1、上海人力資源管理師考試專業(yè)英語試卷樣題專業(yè)英語試卷樣題一、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. 技能工資一三. 網(wǎng)上培訓(xùn)14. 關(guān)鍵工作一五. 工作擴大化二、單項選擇（每題2分，共20分）

2、1. Executives or managers who coach, advise, and encourage employees of lesser rank are called .A. ProtgsB. teachersC. mentorsD. role models2. As an appraiser, you should try to do all of the following except .A. minimize criticismB. change the person, not the behaviorC. focus on solving problemsD.

3、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 trends4. Questions contained in

4、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 given to executive employeesD.vi

5、tal 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 delegate skillsC. Prudent decision-making skillsD. Cultural adaptability7. If your primary objective for a performance appr

6、aisal 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 known as .A. skill-based pay plans

7、B. 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 a classroom-oriented approach

8、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 the review processB. Critics ar

9、gue 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 have三、閱讀理解（每題3分，共30分）（一）The promotion and development of performance management processes by HR can make an

10、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, rewarded by financial or non-financial means. Performance management reviews can iden

11、tify 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 knowledge-sharing to individuals, so that they understand what they are expecte

12、d 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 listed below could be used as a basis for agreeing competency requirements and ass

13、essing 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 set up group meetings to exchange relevant information and knowledge;. Builds netw

14、orks 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 at Ernst & Young, consultants are evaluated at performance reviews along five di

15、mensions, 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 colleagues.1.The best title for this article is .A. Knowledge-sharingB. Performance

16、 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 .A. Is reluctant to share knowledge with colleaguesB.Takes positive steps to exchang

17、e 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.Which of the following is not mentioned by Hansen et al? .A. At Bain, direct help t

18、hat 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 colleagues.D. At Ernst & Young, consultants are evaluated at performance reviews along five d

19、imensions.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 for knowledge-sharing to individuals could be one starting point for the performance manageme

20、nt 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 competency expectations for knowledge-sharing.5. According to the passage, performance mana

21、gement 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 be definedB. by ensuring that actual behaviors are reviewedC. by ensuring that actual behavio

22、rs are rewarded by financial or non-financial meansD. by building networks which provide for knowledge sharing（二）T-group stands for training group, which is not a very helpful description. It is also referred to as sensitivity training, group dynamics, and group relations training. T-group has three

23、 aims:1. To increase sensitivity-the ability to perceive accurately how others are reacting to ones behavior.2. To increase diagnostic ability-the ability to perceive accurately the state of relationships between others.3. To increase action skill-the ability to carry out the skillful behavior requi

24、red 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 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

25、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 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

26、 as the T-group develops they will increasingly understand how some aspects of their behavior are hidden to them and will, therefore, be well 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 atte

27、ndance of trainees at an external T-group laboratory:1. Increased openness, receptivity, and tolerance of differences.2. Increased operational skill in interpersonal relations, with overtones of increased capacity for collaboration.3. Improved understanding and diagnostic awareness of self, others,

28、and interactive processes in groups. T-groups have been attacked because of the possibility of negative or detrimental effects. But none of the 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 effect

29、ive for organizations who have used them on company or have strongly supported external programs.This criticism could be leveled at any other 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 desig

30、n 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 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.p

31、erformance evaluationC.international human resource managementD.training and development2. T-group is referred to as the following 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

32、, 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 trainer 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

33、 reaction to one another.4.According to the passage, which of the following cant change the attendance of trainees at an external T-group laboratory? .A. poor effectiveness of the training designB. improved understanding and diagnostic awareness of self and othersC. increased openness, receptivity,

34、and tolerance of differencesD. increased operational skill in interpersonal relations5. From this passage, we can infer that .A. 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 mod

35、ified well, it has also valid uses.D. T-group laboratories have no use for company.四、寫作（共20分）某公司欲招聘一位會計主管（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 DepartmentAccountable to Salary/pay grade 35 - 40 hrs/wk 20 - 35 hrs/wk less tha

36、n 20 hrs/wkJob summaryResponsibilities/daily tasksQualificationsRelations of the position to others in the company答案一、英漢互譯:1. 行為模擬 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 一三. Web-based training 14. Key jobs 一五. Job enlarg

37、ement二、單項選擇: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:1.D 2.A 3.C 4.B 5.D1.D 2.B 3.C 4.A 5.C四、寫作（僅供參考）Job DescriptionPosition chief accountant Department financial departmentAccountable to CFO Salary/pay grade 3 yes 35 - 40 hrs/wk 20 - 35 hrs/wk less than 20 hrs/wkJob summaryWork closely with t

38、he companys CFO, and ensure that all of the responsibilities pertaining 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 account

39、ing, and financial control systems.Responsibilities/daily tasksReport 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.Inte

40、rface with external auditors, handling all corporate tax matters.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; Ma

