HR专业英语10套(师)(4)

上海市职业资格鉴定

《企业人力资源管理人员》（人力资源管理师）

专业英语试卷3

一、英汉互译（每题2分，共30分） 1. Wage-rate compression 2. Vesting 3. Arbitrary

4. Behavior-based program 5. Coach

6. Differential piece rate

7. Functional job analysis, FJA 8. Group mentoring program 9. Job ranking system 10. Management forecasts 11. 在职培训 12. 工资水平 13. 招募 14. 任务分析 15. 学习型组织 Answer:

1. 工资压缩 2. 既得利益 3. 仲裁 4. 行为改变计划 5. 教练 6. 差额计件工资 7. 职能工作分析 8. 群体指导计划 9. 工作重要性排序法 10. 管理预测 11. On-the-job training, OJT 12. Pay level 13. Recruitment 14. Task analysis 15. Learning organization

二、单项选择（每题2分，共20分）

1. When setting performance measures for incentive systems, we can say that the best measures are .

A. quantitative, simple to understand, and show a clear relationship between output and reward

B. qualitative, flexible, and create competition between employees

C. those that allow employers to “ratchet up ” standards and base rewards on qualitative standards D. those that reduce administrative costs, determine rewards based only on quantity, and reward only exceptional employees

2. To facilitate an egalitarian environment, which of the following HR practices should managers implement? . A. team-based training B. HRIS technologies C. profit sharing

D. team-based selection

3. If a job analyst doubt the accuracy of information provided by employees, he or she should .

A. challenge the employees with their false statements B. report them to their supervisors

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C. turn the task of job analysis over to someone with more HRM experience D. obtain additional information from them or from their supervisors

4. Reasons for not hiring from within include all of the following except . A. motivational concerns

B. lack of qualified internal candidates C. a need for new ideas

D. the risk of “employee cloning ”

5. Executives or managers who coach, advise, and encourage employees of lesser rank are called . A. protégés B. teachers C. mentors D. role models

6. Which of the following is an example of a well-written performance standard? .

A. Desk clerks are expected to check out approximately fifteen customers every half-hour

B. Customer service representatives should be energetic and pleasant to customers C. Resident dorm advisers should be easily accessible to students D. Police should respond to a call within a short period of time

7. In the development of a factor comparison scale, key jobs are normally ranked against all of the following factors except . A. skill

B. performance C. mental effort D. responsibility

8. An incentive plan is more likely to succeed in an organization when all of the following are true except . A. employees’ morale is high

B. employees believe they are being treated fairly C. there is harmony between employees and management D. employees believe that incentive payment are deferred

9. If you were developing a performance appraisal system for individuals on international assignments, it would be best to base individual’s appraisals on information from . A. host-country evaluations B. home-country evaluations

C. both home- and host-country evaluations D. peer evaluations

10. Human capital of a firm include the following except . A. the knowledge of a firm’s workers B. skills of a firm’s workers

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C. the expertise of a firm’s workers D. the behavior of a firm’s workers

Answer:

1.A 2.C 3.D 4.A 5.C 6.A 7.B 8.D 9.C 10.D 三、阅读理解（每题3分，共30分）

（一）

The steps in doing a job analysis are as follows: Step 1

Start by identifying the use to which the information will be put, since this will determine the type of data you collect and the technique you use to collect them.

There are many methods for collecting job analysis data; they range from qualitative interviews to highly quantified questionnaires. Some techniques - like interviewing the employee and asking the person what the job entails and what his responsibilities are - are uniquely suited for uses like writing job descriptions and selecting employees for the job. Other job analysis techniques such as position analysis questionnaires do not provide descriptive information for job descriptions, but do provide numerical ratings for each job; these can then be used to compare jobs with one another for compensation purposes. Your first step should therefore be to determine the use of the job analysis information. Then you can decide how to collect the information. Step 2.

Next, review available information such as organization charts, process charts, the job descriptions. Organization charts show you how the job in question relates to other jobs and where it fits in the overall organization. The organization chart should identitify tile title of each position and, by means of its interconnecting lines, show who reports to whom and with whom the job incumbent is expected to communicate.

A process chart provides you with a more detailed understanding of the flow of work than you can obtain from the organization chart alone. In its simplest form, a process chart shows the flow of inputs to and outputs from the job under study.

Finally, the existing job description, if there is one, can provide a good

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starting point from which to build your revised job description.

Step 3

This step is necessary where many similar jobs are to be analyzed and where it is too time-consuming to analyze, say, the jobs of all assembly line workers.

Step 4

Your next step is to gather data on job activities, required employee behaviors, working conditions and human requirements (like the traits and abilities needed to perform the job). For this, you would use one or more of the job analysis techniques.

Step5

The job analysis provides information on the nature and functions of the job, and this information should be verified with the worker performing the job and the person’s immediate supervisor. Verifying the information will help to determine if it is factually correct, complete, and easily understood by all concerned. And this ‘review’ step can help gain the person’s acceptance of the job analysis data you collected by giving that person a chance to modify your description of the activities he or she performs.

1. The best title of this article might be . A. methods for job analysis B. steps in job analysis

C. methods for collecting job analysis data D. steps for collecting job analysis data

2. Which of the following isn’t a method for collecting job analysis data? . A. interviews

B. questionnaires

C. asking the person what the job entails D. critical incident methods

3. According to the passage, which of the following statement is false? . A. Organization charts show you where it fits in some area of the organization. B. The organization chart should show who reports to whom and with whom the job incumbent is expected to communicate.

C. A process chart shows the flow of inputs to and outputs from the job. D. Your revised job description can be based on the existing job description. 4. About the steps in doing job analysis, the author of this passage would most likely disagree that .

A. Step 1 should be to determine the use of the job analysis information. B. Step 2 should review available existing information.

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C. Step 3 might be necessary for any job analysis. D. Step 5 should verify the collected information. 5. From this passage, we can infer that .

A. We can collect job analysis data by qualitative methods and quantified methods.

B. We must review the existing job description in doing job analysis.

C. In gathering data on job activities, required employee behaviors, working conditions and human requirements, we can’t use any one of the job analysis techniques.

D. In doing job analysis, we shouldn’t give any person a chance to modify his or her description of the activities he or she performs. Answer:

1.B 2.D 3.A 4.C 5.A

（二）

What kind of practices would characterize an organization that understood the value of career development? The following summarizes a few of the more effective practices.

There is an increasing body of evidence indicating that employees who receive especially challenging job assignments early in their careers do better on later jobs. More specifically, the degree of stimulation and challenge in a person’s initial job assignment tends to be significantly related to later career success and retention in the organization. Initial challenges, particularly if they are successfully met, stimulate a person to perform well in subsequent years.

To provide information to all employee about job openings, job opportunities should be posted. Job postings list key job specification data – abilities, experience, and seniority requirements to qualify for vacancies – and are typically communicated through bulletin board displays or organizational publications.

One of the most logical parts of career development is career counseling. An effective program will cover the following issues with employees:

1. the employee’s career goals, aspirations, and expectations for five years or longer.

2. Opportunities available within the organization and the degree to which the employee’s aspirations are realistic and match the opportunities available 3. Identification of what the employee would have to do in the way of further self-development to qualify for new opportunities.

4. Identification of the actual next steps in the form of plans for new development activities or new job assignments that would prepare the employee for further career growth.

Organizations can offer group workshops to facilitate career development. By bringing together groups of employees with their supervisors and managers, problems and misperceptions can be identified and, it is hoped, resolved. These workshops can be general , or they can be designed to deal with problems common to certain groups of employees-new members, minorities, older workers, and so forth.

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