助理人力資源管理師英語(yǔ)閱讀理解

1、閱讀理解（每題3分，共30分）-第一套 （一）Bargaining in good faith is the cornerstone of effective labor management relations. It means that both parties communicate and negotiate. It means that proposals are matched with counterproposals and that both parties make every reasonable effort to arrive at an agreement. It

2、 does not mean that either party is compelled to agree to a proposal. Nor does it require that either party make any specific concessions.When is bargaining not in good faith As interpreted by the NLRB and the courts, a violation of the requirement for good faith bargaining may include the following

3、: Surface bargaining. This involves merely going through the motions of bargaining without any real intention of completing a formal agreement. Concession.Although no one is required to make a concession, the court ' s and NLRB ' s definitions of good faith suggest that a willingness to comp

4、romise is an essential ingredient in good faith bargaining.Proposals and demands. The NLRB considers the advancement of proposals as a positive factor in determining overall good faith.Dilatory tactics. The law requires that the parties meet and “ conferat reasonable times and intervals O" bv.i

5、ously, refusal to meet at all with the union does not satisfy the positive duty imposed on the employer.Impos ing con diti ons. Attempts to impose con diti ons that are so on erous or un reas on able as to in dicate bad faith w川 be scruti ni zed by the board. Unilateral changes in conditions. This i

6、s viewed as a strong indication that the employer is not barga ining with the required intent of reach ing an agreeme nt.Bypassing the representative. An employer violates its duty to bargain whe n it refuses to n egotiate with the union represe ntative. The duty of management to bargain in good fai

7、th involves, at a minimum, recog niti on that this statutory represe ntative is the one with whom the employer must deal in con duct ing barga ining n egotiati ons.Commissi on of un fair labor practices duri ng n egotiati ons. Such practices may reflect poorly upon the good faith of the guilty party

8、.Providing information. Information must be supplied to the union, upon request, to enable it to understand and intelligently discuss the issues raised in barga ining. Bargaining items. Refusal to bargain on a mandatory item (one must barga in over these) or in siste nee on a permissive item (one ma

9、y barga in over these) is usually viewed as bad faith barga inin g.1. Bargaining in good faithdoes not mean that A. both parties com muni cate and n egotiateB. proposals are in line with coun terproposalsC. both parties make great effort to reach an agreeme ntD. either party must agree to a proposal

10、2. Accord ing to the in terpreti on of the NLRB and the courts, barga ining may be in good faith whe n.A. Both parties have no real intention of completing a formal agreement.B. Both parties are willing to compromise.C. Employers refuse to meet with the union.D. Both parties attempt to impose un rea

11、s on able con diti ons.3. Which of the following isn * a positive factor in determining overallgood faith LA. a willi ngn ess to compromiseB. the adva nceme nt of proposalsC. un ilateral cha nges in con diti onsD. providing information4. From this passage, we can con elude thatA. It isn' man dat

12、ory to meet and “ con ferat reas on able times and intervals for both parties .B. Employers can refuse to negotiate with the union representative in order to barga in in good faith.C. Commissi on of un fair labor practices duri ng n egotiati ons may reflect little good faith of the guilty party.D. I

13、nsistence on a permissive item can bring bargaining in good faith.5. The best title for the passage might beA. what is and when is not bargaining in good faithB. what is bargaining in good faithC. when is not bargaining in good faithD. how to bargain in good faithAnswer:（二）Fewer 18- to 25-year-olds

14、are entering the work force; this has caused many employers to look into “ harnessingAmerica fgrsay power " Ls it practical in terms of productivity to keep older workers on The answer seems unequivocably to be " yes- r” ela.tAedgechanges in physical ability, cognitive performance, and per

15、sonality have little effect on worker ' s output except in the most physically demanding tasks. Similarly , creative and intellectual achievements do not decline with age and absenteeism drops as age increases. Older workers also usually display more company loyalty than youthful workers, tend t

16、o be more satisfied with their jobs and supervision, and can be trained or retrained as effectively as anyone.Recruiting and attracting older workers generally requires a comprehensive HR retiree effort before the recruiting begins. The aim is to make the company an attractive place in which the old

17、er worker can work. Specifically: Examine your personnel policies. Check to make sure policies and procedures do not discourage recruitment of seniors or encourage valuable older people to leave.Develop flexible work opti ons.These in elude part-time,shorter-tha n-30-hour workweeks, con suit ing or

18、seas onal work, reduced hours with reduced pay, and flextime.Create or redesig n suitable jobs. At Xerox, unioni zed hourly workers over 55 with 15 years of service and those over 50 with 20 years of service can bid on jobs at lowerstress and lower pay levels if they so desire.Offer or redesign suit

19、able jobs. Allowing employees to pick and choose among ben efit opti ons can be attractive to older as well as youn ger employees.As one expert puts it, to recruit older workers, the message must be tailored to their way of thinking. Appealing to job qualities they value will attract atte ntio n. Th

20、ese in elude flexible hours, flexible ben efits, aut onomy, opport unity to meet new frien ds, and work ing with people their own age. You might also stress that you value their maturity and experie nee.1. Which of the age-related changes w川 affect worker ' s output except in the most physically

21、 dema nding tasksA. physical abilityB. cog nitive performa neeC. pers on alityD. compa ny loyalty2. Harn ess ing America ' s gray powsarns th" t.A. keep ing older workers onB. recruit ing 18- to 25-year-oldsC. attracting minoritiesD. en couragi ng wome n to en ter the work force3. In order

