人力資源英語二級閱讀

Causeofredundancy

Redundancy,likethepoorthatithelpstocreate,hasalwaysbeenwithus.Atonetime,however,it

wasmainlyaresultofadversetradingconditions,especiallyduringtimesofrecession.Thisis,of

course,stillamajorcauseofredundancy,exacerbatedbythepressuresofglobalcompetitionand

internationalrecession.Butthedriveforcompetitiveadvantagehasforcedorganizationto'take

costoutofthebusiness,-euphemismforgettingridofpeople,employmentcostsbeingtheones

onwhichcompaniesfocus,astheyareusuallythelargestelementintheircoststructures.Result

hasbeendelayering(eliminatingwhataredeemedtobeunnecessarylayersofmanagementand

supervision)and'downsizing'(anothereuphemism)orevenuright-sizing,(ayetmoreegregious

euphemism)

Theintroductionofnewtechnologyhascontributedhugelytoreductioninthenumberof

semi-skilledorunskilledpeopleinofficesandontheshopfloor.Butthethrustforproductivity

(morefromless)andaddedvalue(increasingtheincomederivedfromtheexpenditureonpeople)

hasledtomoreuseofsuchindicesasaddedvalueper$ofemploymentcoststomeasurebusiness

performancewithregardtotheutilizationofits'humanresources'(theuseofhumanresourcesin

thisconnectionimpliesameasureofexploitation).Businessprocessre-engineeringtechniquesare

deployedasinstrumentsfordownsizing.Benchmarkingtoestablishwhichorganizationsarein

factdoingmorewithless(andifsohowtheydoit)isanotherpopularwayofpreparingthecase

for'downsizing'..

Settinghigherperformancestandard

Thepressureforimprovedperformancetomeetmoreintenseglobalcompetitionexplainswhy

manyorganizationsareseeinghigherstandardsforemployeesandarenotretainingthosewhodo

notmeetthosestandards.Thismaybedonethroughdisciplinaryprocedures,butperformance

managementprocessarebeingusedtoidentifyunder-performers.Properlyadministered,such

processeswillemphasizepositiveimprovementanddevelopmentplansbuttheywillinevitably

highlightweaknessesand,ifthesearenotovercome,disciplinaryproceedingsmaybeinvoked.

Voluntaryrelease

Ofcourse,peoplealsoleaveorganizationsvoluntarilytofurthertheircareers,getmoremoney,

moveawayfromthedistrictorbecausetheyarefedupwiththewaytheyfeeltheyhavebeen

treated.Theymayalsotakeearlyretirement(althoughthisissometimesinvoluntary)orvolunteer

forredundancy(underpressureorbecausetheyarebeingrewardedfinanciallyfordoingso).

.Accordingtothepassage,whichofthefollowingisamaincauseofredundancy?(A)

根據(jù)文章，下面哪一個是人員冗余的主要原因

A.adversetradingconditions

負(fù)面的貿(mào)易條件

B.thepressuresofglobalcompetition

C.internationalrecession

D.thedriveforcompetitiveadvantage

2.Redundancymightforceorganizationstodothefollowingexcept（D）

人員冗余的狀況會導(dǎo)致企業(yè)做下面一些事情，除了

A.delayering

B.downsizing

C.right-sizing

D.eliminatingwhataredeemedtobenecessarylevelsofmanagementandsupervision

削減組織中那些必要的管理和監(jiān)督層

3.Theauthorofthispassagemightmostlikelydisagreethat（D）

文章的作者最不同意下面哪一個觀點

A.Theintroductionofnewtechnologyhascontributedtoredundancy.

B.Addedvalueper$ofemploymentcostscanbeusedtomeasurebusinessperformance.

C.Businessprocessre-engineeringtechniquescanbeusedfordownsizing.

D.Benchmarkingcan'tbeusedfordownsizing.

標(biāo)桿管理法不能用作規(guī)模精簡

4.Fromthepassage,wecaninferthat（A）

從文章中，我們能歸納出

A.Moreintenseglobalcompetitionhasbroughtthepressureforimprovedperformance.

越來越劇烈的全球化競爭對提升績效帶來了壓力

B.Thosewhodonotmeethigherstandardscanstillretainintheorganization.

C.Performancemanagementprocessesthatareproperlyadministeredwillnotemphasizethe

weaknesses.

D.Peoplehadneverleftorganizationsvoluntarily.

5.Thereasonswhypeopleleaveorganizationsvoluntarilydon'tinclude（C）

人們主動離開組織的原因不包括

A.Theywishtofurthertheircareers.

B.Theywanttogetmoremoney.

C.Theyhopetotakeearlyretirement.

他們想提早退休

D.Theyarefedupwiththewaytheyfeeltheyhavebeentreated.

