is not mentioned by hansen et al? .a. at bain, direct help that partners have given colleagues will be evaluated.b. at ernst & young, consultants contribution to the knowledge asset of the firm will be evaluated.c. at bain, partners are eager to share knowledge with colle

20、agues.d. at ernst & young, consultants are evaluated at performance reviews along five dimensions.4. the author of this passage would most likely agree that .a. performance management processes by hr can make little contribution to knowledge management.b. the cascading of corporate core values f

21、or knowledge-sharing to individuals could be one starting point for the performance management process.c. knowledge-sharing cant be included as an element of a competency framework.d. taking positive steps to exchange relevant information and knowledge isnt an example of positive behavior in meeting

22、 competency expectations for knowledge-sharing.5. according to the passage, performance management processes by hr can make an important contribution to knowledge management through the following measures except .a. by providing for behavioral expectations which are related to knowledge-sharing to b

23、e definedb. by ensuring that actual behaviors are reviewed c. by ensuring that actual behaviors are rewarded by financial or non-financial meansd. by building networks which provide for knowledge sharinganswer:1.d 2.a 3.c 4.b 5.d（二）128138"t-group" stands for "training group," whi

24、ch is not a very helpful description. it is also referred to as sensitivity training, group dynamics, and group relations training. t-group has three aims: 1. to increase sensitivity-the ability to perceive accurately how others are reacting to one's behavior. 2. to increase diagnostic ability-t

25、he ability to perceive accurately the state of relationships between others. 3. to increase action skill-the ability to carry 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

26、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 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

27、 their own behavior. they do this by giving “feedback” or expressing their reaction to one another. member may not always accept 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

28、 on the way to an increase in sensitivity, diagnostic ability, and action skill.follow-up studies have noted three principle areas of change following the attendance of trainees at an external t-group laboratory:1. increased openness, receptivity, and tolerance of differences.2. increased operationa

29、l skill in interpersonal relations, with overtones of increased capacity for collaboration.3. improved understanding and diagnostic awareness of self, others, and interactive processes in groups. t-groups have been attacked because of the possibility of negative or detrimental effects. but none of t

30、he follow-up studies has detected any significant problems. a more valid basis for doubt is that it has been difficult to prove that they 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

31、 form of group training or, indeed, most off-the-job training. the degree to which it can be invalidated will depend on the effectiveness of the training design and of the trainer.t-group laboratories in their purest form are unlikely ever to become a major part of company training programs, but the

32、 group dynamics approach has valid uses in the modified forms.1. this article might most likely be extracted from the paper about .a.human resource planningb.performance evaluationc.international human resource managementd.training and development2. "t-group" is referred to as the followin

33、g except .a.sensitivity training,b.on-the-job trainingc.group dynamicsd.group relations training3. the author of this passage would most likely agree that .a. in a t-group, the trainer will take a strong lead.b. in a t-group, members may always accept comments about themselves.c. in a t-group, the t

34、rainer should provide a climate where the group members are sufficiently trusting of one another to discuss their own behaviors.d. in a t-group, members dont express their reaction to one another.4.according to the passage, which of the following cant change the attendance of trainees at an external

35、 t-group laboratory? .a. poor effectiveness of the training designb. improved understanding and diagnostic awareness of self and othersc. increased openness, receptivity, and tolerance of differencesd. increased operational skill in interpersonal relations5. from this passage, we can infer that .a.

36、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 modified well, it has also valid uses.d. t-group laboratories have no use for company.answer:1.d 2.b 3.c 4.a 5.c四、寫作（共20分）某公司欲招聘一位會計

37、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 descriptionposition department accountable to salary/pay grade _ 35 40 hrs/wk 20 35 hrs/wk less than 20 hrs/wkjob summary responsibilities/daily tasks qualifications relations of the position to others i

38、n the company answer:(only for reference)job descriptionposition chief accountant department financial department accountable to cfo salary/pay grade 3 yes 35 40 hrs/wk 20 35 hrs/wk less than 20 hrs/wkjob summarywork closely with the companys cfo, and ensure that all of the responsibilities pertaini

39、ng to the accounting 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 control systems.responsibilities/daily tasksreport

40、 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 auditors, handling all corporate tax matter

41、s. 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; manufacturing department; r&d departme

42、nt etal.上海市職業(yè)資格鑒定企業(yè)人力資源管理人員專業(yè)英語試卷2一、英漢互譯（每題2分，共30分）1. career counseling2. cross-training3. employee leasing4. expatriate5. on-the-job training, ojt6. pay grade7. perquisites8. reengineering9. spot bonus10. total quality management (tqm)11. 同事評估12. 情景面試13. 任務(wù)分析14. 工作設(shè)計15. 晉升answer:1. 職業(yè)咨詢 2. 交叉培訓(xùn) 3.

43、員工租借 4. 外派雇員 5. 在職培訓(xùn) 6. 工資等級 7. 津貼 8. 流程再造 9. 即時獎金 10. 全面質(zhì)量管理 11. peer appraisal 12. situational interview 13. task analysis 14. job design 15. promotion二、單項選擇（每題2分，共20分）1. performance appraisal methods can be broadly classified as either , , or approaches.a. trait, behavioral, judgmentalb. trait, b

44、ehavioral, resultsc. behavioral, judgmental, resultsd. behavioral, judgmental, attitudinal2.the area from which employers obtain certain types of workers from within the organization is known as the .a. internal labor marketb. regional labor marketc. recruiting aread. external labor market3. coachin

45、g is a technique that can be used to develop individual skills, knowledge, and attitudes.a. on-the-jobb. off-the-jobc. web-based trainingd.classroom training4. the primary reason why organizations train new employees is to .a.increase their knowledge, skill, and ability levelb.help trainees achieve

46、personal career goalsc.comply with government regulationsd.improve the work environment5. the hr department in an overseas unit must be particularly responsive to all of the following environments except .a. political b. culturalc. technologicald. legal6. which of the following is not a primary impa

47、ct that technology has had on hrm? .a. it has altered the methods of collecting employment information.b. it has speed up the processing of employment data.c. it has diminished the role of supervisors in managing employees.d. it has improved the processes of internal and external communications.7. w

48、hich management group has primary responsibility for the development of disciplinary policies and procedures? .a. the legal departmentb. top-level managementc. the hr departmentd. middle management8. to create a more flexible pool of employees, managers might most likely .a. rely on job-based pay st

49、ructuresb. rely on skill-based pay structuresc. implement a gainsharing incentive systemd. implement an employee stock ownership plan9. which of the following does not alter the nature of jobs and the requirements of individuals needed to successfully perform these jobs? .a. downsizingb. adoption of

50、 teamsc. stable growth in product demandd. global change10. wage survey data will normally be collected with the use of .a. low-rated jobsb. key jobsc. high-rated jobsd. strategic jobsanswer:1.b 2.a 3.a 4.a 5.c 6.c 7.c 8.b 9.c 10.b三、閱讀理解（每題3分，共30分）（一）3548demand forecasting is the process of estimati

51、ng the future numbers of people required and the likely skills and competences they will need. the ideal basis of the forecast is an annual budget and longer-term business plan, translated into activity levels for each function and department or decisions on downsizing, in a manufacturing company the sales budget is translated into a manufacturing plan giving the numbers and types of products to be made in each period. from this information the number of hours to be worked by each skill category to make the qu