22、to make the company an attractive place in which the older worker can work, HR staff should do the followi ng except.A. examine the personnel policiesB. develop flexible work opti onsC. reward at lower pay levelsD. offer or redesign suitable jobs4. Accord ing to the passage, which of the follow! ng

23、isn ' a flexible work option.A. shorter-tha n-30-hour workweeksB. full-timeC. seas onal workD. reduced hours with reduced pay5. From this passage, we can infer thatA. In America, there is no deficit of work force.B. Absenteeism is positively related to ages.C. Flexible work options can be attrac

24、tive to older workers.D. To recruit older workers, the message needn 4 be in accordance with their way of thinking.Answe 匚閱讀理解（每題3分，共30分）-第二套 (一)Japanese management gives a great deal of attention to orientation and training, which is particularly true in the case of regular employees. Pre-employmen

25、t education generally starts immediately after the person is chosen. The purpose of the program is to (a) familiarize the student with the company; (b) monitor the person !s activities; (c) make the student comfortable with the company; (d) answer questions the person might have; and (e) provide the

26、 new hirers with any basic skills training the company feels they require.The appraisal and compensation system is long-term in orientation and is based on rewarding people for doing a good job over an extended period of time. In the United States employees commonly receive an annual appraisal that

27、indicates whether or not they are doing a good job and, if not, provides feedback related to improving performance or seeking employment elsewhere. In Japan the initial appraisal is typically given at the end of a 7-10 year period. At this point the person learns whether or not he or she is going to

28、 be promoted up the ranks of management or not. Those who fail this first major evaluation know that their chances of making the top management ranks are virtually nil.Compensation in Japan used to be based heavily on seniority, but today merit is becoming more important. In many industries the annu

29、al raise is in the 2-4 percent range and often is based heavily on merit factors such as attitude, ability, and cooperativeness. Another feature that distinguishes the Japanese system form many others is the semiannual bonus or wage allowa nee. This bonus is separate from the annual wage in crease a

30、nd, usually without except! on, is paid every year regardless of the state of the economy. The bonus is typically equivale nt to 5-6 mon ths ' alary and is paid in midsummer and at the end of the year. Other forms of compensation include housing allowances, daily living support for tran sportati

31、 on, meals, uni forms, health care, and cultural and recreati onal ben efits.1. The purposes of pre-employment education in Japan don1includeA. familiarizing the student with the companyB. monitor the person rs activitiesC. make the stude nt comfortable with the compa nyD. provide the new hirers wit

32、h any kno wledge and skills2. The appraisal and compe nsati on system in Japa n is based on A. reward ing people for doing a good job over an exte nded period of timeB. reward ing people for doing a good job over a yearC. rewardi ng people for doing any job over a long timeD. reward ing people for d

33、oing any job over a year3. In Japa n the in itial appraisal is typically give n at the end of a year period.A. 5-10B. 7-104. About compensation in Japan, the author would disagreethat .A. Compensation in Japan are based heavily on merit today.B. Merit factors include attitude, ability, and cooperati

34、veness.C. The main feature that distinguishes the Japanese system form many others is the semiannual bonus or wage allowanee.D. The semia nnual bonus equals to 56 mon ths ' salary5. From this passage, we canconclude that A. In Japan, working for a long time in a company is beneficial to employee

35、s.B. The orientation of appraisal and compensation system in Japan is different from the one in the United States.C. In the Un ited States, employees who commo nly receive an annual appraisal can'tk now whether or not they are doing a good job.D. Employees in Japa n may get hous ing allowa nces,

36、 daily liv ing support for tran sportatio n, meals, uni forms, health care, and cultural and recreational benefits.Answer:Recruiting is important, because the more applicants you have the more selective you can be in your hiring. If only two candidates apply for two openings, you may have little cho

37、ice but to hire them. But if 10 or 20 applicants appear, then you can employ techniques like interviews and tests to screen out all but the best.Some employers use a recruiting yield pyramid to calculate the number of applicants they must generate to hire the required number of new employees. In fig

38、ure 1, the company knows 50 new entry-level accountants must be hired next year. From experience, the firm also knows that the ratio of offers made to actual new hires is 2 to 1; about half the people to whom offers are made accept. Similarly, the firm knows that the ratio of candidates interviewed

39、to offers made is 3 to 2, while the ratio of candidates invited for interviews to candidates actually interviewed has been 4 to 3. Finally, the firm knows that the ratio of new leads generated to candidates actually invited has been 6 to 1; in other words, of six leads that come in from the firm 

40、9; asdvertising college recruiting, and other recruiting efforts, one applicant in six typically is invited to come for an interview. Given these ratios, the firm knows it must gen erate 1200 leads to be able to in vite 200 viable can didates to its offices for in terviews. The firm will the n get t

41、o in terview about 150 of those invited, and from these it will make 100 offers. Of those 100 offers, half (or 50 new CPAs) will be hired.New hirersFigure 1Recruit ing YieldThe quality of a firm 1 recruit! ng process had a big impact on what can didates thought of the firm. For example, whe n asked

42、after the in itial job in terview why they thought a particular compa ny might be a good fit, all 41 mentioned the nature of the job; however, 12 also mentioned the impressio n made by the recruiters themselves and 9 said the comme nts of friends and acquaintances affected their impressions. Unfortunately, the reverse was also true. Whe n asked why they judged some firms as bad fits, 39 mentioned the nature of the job, but 23 said they ' been turned off by recruiters. For example, some were dressed sloppily; others were “ barelyliterate some were rude; and some