冗余的原應(yīng)

冗余，就像它容易帶來的績效低下一樣，一直與我們相伴。然后，它曾經(jīng)是惡劣的經(jīng)

濟(jì)狀況尤其是蕭條時期的惡劣經(jīng)濟(jì)狀況的主要結(jié)果。當(dāng)然，由于，全球競爭的壓力和國際經(jīng)

濟(jì)的不景氣，惡劣的經(jīng)濟(jì)現(xiàn)在仍然是冗余的主要原因。但是，山于雇傭成本常常是公司成本

構(gòu)成中的最大部分，雇傭成本成為公司關(guān)注的焦點。競爭優(yōu)勢的驅(qū)動已經(jīng)迫使公司去尋找“實

行商業(yè)以外的成本”-裁員的一種委婉說法。結(jié)果是公司扁平化（減少那些管理和和監(jiān)督中

不必要的部分）和縮小規(guī)模（另一個委婉用詞），甚至“合理規(guī)?！保ㄒ粋€更加委婉的措辭）。

新技術(shù)的引入已經(jīng)在減少辦公室和車間工廠工作的不熟練雇工或無技能雇工數(shù)量方

面發(fā)揮了巨大作用。但是盲目提高勞動生產(chǎn)率（從很小到很大）和附加價值（增加了來自人

頭支出的收入）已經(jīng)導(dǎo)致了更多的公司使用如每就業(yè)成本每英鎊的指標(biāo)來衡量與工資自身的

“人力資源”利用相關(guān)的商業(yè)績效。作為縮減規(guī)模的主要工具，是商業(yè)過程的再造技術(shù)。建

立何種組織的基準(zhǔn)實際上正在或多或少地發(fā)揮作用。它其實是準(zhǔn)備消減規(guī)模的另一種流行方

式。

設(shè)定高績效標(biāo)準(zhǔn)

為應(yīng)對更加激烈的全球競爭，公司面臨提升績效的壓力。這種壓力可解釋為什么許多

公司在尋找高水準(zhǔn)的雇工而不愿留人那些水平不夠的員工。這將通過紀(jì)律約束程序進(jìn)行。但

是績效管理方法正被用來識別不合格的員工。經(jīng)過恰當(dāng)?shù)墓芾?，這樣的過程將突出積極的改

善和開發(fā)計劃但他們將不可避免地暴露出缺點，并且如果這些確定不被克服，可能會引發(fā)紀(jì)

律性行動。

自愿離職

當(dāng)然，人們?yōu)榱送卣故聵I(yè)或是更高收入或離開社區(qū)或因厭倦工作凡是而自愿離開公司。

他們可以提前退休（盡管有時這不是自愿的），可以自愿成為冗員（在壓力下或因如此做法

可得到財務(wù)酬報）。

Coaching

Coachingisapersonalon-the-jobtechniquedesignedtodevelopindividualskills,knowledge,and

attitudes.Thetermisusuallyreservedformanagementorsupervisorytrainingwhereinformalbut

plannedencounterstakeplacebetweenmanagersandsubordinates.

Theagendaforsuchmeetingsmaybebasedonaperformancereviewsystem,whichincludes

someelementsofmanagementorobjectiveortargetsetting.Thiswouldidentifystrengthstobe

developedorweaknessesinperformancetobeovercome,andthecounselingsessionsthatshould

bepartoftheperformancereviewprocesswouldindicatecareerdevelopmentneedsandthe

additionalknowledgeorskillsthatcanbeacquiredonthejob.

Coachingisevenmoreeffectiveifitcantakeplaceinformallyaspartofthenormalprocessof

management.Thistypeofcoaching,assuggestedbyHawdonHauge,consistsof:

?Makingasubordinateawareofhowheorsheismanagingby,forexample,askingquestions

onhowwellheorshehasthoughtthroughwhatisbeingdone.

?Controlleddelegation

?Usingwhateversituationsariseasteachingopportunities.

?Settingindividualprojectsandassignments.

?Spendingtimeinlookingathigherlevelproblemsaswellasdiscussingtheimmediatejob

Coachingmaybeinformal,butithastobeplanned.Itisnotsimplygoingfromtimetotimetosee

whatasubordinateisdoingandadvisinghowtodoitbetter.Neitherisitoccasionallytellinga

subordinatewhereheorshehasgonewrongandthrowinginalectureforgoodmeasure.Sofaras

possible,coachingshouldtakeplacewithintheframeworkofgeneralplanoftheareasand

directioninwhichthesubordinateshouldbedeveloped.

