人資專業(yè)英語

1、一、 英漢互譯（每題2分，共30分）1. Apprenticeship2. Career support3. Outsourcing4. Database5. Employee empowerment6. Goals7. Human resource information system (HRIS)8. Job rotation9. Learning organization10. Psychological contract11. 薪資調(diào)查12. 任務(wù)分析13. 招募14. 績效管理15. 工作豐富化二、選詞填空（每題2分，共20分）1. refers to the practices a

2、nd policies you need to carry out the people or personnel aspects of your management job.2. Labor turnover rates provide a valuable means of the effectiveness of HR policies and practices in organizations.3. Labor turnover can be costly. of recruiting and training replacements should be considered.4

3、. Business process re-engineering techniques are deployed as instruments for .5. Evaluations also fulfill the purpose of providing to employees on how the organization views their performance.6. The of the job analysis should be a training or learning specification.7. Coaching is a personal techniqu

4、e designed to develop individual skills, knowledge, and attitudes.8. Extrinsic include direct compensation, indirect compensation, and nonfinancial rewards.9. Flexible benefits allow employees to pick and choose from among a menu of options.10. Chinas economic reformers have used material incentives

5、 in order to stimulate .三、單項(xiàng)選擇（每題2分，共20分）1. The process of helping redundant employees to find other work or start new careers is .A.replacementB.outplacementC.releaseD.downsizing2. focus the evaluators attention on those behaviors that are key in making the difference between executing a job effect

6、ively or ineffectively.A. The group order rankingB. Written essayC. The individual rankingD. Critical incidents3. The plan should include plans for attracting good candidates by ensuring that the organization will become an employer of choice.A. outplacementB. evaluationC. recruitmentD.training4. Or

7、ganizational and corporate plans indicate the direction in which the organization is going.A. goalsB.resourceC.resultD.process5. aims to broaden experience by moving people from job to job or department to department.A.Job analysisB. Job rotationC.Job satisfactionD.Job involvement6. .HR planning is

8、.A. a technique that identifies the critical aspects of a jobB. the process of determining the human resources required by the organization to achieve its strategic goalsC. the process of setting major organizational objectives and developing comprehensive plans to achieve these objectivesD. the pro

9、cess of determining the primary direction of the firm7. Career development programs benefit organizations in all of the following ways except .A.Giving managers more control over their subordinatesB.Giving managers increased skill in managing their own careersC.Providing greater retention of valued

10、employeesD.Giving an increased understanding of the organization8. The area from which employers obtain certain types of workers is known as the .A. labor marketB. regionC. recruiting areaD. supply region9. A set of standards of acceptable conduct and moral judgment is known as .A. moralesB. ethicsC

11、. rulesD. legislation10. Hiring someone outside the company to perform tasks that could be done internally is known as .A. outplacementB. contractingC. outsourcingD. employee leasing四、閱讀理解（每題3分，共30分）（一）The context for obtaining the people required will be the labor markets in which the organization

12、is operating which are:1. The internal labor market- the stocks and flows of people within the organization who can be promoted, trained, or re-deployed to meet future needs.2. The external labor marker- the external local, regional, national and international markets from which different sorts of p

13、eople can be recruited. There are usually a number of markets, and the labor supply in these markets may vary considerably. Likely shortages will need to be identified so that steps can be taken to deal with them, for example by developing a more attractive employment proposition.As part of the huma

14、n resource planning process, an organization may have to formulate make or buy policy decisions. A make policy means that organization prefers to recruit people at a junior level or as trainee, and rely mainly on promotion from within and training programs to meet future needs. A buy policy means th

15、at more reliance will be placed on recruiting from outside- bringing fresh blood into the organization. In practice, organizations tend to mix the two choices together to varying degrees, depending on the situation of the firm and the type of people involves. A highly entrepreneurial company operati

16、ng in the turbulent conditions, or one which has just started up, will probably rely almost entirely on external recruitment. When dealing with knowledge workers, there may be little choicethey tend to be much more mobile, and resourcing strategy may have to recognize that external recruitment will

