服务员英文《人力资源管理专业英语》试卷附答案-2

《人力资源管理专业英语》试卷

得

分

一、

Translate the following terms from Chinese into English.

（

×

10=10

'

）

1.

工作再设计

2.

甄选

3.

培训与开发

4.

绩效评估

5.

招募

6.

劳动力需求

7.

裁员

8.

自由雇佣政策

9.

任务分析

10.

薪资等级

得

分

二、

Translate the following terms from English into Chinese.

< br>（

1'

×

10=10

）

1.

human relations skills

2.

job evaluation

3.

physical ability test

4.

effective training activities

5.

strategic purpose

6.

the behavioral approach

7.

performance feedback

8.

job structure

9.

market pay surveys

10.

pay policy line

得

分

三、

Fill in the following blanks with the words or phrases listed below.

Change the form where necessary.

（

2'

×

15=30

'

）

1.

Performance

findings

will

be

communicated

to

employees

in

a

constructive

way

to

ensure

that

effective performance is

and ineffective performance is addressed.

2.

The company’s execute team create

s the overall company objectives, which

down to

each department and individual employees.

3.

The

employees

are

expected

to

take

to

evaluate

skills

and

interests

and

seek

development activities that match their needs.

assess

eliminate

implement

session

initiative

elicit

reinforce

dimension

subordinate

deficient

align

cascade

administrative

generate

provoke

4.

The vast majority of employees dread employee performance appraisal, and simply hearing the words

can

anxiety in both supervisors and employees.

5.

An

important

aspect

of

successful

business

development

is

to

follow

a

process

of

how

you

will

a business idea or concept.

6.

Human

resource

management

is

the

part

of

the

organization

concerned

with

the

“people”

.

7.

The majority of managers view formal performance reviews as an

requirement rather

than as an influential lever to positively influence employee performance.

8.

The manager’s office may not be the best place for a constructive feedback

because the

employee may associate the office with unpleasant conversation.

9.

Serving foreign markets can be an attractive way for a company to

growth and higher

profits and meet other corporate objectives.

10.

Research has demonstrated that managers and their

do not make much of a distinction

between Behaviorally Anchored Rating Scales.

11.

The

comparative

approach

to

performance

measurement

is

an

effective

tool

in

differentiating

employee performance which virtually

problems of central tendency and strictness.

12.

The company

’

s chances for growth are closely

with its commitment toward fostering

employee development.

13.

Large

construction

organizations

are

performance

management

models

to

improve

business processes, products and management of people to facilitate continuous improvement.

14.

The assessment results are intended to

accurate and honest observations from multiple

individuals from a variety of perspectives.

15.

A performance measure is

if it does not measure all aspects of performance.

得

分

四、

Choose the best answer from the four choices marked A,B,C,D.< /p>

（

2'

×

10= 20

'

）

1. The placement of an employee in another job at a higher level in the organization with an increase in

pay and

status is known as a

.

enlargement

er

ion

rotation

2. Key jobs have all of the following characteristics except

.

A. they are important to employees and the organization

B. they vary in terms of job requirements

C. they are used in salary surveys for wage determination

D. they are likely to vary in job content over time

3. A process that goes beyond TQM programs to a more comprehensive approach to process redesign is

known as

.

A. job redesign

B. process redesign

C. reengineering

D. rightsizing

4. The job specification describes job requirements relative to

.

A. skill and physical outputs

B. skill and physical demands

C. age and physical demands

D. experience and physical description

5. When determining where training emphasis should be placed, an examination of the goals, resources,

and environment of the organization is known as

.

analysis

zation analysis

ce analysis

analysis

6. The job evaluation system in which specific elements of the jobs to be evaluated are compared against

similar elements of key jobs within the organization is known as

.

A. the point method

B. job ranking

C. the comparison method

D. the Hay profile method

7. The final decision to hire an applicant usually belongs to

.

A.

the

HR

recruiter

B.

the

HR

manager

C.

line

management

D.

co-workers

8. Determining what the content of a training program should be, based on a study of the job duties, is

known as

.

zation analysis

dual analysis

analysis

analysis

9.

Sometimes

organizations

provide

services

to

terminated

employees

that

help

them

bridge

the

gap

between their old position and a new job. These services are known as

.

A. downsizing programs

B. “headhunting” assistance programs

C. outplacement assistance

D. employee assistance programs(EAPs)

10. Job

form the basis for the administration of applicable employment tests.

A. outlines

B. specifications

C. requirements

D. details

1

2

3

4

5

6

7

8

9

10

得

分

五、

Reading comprehension.

（

3'

×

10=30

'

）

（一）

Multiperson

comparisons

evaluate

one

individual’s

performance

against

one

or

more

others.

It

is

a

relative rather than an absolute measuring device. The three most popular comparisons are group order

ranking, individual ranking, and paired comparisons.

The group order ranking requires the evaluator to place employees into a particular classification, such

as

top

one-fifth

or

second

one-fifth.

This

method

is

often

used

in

recommending

students

to

graduate

schools. Evaluators are asked to rank the student in the top five percent, the next five percent, the next

fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all

their subordinates. Therefore, if a rater has twenty subordinates, only four can be in the top fifth and, of

course, four must also be relegated to the bottom fifth.

The

individual

ranking

approach

rank

orders

of

employees

from

best

to

worst.

If

the

manager

is

required to appraise thirty subordinates, this approach assumes that the difference between the first and

second employee is the same as that between the twenty-first and twenty-second. Even though some of the

employees

may

be

closely

grouped,

this

approach

allows

for

no

ties.

The

result

is

a

clean

ordering

of

employees, from the highest performer down to the lowest.

The paired comparison

approach compares each employee with every other employee and rates each

as

either

the

superior

or

the

weaker

member

of

the

pair.

After

all

paired

comparisons

are

made,

each

employee is assigned a summary ranking based on the number of superior scores he or she achieved. This

approach

ensures

that

each

employee

is

compared

against

every

other,

but

it

can

obviously

become

unwieldy when many employees are being compared.