Coachingshouldprovidemotivational,structural,andeffectivefeedback,ifthecoacherisskilled,

dedicated,andabletodevelopmutualconfidence.Itssuccessdependsonacleardefinitionof

workandtrainingobjectives,andthiscanbeatime-consumingprocess;ultimately,success

dependsonmanagersandsupervisorsrecognizingthatitisoneoftheirkeyresponsibilitiesand

theyshouldbeencouragedandtrainedtodoit.

coachingisa(A)techniquethatcanbeusedtodevelopindividualskills,knowledge,andattitudes,

教練式培訓(xùn)是一種在職培訓(xùn)，能夠提升個人的技能、知識和態(tài)度

A,on-the-job

B,off-the-job

C,web-basedtraining

D,classroomtraining

2,Accordingtothepassage,whichoneofthefollowingstatementistrue?(C)

根據(jù)文章，下面哪一個說法是正確的

A,beforecoaching,itisunnecessarytoreviewperformance

B,performancereviewcanidentifystrengthstobedeveloped,butnotweaknessinperformanceto

beovercome

C,theperformancereviewprocesscanindicatecareerdevelopmentneeds

績效回顧過程可以表明職業(yè)發(fā)展的需求

D,theperformancereviewprocesscanindicatethenecessaryknowledgeorskillsthatcanbe

acquiredonthejob

3,AccordingtoHawdon,Hague,typesofcoachingincludethefollowingexcept(D)

根據(jù)HawdonHague的說法，教練式培訓(xùn)包括下面的形式，除了

A,makingasubordinateawareofhowheorsheismanageing

B,spendingtimeindiscussingtheimmediatejob

C,settingindividualprojectsandassignments

D,spendingtimeinlookingatlowerlevelproblems

把時間花在低層次的問題上

4,Accordingtothepassage,theauthormightmostlikelyagreethat(B)

根據(jù)文章，作者可能最同意

A,coachingisformal

B,coachinghastobeplanned

教練式培訓(xùn)應(yīng)該事先好好計劃一下

C,coachingisgoingfromtimetotimetoseewhatasubordinateisdoingandadvisinghowtodo

itbetter

D,coachingistellingasubordinatewhereheorshehasgonewrongandthrowinginalecturefor

goodmeasure

5,Fromthepassage,wecaninferthat(C)

從這篇文章，我們能歸納出

A,coachingcanprovidemotivation,structure,andeffectivefeedback,regardlessofthecoacher's

skill,dedication,andabilitytodevelopmutualconfidence.

B,thesuccessofcoachingneedn'tbebasedonthedefinitionofworkandtrainingobjectives,

C,definingworkandtrainingobjectivescanbeatime-consumingprocess

定義工作和培訓(xùn)目標(biāo)要花很多時間

D,ifmangerandsupervisorsdon'lrecognizethatcoachingisonethetheirkeyresponsibilities,

coachingcanstillsucceed,

教練法是針對個人的一種在職培訓(xùn)方法，用于發(fā)展個人的技能、知識和態(tài)度。這種方法

通常用于管理或監(jiān)督培訓(xùn)中發(fā)生在管理者和下屬之間的一種非正式但有計劃地交流。

管理者與下屬間的交流必須根據(jù)績效評估系統(tǒng)做出變動，應(yīng)考慮到評估中的一些要素：

管理、目的或目標(biāo)設(shè)定。這樣才能發(fā)現(xiàn)下屬在工作中的優(yōu)點和需克服的缺點。作為績效評估

過程中的一個環(huán)節(jié)。咨詢應(yīng)該成為確定員工值夜發(fā)展需求，發(fā)現(xiàn)工作中可獲得的額外知識或

技能的一種手段。

教練法如果在常規(guī)管理過程中以非正式的方式開展，效果會更好。HawdonHauge認(rèn)為，

教練法包括以下方式

?通過詢問下屬怎樣評價自己的所作所為來提醒他們一是到自己是如何在進(jìn)行管理

的

?有限制的授權(quán)

?每一次出現(xiàn)狀況時，都視為?個教學(xué)機(jī)會。

?制定個人計劃和分配任務(wù)。把時間用于討論更高水平的問題和討論當(dāng)前的工作。

教練法可以以非正式的方式進(jìn)行，但實施之前必須經(jīng)過周密計劃。它不是簡單地指偶爾

去看看下屬正在做什么，然后建議他們?nèi)绻龅酶?；也不是告訴他們哪里做錯了，而

后簡單地提供一個好的解決對策。只要有可能，教練法應(yīng)在下屬可以得到發(fā)展的領(lǐng)域和

方向中按計劃時候is。

如果教練技能熟練、態(tài)度認(rèn)真并有能力增進(jìn)彼此的自信心，那么就可激發(fā)員工的學(xué)習(xí)動

機(jī)，得到結(jié)構(gòu)化的、有效的反饋。教練法的成功與否取決于對工作和培訓(xùn)目標(biāo)的明確定

位，當(dāng)然，這是一個長期的過程；最后，還取決于管理者和監(jiān)督人員的意識。他們必須

認(rèn)識到作為個教練是他們的重要職責(zé)，是被鼓勵的。此外，他們也需要接受培訓(xùn)，知

道如何成為一名好教練。

Demandforecasting

Demandforecastingistheprocessofestimatingthefuturenumbersofpeoplerequiredandthe

likelyskillsandcompetencestheywillneed.Theidealbasisoftheforecastisanannualbudget

andlonger-termbusinessplan,translatedintoactivitylevelsforeachfunctionanddepartmentor

decisionson'downsizing',inamanufacturingcompanythesalesbudgetistranslatedintoa

manufacturingplangivingthenumbersandtypesofproductstobemadeineachperiod.Fromthis

informationthenumberofhourstobeworkedbyeachskillcategorytomakethequotaforeach

periodcanbecomputed.

