上海人力资源管理师HR专业英语10套Word格式文档下载.docx
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上海人力资源管理师HR专业英语10套Word格式文档下载.docx
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11.心理支持
12.技能工资
13.网上培训
14.关键工作
15.工作扩大化
Answer:
1.行为模拟2.员工租借3.因素比较法4.图式评估法5.小组面试6.替换表7.甄选8.既得利益9.团队领导培训10.利润分享11.Psychologicalsupport12.Skill-basedpay13.Web-basedtraining14.Keyjobs15.Jobenlargement
二、单项选择(每题2分,共20分)
1.Executivesormanagerswhocoach,advise,andencourageemployeesoflesserrankarecalled
.
A.proté
gé
s
B.teachers
C.mentors
D.rolemodels
D.theHRmanager’spreferences
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.effectivedelegatoryskills
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
1.C
2.B
3.D
4.A
5.B
6.B
7.C
8.A
9.B10.D
三、阅读理解(每题3分,共30分)
(一)
ThepromotionanddevelopmentofperformancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagement,byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefined,andensuringthatactualbehaviorsarereviewedand,whereappropriate,rewardedbyfinancialornon-financialmeans.Performancemanagementreviewscanidentifyweaknessesanddevelopmentneedsinthisaspect,andinitiatepersonaldevelopmentplanswhicharedesignedtomeettheseneeds.
Onestartingpointfortheprocesscouldbethecascadingofcorporatecorevaluesforknowledge-sharingtoindividuals,sothattheyunderstandwhattheyareexpectedtodotosupportthosecorevalues.Knowledge-sharingcanbeincludedasanelementofacompetencyframework,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
1.D
2.A
3.C
4.B
5.D
(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,and
interactiveprocessesingroups.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."
isreferredtoasthefollowingexcept
A.sensitivitytraining,
B.on-the-jobtraining
C.groupdynamics
D.grouprelationstraining
3.Theauthorofthispassagewouldmostlikelyagre
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