17、be the main source of supply. Management consultancies typically fall into this category. Firms which can predict people requirements fairly and accurately may rely more on developing their own staff once they have been recruited.1. A make policy means that organization prefers to promote people fro

18、m .A. regional labor marketB. national labor marketC. internal labor marketD. international labor market2.According to the passge, management consultancies .A.are less mobile than people at a junior levelB.should be recruited from external labor marketC.should be promoted from within the organizatio

19、nD.are not knowledge workers3. If a firm can predict people requirements fairly accurately, it may not.A.develop their own staffB.formulate training programsC.promote people from within the organizationD.rely more on recruiting from outside4. Make or buy policy decision is a part of .A.human resourc

20、e planningB.training and developmentC.performance appraisalD.job analysis5.The best title of this passage is .A.The organizational context of human resource planningB.Aims of human resource planningC.The labor market context for human resource planningD.Limitations of human resource planning（二）Wlate

21、rs (1983) identifies nine sources of information which help to identify training priorities. These are:1. Organizational goals and corporate plans which indicate the direction in which the organization is going and, therefore, major training priorities.2. Human resource and succession planning which

22、 provides information on future skill requirements and management training needs.3. Personnel statistics on, for example, labor turnover, which highlight HR issues which might be addressed by training.4. Exit interviews which might suggest deficiencies in training arrangements.5. Consultation with s

23、enior managers which obtains opinions on training needs from key decision makers.6. Data on productivity, quality and performance which show where there are any gaps between expectations and results or negative trends, and therefore suggest training needs.7. Departmental layout changes which provide

24、 information about future developments and related training needs.8. Management requests for training which set out perceived needs.9. Knowledge of financial plans which determine whether the funds will be available for training, and may encourage fresh approaches if resources are limited.Two other

25、sources not directly mentioned by Walters are plans for introducing new technology or developing IT systems, and marketing plans which indicate where new skills are required to market new products or services, use different selling techniques or operate in new territories.1.According to Walters, is

26、(are) major training priorities.A. human resource and succession planningB. personnel statisticsC. exit interviewsD. organizational goals and corporate plans2. Human resource and succession planning provides information on .A. the direction in which the organization is goingB. future skill requireme

27、nts and management training needsC. deficiencies in training arrangementsD. any gaps between expectations and results or negative trends3. The following sources of information which help to identify training priorities are mentioned by Wlaters except .A. marketing plansB. departmental layout changes

28、C. data on productivity, quality and performanceD. consultation with senior managers4.According to the passage, the following statements are true except .A. Departmental layout changes provide information about future developments and related training needs.B. Exit interviews highlight HR issues whi

29、ch might be addressed by training.C. Data on productivity, quality and performance show where there are any gaps between expectations and results or negative trends.D. Marketing plans indicate where new skills are required to market new products or services.5.The main topic about this passage is ill

30、ustrating .A. sources of information which provide information on management training needsB. sources of information of major training prioritiesC. sources of information which help to identify training prioritiesD. sources of information which provide information about future developments and relat

31、ed training needs.一、Answer:1. 學(xué)徒制 2. 職業(yè)支持 3. 外包 4. 數(shù)據(jù)庫 5. 員工授權(quán) 6. 目標(biāo) 7. 人力資源信息系統(tǒng) 8. 工作輪換 9. 學(xué)習(xí)型組織 10. 心理契約 11. Wage and salary survey 12. Task analysis 13. Recruitment14. Performance management 15. Job enrichment二、Answer:1.D 2.B 3.I 4.H 5.A 6.J 7.F 8.C 9.E 10.G三、Answer:1.B 2.D 3.C. 4.A 5.B. 6.B. 7.A