Detailsarerequiredofanyplansorprojectswhichwouldresultindemandsforadditional

employeesordifferentskills:forexample,settingupanewregionalorganization,creatinganew

salesdepartment,carryingoutamajorproject,ordevelopingnewproductsorservices.Sofaras

possible,planshouldalsobereviewedwhichmayresultinrationalizationand,possibly,

downsizingasaresultofacost-reductionderive,abusinessprocessre-engineeringexercise,new

technologyleadingtoincreasedproductivity,ormergeroracquisition.

Thedemandforecastingtechniquesthatcanbeusedtoproducequantitativeestimatesoffuture

requirementsaredescribedbelow.

Managerialorexpertjudgment

Thisisthemosttypicalmethodofforecasting,andmaybelinkedtosomeformsofscenario

planning.Itsimplyrequiresmanagersorspecialiststositdown,thinkaboutfutureworkloads,and

decidehowmanypeopleareneeded.Thiscanbenomorethanguessworkunlessthereisreliable

evidenceavailableofforecastincreasesinactivitylevelsornewdemandsforskills.

Ratio-trendanalysis

Thisiscaniedoutbystudyingpastratiosbetween,say,thenumberofdirect(production)workers

andindirect(support)workersinamanufacturingplant,andforecastingfutureratios,having

madesomeallowanceforchangesinorganizationormethods.Activity-levelforecastsarethen

usedtodetermine,inthisexample,directlaborrequirements,andtheforecastratioofindirectto

directwouldbeusedtocalculatethenumberofindirectworkersneeded.

Workstudytechniques

Workstudytechniquescanbeusedwhenitispossibletoapplyworkmeasurementtocalculate

howlongoperationsshouldtakeandthenumberofpeoplerequired.Workstudytechniquesfor

directworkerscanbecombinedwithratio-trendanalysistocalculatethenumberofindirect

workersneeded.

Forecastingskillandcompetencerequirements

Forecastingskillrequirementsislargelyamatterofmanagerialjudgment.Thisjudgmentshould,

however,beexercisedonthebasisofacarefulanalysisoftheimpactofprojectedproduct-market

developmentsandtheintroductionofnewtechnology,eitherinformationtechnologyof

computerizedmanufacturing.

1,Demandforecastingistheprocessofestimatingthefollowingexcept(D)

需求預(yù)測是預(yù)測下面一些方面的過程，除了，

A,thefuturenumbersofpeoplerequired

B,thelikelyskillspeoplewillneed

C,thelikelycompetencespeoplewillneed

D,thefuturenumbersandtypesofproducts

對于未來的產(chǎn)品的數(shù)量和類型

2,Whichofthefollowingaboutdemandforecastinginamanufacturingcompanyisfalse?(B)

關(guān)于在一個生產(chǎn)性的企業(yè)里做需求預(yù)測，下面哪?個說法是錯誤的

A,Theidealbasisoftheforecastisanannualbudgetandlonger-termbusinessplan

B,theforecastcan'tbebasedondecisionson'downsizing'

預(yù)測不能給予規(guī)模精簡的決定

C,Thesalesbudgetshouldbetranslatedintoamanufacturingplan

D,thenumberofhourstobeworkedbyeachskillcategorytomakethequotaforeachperiodcan

becomputed

3,Whichofthefollowingdemandforecastingtechniquescan'tbeusedtoproducequantitative

estimatesoffuturerequirements?(C)

下面哪一種需求預(yù)測的技術(shù)不能用作量化的預(yù)測

A,managerialorexpertjudgment

B,ratio-trendanalysis

C,criticalincidentmethod

關(guān)鍵事件法

D,workstudytechniques

4,Theauthorofthispassagemightdisagreethat(B)

這篇文章的作者可能最不同意

A,managerialorexpertjudgmentcanbeguessworkifthereisn'treliableevidenceavailableof

forecastincreasesinactivitylevelsornewdemandsforskills

B,whenratio-trendanalysisisbeingcarriedout,weneedn'tconsiderchangesinorganization

當(dāng)我們使用比率趨勢分析法的時候，我們不需要考慮組織發(fā)生的變化

C,workstudytechniquesfordirectworkerscanbecombinedwithratio-trendanalysistocalculate

thenumberofindirectworkersneeded

D,forecastingskillrequirementsislargelyamatterofmanagerialjudgment

5,Thisarticlemightmostlikebeextractedfromthepaperabout(A)

