1、精選優(yōu)質文檔-傾情為你奉上助理人力資源管理師英語試卷一、英漢互譯（每題2分， 共30分。）   1.        human resource planning   2.        bonus 3.        career   4.        selection 5

2、.        employee 6.        team 7.        labor market 8.        job analysis 9.        training   10.  

3、 contract    11.   積分法  12.   工作結構  13. 外包   14.   紀律   15.   就業(yè)許可證  ANSWERS1.  1. 人力資源計劃 2. 獎金 3. 職業(yè) 4. 甄選 5. 員工 6. 團隊 7. 勞動力市場 8. 工作分析 9. 培訓 10. 合同 11.point system12.job structure13.outsourcing14.discipline15

4、. work permit/certificate   二、選詞填空（每題1分， 共10分。）  A.  job analysis B. job evaluationC. task analysisD.    mediator E. validityF.reliabilityG.    creativity H. appraisal accuracy I. wage surveyJ.      human resources planning&#

5、160; 1.      To estimate a tests consistency or _, you could administer the same test to the same people at two different points in time, comparing their test scores at time 2 with their scores at time 1. 2.A _ serves primarily as a fact finder and to open up a channel

6、of communication between the parties.   3.The simplest _  method ranks each job relative to all other jobs, usually based on some overall factor like “job difficulty.”   4.When job evaluation and _ data are used jointly, they serve to link the likelihood of both internal and external

7、equity.   5.Interviews, questionnaires, observations, and diary/logs are the most popular methods for gathering _  data.   6. The test has _ to the extent that the people with higher test scores perform better on the job.   7. Rater training is no panacea for reducing rating

8、 errors or for improving _ .    8. A key component of _  is forecasting the number and type of people needed to meet organizational objectives.   9. The second step in training-needs assessment is _   which involves reviewing the job description and specification.  

9、; 10.A modest level of stress may even lead to more _  if a competitive situation results in new ideas being generated.   Answer: 1. F2. D3. B4. I 5. A 6. E 7. H 8. J 9. C10. G 三、單項選擇（每題3分， 共30分。）   1.People who contribute to the job analysis process include the following,   

10、;        except for the: A.     stockholder B.     job analyst C.    employees D.    supervisor 2.The suitability of college graduates for technical and managerial positions often depends on thei

11、r: A.     dental records B.     ethnic background C.    religious belief D.    major field of study 3.A statement of the knowledge, skills, and abilities required to perform a job is a: A. job requirement B. job specification C. j

12、ob position D. job objective 4.The extent to which two or more methods yields similar results or are consistent is referred to as: A.     validity B.     reliability C.    truth D.    similarity 5.The selection procedure usually b

13、egins with: A. employment tests B. a medical examination C. a supervisory interview D. completion of an application form 6. The primary reason organizations train new employees is to: A.     increase their knowledge, skill, and ability level B.     help traine

14、es achieve personal career goals C.    comply with government regulations D.    improve the work environment 7. Research has shown that performance appraisal are used most widely as a basis for: A.     transfer B.     criticism C.

15、    assessment centers D.    compensation decisions 8.It is recommended that a diagnosis of poor employee performance focus on all of the following             except: A. skill B. personality C. effort D. exter

16、nal conditions 9.Job evaluation systems provide for internal equity and serve as the basis for: A.     wage-rate determination B.     job analysis C.    training plan D.    career plan 10.All of the following are common causes of

17、workplace stress except: A. excessive job pressures B. high workloads C. disagreements with managers D. empowerment   ANSWER:1.A2.D3.B4.B5.D6.A7.D8.B9.A10.D 四、閱讀理解（每題3分， 共30分。） （一） There is no standard format you must use in writing a job description, but most descriptions contain sections on:

18、job identification, job summary, relationships、responsibilities、and duties, authority of incumbent, standards of performance, working conditions, and job specifications. An example of a job description is presented in the following figure.   Sample Job Description   Job Title: Supervisor o

19、f Data Processing Operations Status: ExemptJob Code: 012.168 Date: June 3, 2003Plant/Division: Olympia, Inc.Main office Written By: Arthur Allen Section: Data Processing-Systems Approved By: Juanita GatesLevel: 12 Points: 736 Pay Range: $16,760 $20,760 Title of Immediate Supervisor: Manager of Infor

20、mation Systems Job Summary Directs the operation of all data processing, data control, and data preparation requirements. Job Duties: 1. Follows broadly based directives. (a) Operates independently. (b) Informs Manager of Information Systems of actives through weekly, monthly, and / or quarterly sch

21、edules. 2. Selects, trains, and develops subordinate personnel. (a) Develops spirit of cooperation and understanding among work group members. (b) Directs training involving teaching, demonstrating, and/or advising users in productive work methods and effective communications with data processing. 3