32、 8.A 9.B 10.C四、Answer:1.C 2.B 3.D 4.A 5.C1.D 2.B 3.A 4.B 5.C一、人力資源管理:(Human Resource Management ,HRM)人力資源經(jīng)理:( human resource manager)高級(jí)管理人員:(executive) / igzekjutiv職業(yè):(profession) 道德標(biāo)準(zhǔn):(ethics) 操作工:(operative employees)專家:(specialist)人力資源認(rèn)證協(xié)會(huì):(the Human Resource Certification Institute,HRCI)二、外部環(huán)境:(

33、external environment)內(nèi)部環(huán)境:(internal environment)政策:(policy)企業(yè)文化:(corporate culture)目標(biāo):(mission)股東:(shareholders)非正式組織:(informal organization)跨國公司:(multinational corporation,MNC)管理多樣性:(managing diversity)三、工作:(job)職位:(posting)工作分析:(job analysis)工作說明:(job description)工作規(guī)范:(job specification)工作分析計(jì)劃表:(j

34、ob analysis schedule,JAS)職位分析問卷調(diào)查法:(Management Position Description Questionnaire,MPDQ)行政秘書:(executive secretary)地區(qū)服務(wù)經(jīng)理助理:(assistant district service manager)四、人力資源計(jì)劃:(Human Resource Planning,HRP)戰(zhàn)略規(guī)劃:(strategic planning)長期趨勢:(long term trend)要求預(yù)測:(requirement forecast)供給預(yù)測:(availability forecast)管理

35、人力儲(chǔ)備:(management inventory)裁減:(downsizing)人力資源信息系統(tǒng):(Human Resource Information System,HRIS)五、招聘:(recruitment)員工申請(qǐng)表:(employee requisition)招聘方法:(recruitment methods)內(nèi)部提升:(Promotion From Within ,PFW)工作公告:(job posting)廣告:(advertising)職業(yè)介紹所:(employment agency)特殊事件:(special events)實(shí)習(xí):(internship)六、選擇:(sel

36、ection)選擇率:(selection rate)簡歷:(resume)標(biāo)準(zhǔn)化:(standardization)有效性:(validity)客觀性:(objectivity)規(guī)范:(norm)錄用分?jǐn)?shù)線:(cutoff score) 準(zhǔn)確度:(aiming)業(yè)務(wù)知識(shí)測試:(job knowledge tests)求職面試:(employment interview)非結(jié)構(gòu)化面試:(unstructured interview)結(jié)構(gòu)化面試:(structured interview)小組面試:(group interview)職業(yè)興趣測試:(vocational interest test

37、s)會(huì)議型面試:(board interview)七、組織變化與人力資源開發(fā)人力資源開發(fā):(Human Resource Development,HRD)培訓(xùn):(training)開發(fā):(development)定位:(orientation)訓(xùn)練:(coaching)輔導(dǎo):(mentoring)經(jīng)營管理策略:(business games)案例研究:(case study)會(huì)議方法:(conference method)角色扮演:(role playing)工作輪換:(job rotating)在職培訓(xùn):(on-the-job training ,OJT)媒介:(media)八、企業(yè)文化與組

38、織發(fā)展企業(yè)文化:(corporate culture)組織發(fā)展:(organization development,OD)調(diào)查反饋:(survey feedback)質(zhì)量圈:(quality circles)目標(biāo)管理:(management by objective,MBO)全面質(zhì)量管理:(Total Quality Management,TQM)團(tuán)隊(duì)建設(shè):(team building)九、職業(yè)計(jì)劃與發(fā)展職業(yè):(career)職業(yè)計(jì)劃:(career planning)職業(yè)道路:(career path)職業(yè)發(fā)展:(career development)自我評(píng)價(jià):(self-assessment)職業(yè)動(dòng)機(jī):(career anchors)十、績效評(píng)價(jià)績效評(píng)價(jià):(Performance Appraisal,PA)小組評(píng)價(jià):(group appraisal)業(yè)績?cè)u(píng)定表:(rating scales method)關(guān)鍵事件法:(critical incident method)排列法:(ranking