這篇短文最可能選自哪篇文章

A,humanresourceplanning

人力資源規(guī)劃

B,recruitmentandreplacement

C,compensationandincentive

D,traininganddevelopment

需求預(yù)測

需求預(yù)測是估計未來所需的人數(shù)，所需的可能等技能，競爭力的過程。理想的預(yù)測依據(jù)是

年預(yù)算和長期的商業(yè)計劃，這些都被轉(zhuǎn)為適用于功能和部門或裁減決定的行為等級，在一個

制造企業(yè)，銷售預(yù)算被轉(zhuǎn)為生產(chǎn)計劃，列出了每?時期產(chǎn)品的數(shù)量和型號。從這些信息中，

我們可以計算出每一時期為完成配額使用每種技能時所需的小時數(shù)。

任何計劃或項目都需要細(xì)節(jié)描述，這將導(dǎo)致對于額外員工或不同技能的需求：例如，開創(chuàng)

一家全新的地區(qū)性的組織機(jī)構(gòu)，設(shè)立一個新的銷售部門，實施一個重要項目，或是開發(fā)新產(chǎn)

品，新服務(wù)。目前為止，審核計劃可能導(dǎo)致實施的合理化，部門精簡可能是成本縮減的結(jié)果，

商業(yè)過程重新進(jìn)行訓(xùn)練，新技術(shù)導(dǎo)致產(chǎn)量增加，產(chǎn)品合并或重定位。

用于做出未來需求產(chǎn)品數(shù)量估計的需求預(yù)測技術(shù)如下所述：

管理或?qū)＜遗袛?/p>

這是最典型的預(yù)測方法，可以對應(yīng)到流程計劃的某些形式上。這一方法只要求經(jīng)理和專家

坐下來考慮未來的工作量來決定需要多少人力。除非已經(jīng)掌握了可靠的證據(jù)，包括預(yù)見到的

行為等級的增長或技能的新需求，否則這種方法僅僅是猜想。

比例分析

通過研究已獲得允許在組織上和方法上有所改變的制造廠內(nèi)直接員工人數(shù)（生產(chǎn)方面）和

非直接員工人數(shù)（支持方面）過去的比例，預(yù)測未來的比例來實現(xiàn)這一分析。在這個例子中，

可以決定行為級的預(yù)測，直接勞動力需求，間接與直接預(yù)測率被用于計算所需的間接員工人

數(shù)。

工作研究技術(shù)

當(dāng)工作測量法被用來計算操作的持久性和所需員工人數(shù)成為可能時，工作研究方法的運(yùn)用

也成為可能了。對直接員工的工作研究方法可以同比例分析結(jié)合使用來計算所需的間接員工

人數(shù)。

預(yù)測技能和能力需求

預(yù)測技能需求基本上就是一種管理判斷。然而，這種判斷應(yīng)該在產(chǎn)品市場開發(fā)影響的基礎(chǔ)

上和新技術(shù)的引用，或計算制造業(yè)的信息技術(shù)技術(shù)上進(jìn)行實踐。

Developmentandimplementation

Todevelopandimplement360-degreefeedbackthefollowingstepsneedtobetaken:

1.Defineobjectives.Itisimportanttodefineexactlywhat360-degreefeedbackisexpectedto

achieve.Itwillbenecessarytospellouttheextenttowhichitisconcernedwhichpersonal

development,appraisalorpay

2.decideonrecipients.Whoistobeatthereceivingendoffeedback.Thismaybeanindication

ofwhowilleventuallybecoveredafterapilotscheme.

3.decideonwhowillgivethefeedback.Theindividuafsmanager,directreports,team

members,othercolleagues,internalandexternalcustomers.Adecisionwillalsohavetobe

madeonwhetherHRstafforoutsideconsultantsshouldtakepartinhelpingmanagersto

makeuseofthefeedback.Afurtherdecisionwillneedtobemadeonwhetherornotthe

feedbackshouldbeanonymous(itusuallyis)

4.Decideontheareasofworkandbehavior.Onwhichfeedbackwllbegiven-thismaybein

linewithanexistingcompetencymodeloritmaytaketheformofalistofheadingsfor

development.Clearly,themodelshouldfittheculture,valuesandtypeofworkcarriedoutin

theorganization.Butitmightbedecidedthatalistofheadingsorquestionsinasoftware

packagewouldbeacceptable,atleasttostartwith.

5.decideonthemethodofcollectingthedata.Thequestionnairecouldbedesignedin-houseor

aconsultant'sorsoftwareprovider'squestionnairecouldbeadopted,withthepossibleoption

ofamendingitlatertoproducebetterfit.

6.decideondataanalysisandpresentation.Again,thedecisionisondevelopingthesoftware

in-houseorusingapackage.Mostorganizationsinstalling36-degreefeedbackdo,infact,

purchaseapackagefromaconsultancyorsoftwarehouse.Buttheaimshouldbetokeepitas

simpleaspossible.