22、.Reads and analyzes a wide variety of instructional and training information. 4.Plans , directs, and controls a wide variety of operational assignments by 5 to 7 subordinates; works closely with other managers, specialists, and technicians in Information Systems as well as with managers in other dep

23、artments. ( a ) Receives, interprets, develops, and distributes directives ranging from the very simple to the highly complex and technological in nature. ( b ) Establishes and implements annual budget for department. 5.Interacts and communicates with people representing a wide variety of units and

24、organizations. ( a ) Communicates both personally and impersonally, through oral or written directives and memoranda, with all involved parties. ( b ) Attends local meetings of professional organizations in the field of data processing.   1.According to the passage, the immediate supervisors ti

25、tle is also shown in the _ section as is information regarding the jobs salary and / or pay scale. ( A ) job summary( B ) job identification ( C ) job relationships( D ) job title   2.It would appear from the passage that _ permits easy referencing of all jobs since it represents important char

26、acteristics of the job. ( A ) job code( B ) job status ( C ) pay range( D ) job summary   3.According to the Sample Job Description in the passage, when a supervisor of data processing operations is at work, he or she _ . ( A ) doesnt need to report to the immediate supervisor ( B ) needs to at

27、tend business meetings at least once a week ( C ) doesnt need to explain directives to his or her subordinates ( D ) needs to show others how to communicate with data processing   4.In the figure the duty “reads and analyzes a wide variety of instructional and training information ” can be furt

28、her defined as follows, not including _ . ( A )ensures that work group members receive specialized training as necessary in the proper functioning or execution of procedures and methods ( B )applies latest concepts and ideas to changing organizational requirements ( C )assists in developing and / or

29、 updating manuals, procedures, specifications, etc., relative to organizational requirements and needs ( D )assists in the preparation of specifications and related evaluations of supporting software and hardware   5.The author of the passage would most likely agree that _ . ( A ) a job descrip

30、tion should portray the work of the position so well that the duties are clear with reference to other job descriptions ( B ) a job description should have fixed format for defining a position ( C ) for writing up job descriptions, we should select the most specific words to show the kind of work an

31、d the degree of complexity ( D ) long statements usually best accomplish the purpose when we are writing up job descriptions   answer:   1.B 2.A 3.D 4.A 5. C   （二） When appraisals fail, they do so for reasons that parallel these three steps defining the job, appraising performance, an

32、d providing feedback. Some appraisals fail because subordinates are not told ahead of time exactly what is expected of them in terms of good performance. Others fail because of problems with the forms or procedures used to actually appraise the performance; a lenient supervisor might rate all subord

33、inates “high”, for instance, although many are actually unsatisfactory. Still other problems arise during the interview-feedback session, which include arguing and poor communications. These and other problems are summarized in the following figure. Common Performance Evaluation Problems Problems ca

34、n occur at any stage in the evaluation process. Some of the pitfalls to avoid in performance appraisals are:     Lack of standards. Without standards, there can be no objective evaluation of results, only a subjective guess or feeling about performance.     Irrelevant o

35、r subjective standards. Standards should be established by analyzing the job output to ensure that standards are job related.     Unrealistic standards. Standards are goals with motivating potential. Those that are reasonable but challenging have the most potential to motivate.  

36、   Poor measures of performance. Objectivity and comparison require that progress toward standards or accomplishment of standards be measurable. Example of measurable standards include quantifiable measures such as 10 rejects per 1,000 units or 10 sales per 100 calls, as well as qualitativ

37、e measures, such as projects completed or not completed.     Rater errors. Rater errors include rater bias or prejudice, halo effect, constant error, central tendency, and fear of confrontation.     Poor feedback to employee. Standards and/or ratings must be communicate

38、d to the employee in order for the performance evaluation to be effective.     Negative communications. The evaluation process is hindered by communication of negative attitudes, such as inflexibility, defensiveness, and a non-developmental approach.     Failure to appl

39、y evaluation data. Failure to use evaluations in personnel decision making and personnel development negates the primary purpose of performance evaluations. The use and weighting of multiple criteria as well as the frequency of evaluation also present problems.   1.In writing about the subject,

40、 the author of this passage apparently _ . ( A ) gloats over the errors of some supervisors ( B ) slyly introduces the fact that there is no necessity to appraise performance ( C ) wants to share his opinions on how to appraise performance effectively ( D ) remains cautiously optimistic about perfor

41、mance appraisals 2. According to this passage, we may conclude that to result in the success of performance appraisals _ . ( A )supervisors and their subordinates should agree on duties and job standards of the employees ( B ) plans are made for any development that is required when defining the job ( C ) a supervisor might rate all subordinates “fair” ( D ) supervisors have to make decision whether or not they should let their subordinates know the standards of some appraisals   3. The author of this passage would probably agree with which of the following