41、rketing department; Manufacturing department; R&D department etal.人力資源 HYPERLINK xxgogo36x/search.php?site=nwkey&name=管理管理師英語試題1. Apprenticeship2. Benchmarks3. Competency assessment4. Differential piece rate5. Flextime6. Hay profile method7. Job rotation8. Mentor9. Performance planning and evaluatio

42、n (PPE)10. Team leader training11. 全面質(zhì)量管理12. 網(wǎng)上培訓(xùn)一三. 甄選14. 產(chǎn)出一五. HYPERLINK xxgogo36x/search.php?site=nwkey&name=工作工作分析1. Job specification 2. Markov analysis 3. Outplacement counseling 4. Reengineering 5. Action steps 6. Career curves 7. Diversity training 8. Group mentoring program 9. High-leverage

43、 training 10. Skill inventories 11. 360度反饋 12. 薪資調(diào)查 一三. 績效管理 14. 面試 一五. 道德 21. In general, in recent years the role of people in a determining a firms competitive advantage has .C. increased in importance in both service and manufacturing firms22. Objectives accomplished through job analysis include

44、 all of the following except .C. eliminating discrepancies between internal wage rates and market rates23. 360-degree feedback might be used for the following except .D. recruitment24. Employees who are coached, advised, and encouraged by employers of greater rank are known as .D. proteges25. Which

45、of the following isnt a form of performance-based compensation? .C. minimum wage26. Advantage of employee stock ownership plans (ESOPs)include all of the following except .B. the employees pensions are less vulnerable due to diversification27. Lee, a new supervisor, wants to correctly document the p

46、oor performance of an employee. Which of the following would he not have to do? .A. perform a current performance appraisal of the employee28. All of the following benefits are realized by aligning employee rewards with performance except .B. employees will pursue outcomes that beneficial to themsel

47、ves29. Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving employee performance, and other “HRM” issues are duties typically reserved for .C. HR and line managers30. Job analysis is called the cornerstone of HRM because .C. the inf

48、ormation it collects serve so many HRM functions1. During the selection procedure, an applicant may be rejected .D. at any step in the procedure2. Which type of training allows students to get real-world experience in organizations while still receiving college credit? .C. internships3. Self- apprai

49、sals are best for .B. developmental purposes4. An employer wishing to set up the job classification system of job evaluation would have to .C. describe job grades with increasing amount of responsibility, skill, knowledge, or ability5. When a combination salary and commission plan is used to compens

50、ate sales employees, the percentage of cash compensation paid in commission is called .C. an incentive6. To enhance the degree of rareness in employee skill and abilities, organizations should develop competencies in their employees that .D. are not equally available in the labor market7. Sometimes

51、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 .C. outplacement assistance8. Organizations like to hire older workers because .A. they have proven employment experience9. When determining wher

52、e training emphasis should be placed, an examination of the goals, resources, and environment of the organization is known as .B. organization analysis10. While a career development program requires special processes and techniques, a basic requirement is . C. management support5To develop and imple

53、ment 360-degree feedback the following steps need to be taken:1. 360-degree feedback might be used for the following except .D. recruitment2. About the third step of 360-degree feedback, which one of the following statements is false? .B. The feedback will be known by other people usually.3. About t

54、he fourth step of 360-degree feedback, the author might most likely agree that .C. It may take the form of a list of headings for development.4. From this passage, we can infer that .A. The external consultants can help to plan and implement 360-degree feedback program.5. This passage might most lik

55、ely be extracted from the paper about .B. performance evaluation6Jackson and Bak (1998) suggest that motivation of Chinese workers can be understood in terms of Katz and Kahns (1978) categorization of rule enforcement, external rewards and internalized motivation, as follows.1. According Jackson and

56、 Bak (1998), motivations of Chinese workers include the following except .C. internalized enforcement2. Which of the following statements is false? .D. Performance-related bonus incentives schemes have existed in China since 1980.3. A tendency towards low differentiation of pay in China reflects the

57、 following except .D. a strongly individualist culture4. About the internalized motivation in China, the author might most likely disagree that .B. Labor heroes cant appeal to high performers.5. The main topic of this article might be . A. motivation of Chinese workers1Piece-rate, wage incentive pla

58、ns, profit-sharing, and lump-sum bonuses are all forms of performance-based compensation.1. Which of the following isnt a form of performance-based compensation? .C. minimum wage2. The performance measures that might be used for performance-based compensation include the following except . A. indivi

59、dual work time3.According to the passage, which one of the following statements about piece-rate pay plans is false?. A. Workers are paid a unstable sum for each unit of production completed.4. About the compensation plan for senior executives, the author might most likely agree that . C. The perfor

60、mance-based compensation plan assume that management had a large part in corporate outcomes, so they should share in the good times.5. The best title for this passage might be .D.What is performance-based compensation2Coaching is a personal on-the-job technique designed to develop individual skills,