7.planinitialimplementationprogram.Itisdesirabletopilottheprocess,preferablyattoplevel

orwithallthemanagersinafunctionordepartment.Theschemewillneedtolaunchedwith

communicationstothoseinvolvedaboutthepurposeof360-degreefeedback,howitwill

workandtheparttheywillplay.Theaimistospelloutthebenefitsand,asfaraspossible,

allayanyfears.Trainingingivingandreceivingfeedbackwillalsobenecessary.

8.analyzeoutcomeofpilotscheme.Thereactionsofthosetakingpartinapilotschemeshould

beanalyzedandnecessarychangesmadetotheprocess,thecommunicationpackageandthe

training.

9.planandimplementfullprogram.Thisshouldincludebriefing,communicating,trainingand

supportfromHRand,possible,theexternalconsultants.

10.monitorandevaluate.Maintainaparticularlyclosewatchontheinitialimplementationof

feedback,butmonitoringshouldcontinue.Thisisaprocessthatcancauseanietyandstress,

orproducelittlepracticalgainintermsofdevelopmentandimprovedperformanceforalot

ofeffort.

360-degreefeedbackmightbeusedforthefollowingexcept(D)

360度反饋法可以用在下面的場合，除了

A,personaldevelopment

B,appraisal

C,pay

D,recruitment

招聘

2,aboutthethirdstepsof360-degreefeedback,whichoneofthefollowingstatementsisfalse?

(B)

關(guān)于360度反饋法的第三步，下面哪個說法是錯的

A,externalcustomerswillgivethefeedback

B,thefeedbackwillbeknownbyotherpeopleusually

通常情況下，反饋會被其他人知道

C,outsideconsultantscantakepartinhelpingmanagerstomakeuseofthefeedback

D,HRstaffcantakepartinhelpingmanagerstomakeuseofthefeedback

3,aboutthefourthstepof360-degreefeedback,theauthormightmostlikelyagreethat(C)

關(guān)于360度反饋法的第四部，作者可能最同意

A,itmaybeinconsistentwithanexistingcompetencymodel

B,thecompetencymodelneedn'tbeinlinewiththeculture,valuesandtypeofworkcarriedout

intheorganization

C,itmaytaketheformofalistheadingsfordevelopment

采取標(biāo)題列表的形式來發(fā)展

D,itmightbedecidedthatalistofheadingsorquestionsinasoftwarepackagewouldn'tbe

acceptable

4,Fromthispassage,wecaninferthat(A)

從這篇文章，我們能歸納出

A,theexternalconsultantscanhelptoplanandimplement360-degreefeedbackprogram

外部咨詢專揀可以協(xié)助我們來規(guī)劃和實施360度反饋法

B,once360-degreefeedbackprogramisimplemented,itcan'tbechanged

C,themangersinafunctionordepartmentshouldn'ttakepartinplanninginitialimplementation

program

D,mostorganizationsinstalling360-degreefeedbackpurchaseapackagefromaconsultancyor

softwarehouse,buttheaimshouldbetokeepitascomplexaspossible\

5,Thispassagemightmostlikelybeextractedfromthepaperabout(B)

這篇短文最可能節(jié)選自哪篇文章

A,HRplanning

B,performanceevaluation

績效評估

C,training

D,outplacement

制定和執(zhí)行360度反饋需要采取以下步驟

1、明確目標(biāo)。確切詳細(xì)說明360度反饋要達(dá)到什么目的是很重要的，清楚地說明關(guān)注個人

發(fā)展、評價、或支付工資是必須的。

2、確定接受人。誰是這個反饋的接受者？這也暗示著誰將會是實驗計劃的對象。

3、確定誰將給與反饋。個人的上司、直接下屬、團(tuán)隊成員、其他同事、內(nèi)部和外部客戶。

還要決定人力資源部的人員或外面的咨詢顧問是否參加以幫助人員使用反饋的數(shù)據(jù)。還

需要做出更進(jìn)一步的決定反饋是否應(yīng)該匿名(通常是的)

4、確定共做領(lǐng)域和行為。將被給與哪個反饋-這也許與已存在的能力模型一致或者采取標(biāo)題

?覽表的形式。明顯地，這個模型應(yīng)該與組織文化、價值觀、所執(zhí)行的工作類型相符。

但是也許應(yīng)該承認(rèn)軟件包中的標(biāo)題或者問題一覽表是可以被接受的，至少是以這個為開

始的。

5、確定收集數(shù)據(jù)的方法，問卷調(diào)查表能夠被設(shè)計。組織自己擁有的或咨詢顧問的或軟件提

供者的問卷調(diào)查表能夠在選擇性的修改后被采用。修改后適用性更強(qiáng)。

6、確定收據(jù)分析和呈現(xiàn)。決定自己開發(fā)軟件或者到外面購買。實際上，大多數(shù)組織安裝的

360度反饋軟件都是向?qū)I(yè)顧問或軟件公司購買的軟件包。但是目的是因保持盡可能簡

單。

7、規(guī)劃初始執(zhí)行綱要。初始執(zhí)行綱要對同齡全過程來說是值得做的。更適宜在一個部門的

高層或者全部管理人員中做。這個綱要是需要通過360反饋目的的有關(guān)的人員溝通來發(fā)

起，告訴他們這個綱要是如何運(yùn)作的。他們將扮演的角色。目的是清楚的說明360反饋

的好處，盡可能減少參與者將扮演的角色。目的是清楚的說明360度反饋的好處，盡可

能減少參與者的恐懼。對給與反饋和接受反饋的人進(jìn)行培訓(xùn)是必須的。

8、分析試驗計劃結(jié)果。對參與試驗計劃的人的反應(yīng)進(jìn)行分析，通過溝通和培訓(xùn)對初始綱要

做出必要的改變。

9、規(guī)劃和執(zhí)行全部綱要。這應(yīng)該包括摘要說明、溝通、培訓(xùn)、人力資源部門的支持，有可

能的話還應(yīng)包括外部的客戶。

10、督和評價。對反饋的初始執(zhí)行保持緊密的關(guān)注。但應(yīng)自始至終進(jìn)行監(jiān)控。這個過程

會引起焦慮和壓力，或者經(jīng)過許多努力在發(fā)展和改進(jìn)績效方面會取得一點實際進(jìn)步。

Discoverymethod

Thediscovermethodisastyleofteachingthatallowsthepupiltolearnbyfindingoutprinciples

andrelationshipsforhimselforherself.Theessenceofthemethodisthatthetrainingdesigner

thinksouttheprogressionofproblemsthetraineeisrequiredtosolve,relatesthisprogressionto

thecapacityofthetrainees,andensuresthatlearningisbasedonintrinsicratherthanextrinsic

factors.Inotherwords,thetraineedoesnotneedtorelyonpreviousknowledgeandexperience,

nordoesheorshedependonoutsideassistance(thatis,extrinsicfactors).Thelearning,however,

isnotarandomprocess.Thetraineeprogressesthroughaseriesofplannedsteps,usingthe

intrinsicinformationprovidedateachstage.

Thediscoverymethodisademandingonetodevelopproperly.Itgoesfardeeperthanskill

analysis,whichsimplylistsallthathastobelearned.Instead,itfirstidentifiedthecrucial

conceptsandremovesallthenonessentialssothatthetrainingmaterialcanbeappreciatedinits

mostsimpleform.Thenextstageisthemostdifficult:thetrainingdesignerhastogetinsidethe

learningsituationtodecidewhattheprincipalobstaclestounderstandingareandtofindoutwhy

traineeshaveproblemsinlearning.Thenextstageistodesignadiscoveryprogramespeciallyfor

theneedofagroupoftrainees.

Thebestresultsfromadiscoverytrainingtechniquesareachievedwithmiddle-agedandolder

learnersandontasksthatdemandthedevelopmentofconceptsandunderstanding.Thethreemain

advantagesofthe4methodare:

1.motivation-theadultismoremotivatedtowarddiscoverylearningbecauseheorsheis

involvedfromthestartandinvolvedonhisorherownterms

2.control-thediscoverymethodrevealsthetrainee'sprogressandlevelofunderstandingto

theinstructorandenableseasiercontroloverperformance.

3.retention-learningfromexperienceiseasierforadultsthanlearningfromwords;therisno

stressonmemorizing,hencethissortoflearningisremembered.

Themaindisadvantageofthediscoverymethodisthatithastobeespeciallydesignedforlimited

groups.Afurtherdisadvantageisthatitsbenefitsarenotasevidentintheshorttermasmore

conventionallybasedtrainingsystems.Butwhererealunderstandingandretentionofknowledge

aboutthewholejobarerequiredforoldertraineesorpeopleundergoingretraining,thediscovery

methodhasalotofoffer.

byreadingthispassage,youthinkthediscoverymethodshouldbea(an)(B)trainingtechnique

通過閱讀這篇文章，你認(rèn)為研究法是一種什么方法

A,on-the-job

B,off-the-job

非在職培訓(xùn)

C,on-the-joboroff-the-job

D,classroom

2,Accordingtothepassage,whichoneofthefollowingstatementsaboutthediscoverymethodis

false?(C)

根據(jù)這篇文章，關(guān)于研究法，下面哪一個說法錯了

A,itallowsthepupiltolearnbyfindingoutprinciplesandrelationshipsforhimorher

B,thetrainingdesignershouldrelatetheprogressionofproblemsrequiredtosolvetothecapacity

ofthetrainees

C,thetrainingdesignershouldensurethatlearningisbasedonextrinsicratherthanintrinsic

factors

培訓(xùn)設(shè)計者因該確保學(xué)習(xí)是基于外部因素而不是內(nèi)部因素

D,thelearningisplannedprocess

3,Themainadvantagesofthediscoverymethodincludethefollowingexcept(D)

研究法的主要優(yōu)點不包括下面哪一點

A,thetraineeismoremotivatedtowarddiscoverylearning

B,thediscoverymethodrevealsthetrainee'sprogressandlevelofunderstandingtotheinstructor

C,learningfromexperienceiseasierthanlearningfromwords

D,thereisalittlestressonmemorizing

對于記憶有一些壓力

4,Accordingtothepassage,whichoneofthefollowingisn'tthedisadvantageofthediscovery

method?(D)

根據(jù)文章，下面哪一個不是研究法的缺點

A,ithastobeespeciallydesignedforlimitedgroups

B,itsbenefitsarenotveryevidentintheshortterm

C,itwilltakealongtimetogetitsresult

D,itisonlyapplicabletomiddle-agedandolderlearners

它只適用于中年和老年的學(xué)習(xí)者

5,Thispassagemightbeextractedfromthepaperabout(A)

A,training

B,performanceappraisal

C,selection

D,replacement

發(fā)現(xiàn)法

發(fā)現(xiàn)法是一種允許讓學(xué)生通過自己發(fā)現(xiàn)原理或者關(guān)系來學(xué)習(xí)的培訓(xùn)方法。這種方法的本質(zhì)在

于培訓(xùn)的設(shè)計者設(shè)計出受訓(xùn)者需要解決的問題的進(jìn)程，將其與受訓(xùn)者的能力聯(lián)系起來.并且

確定學(xué)習(xí)是建立在本質(zhì)因素而不是外在因在因素之上的。換言之，受訓(xùn)者并不需要依賴原有

的知識和經(jīng)驗，也不需要依賴外在的協(xié)助(外在因素)。這并不說這種培訓(xùn)方式是一種隨意

的過程。受訓(xùn)者運(yùn)用在每一個階段提供的本質(zhì)信息而功過一系列安排好的步驟不斷進(jìn)步。

開發(fā)這種方法的要求很高。它比僅僅簡單羅列所有學(xué)習(xí)內(nèi)容的技能分析法要求復(fù)雜的多。發(fā)

現(xiàn)法與技能分析不同的是，它首先確定最重要的概念，并忽略一些非本質(zhì)的內(nèi)容，從而使培

訓(xùn)資料能夠以最簡單的形式呈現(xiàn)。接下來的則是最困難的步驟；培訓(xùn)設(shè)計者必須深入學(xué)習(xí)情

景。確定理解的主要障礙是什么。發(fā)現(xiàn)受訓(xùn)者的學(xué)習(xí)為什么會出問題，再下一部就是專門設(shè)

計一套受訓(xùn)群體需要的實施方案。

發(fā)現(xiàn)培訓(xùn)技巧在中老年學(xué)些者的學(xué)習(xí)中，要求觀念和理解發(fā)展的培訓(xùn)任務(wù)重效果最好，這種

方法有三大優(yōu)點：

1、動機(jī)：成人更傾向于發(fā)現(xiàn)學(xué)習(xí)，因為他們從一開始就介入學(xué)習(xí)過程并且結(jié)合了自身的情

況。

2、控制：教師可通過發(fā)現(xiàn)法了解受訓(xùn)者的發(fā)展和理解水平，而且此方法更容易被控制。

3、對成人而言，建立在經(jīng)驗基礎(chǔ)上的學(xué)習(xí)畢源自書本的學(xué)習(xí)更容易些；它沒有記憶的壓力，

因此這類培訓(xùn)更容易記住。

本方法最大的缺陷在于它是針對某一特定的群體量身定做的。此外，它在短期內(nèi)的成效也不

像傳統(tǒng)培訓(xùn)系統(tǒng)那樣明顯。但是，對那些重新接受教育或年級偏大的受訓(xùn)者而言，在需要對

工作所需知識有一個真正的理解并要求保持一定記憶力的時候，這種方法將其很大作用。

Effectivecareerdevelopmentpractices

Whatkindofpracticeswouldcharacterizeanorganizationthatunderstoodthevalueofcareer

development?Thelfollowingsummarizesafewofthemoreeffectivepractices.

Thereisanincreasingbodyofevidenceindicatingthatemployeeswhoreceiveespecially

challengingjobassignmentsearlyintheircareersdobetteronlaterjobs.Morespecifically,the

degreeofstimulationandchallengeinaperson'sinitialjobassignmenttendstobesignificantly

relatedtolatercareersuccessandretentionintheorganization.Initialchallenges,particularlyif

theyaresuccessfullymet,stimulateapersontoperformwellinsubsequentyears.

Toprovideinformationtoallemployeesaboutjobopenings,jobopportunitiesshouldbeposted.

Jobpostingslikekeyjobspecificationdata-abilities,experience,andseniorityrequirementsto

qualifyforvacancies-andaretypicallycommunicatedthroughbulletinboarddisplaysor

organizationalpublications.

Oneofthemostlogicalpar