人力资源管理专业英语二级模拟题

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1、上海市职业资格鉴定企业人力资源管理人员专业英语试卷1一、英汉互译（每题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. 技能工资13. 网上培训14. 关键工作15. 工作扩大化Answer:1. 行为模拟 2.

2、员工租借3. 因素比较法 4. 图式评估法 5. 小组面试 6. 替换表 7. 甄选 8. 既得利益 9. 团队领导培训 10. 利润分享 11. Psychological support 12. Skill-based pay 13. Web-based training 14. Key jobs 15. Job enlargementAnswer:1.C 2.B 3.D 4.A 5.B 6.B 7.C 8.A 9.B 10.DAnswer:1.D 2.A 3.C 4.B 5.DAnswer:1.D 2.B 3.C 4.A 5.C二、单项选择（每题2分，共20分）1. Executives

3、 or managers who coach, advise, and encourage employees of lesser rank are called .A. protgsB. teachersC. mentorsD. role modelsD. the HR managers preferences2. As an appraiser, you should try to do all of the following except .A. minimize criticismB. change the person, not the behaviorC. focus on so

4、lving problemsD. 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. Questi

5、ons contained in 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 execut

6、ive employeesD.vital 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 delegatory skillsC. prudent decision-making skillsD. cultural adaptability7. If your primary objective for

7、 a performance appraisal 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. sk

8、ill-based pay plansB. 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-

9、oriented approach 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 pr

10、ocessB. Critics argue 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 haveAnswer:1.C 2.B 3.D 4.A 5.B 6.B 7.C 8.A 9.B 10.D三、阅读理解（每题3分，共30分）（一）2329The promotion a

11、nd development of performance management processes by HR can make an 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 fina

12、ncial or non-financial means. Performance management reviews can identify 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-s

13、haring to individuals, so that they understand what they are expected 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 c

14、ould be used as a basis for agreeing competency requirements and assessing 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 m

15、eetings to exchange relevant information and knowledge;. Builds networks 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 & Y

16、oung, consultants are evaluated at performance reviews along five dimensions, 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.Th

17、e best title for this article is .A. Knowledge-sharingB. Performance 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

18、 to share knowledge with colleaguesB.Takes positive steps to exchange 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 fo

19、llowing is not mentioned by Hansen et al? .A. At Bain, direct help that 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 &

20、Young, consultants are evaluated at performance reviews along five dimensions.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

21、individuals could be one starting point for the performance management 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

22、 for knowledge-sharing.5. According to the passage, performance management 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

23、that actual behaviors are reviewed C. by ensuring that actual behaviors are rewarded by financial or non-financial meansD. by building networks which provide for knowledge sharingAnswer:1.D 2.A 3.C 4.B 5.D（二）128138T-group stands for training group, which is not a very helpful description. It is also

24、 referred to as sensitivity training, group dynamics, and group relations training. T-group has three 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 relati

25、onships between others. 3. To increase action skill-the ability to carry out the skillful behavior required 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

26、and the group is largely left to its own devices to develop a structure that takes account of the goals 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

27、” or expressing their reaction to one another. Member may not always accept comments about themselves, but 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

28、 ability, and action skill.Follow-up studies have noted three principle areas of change following the attendance 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

29、 increased capacity for collaboration.3. Improved understanding and diagnostic awareness of self, others, 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 pro

30、blems. A more valid basis for doubt is that it has been difficult to prove that they have been cost effective 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

31、training. The degree to which it can be invalidated will depend on the effectiveness of the training design 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 modifi

32、ed forms.1. This article might most likely be extracted from the paper about .A.human resource planningB.performance 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 dyn

33、amicsD.group relations training3. The author of this passage would most likely agree that .A. In a T-group, 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 suffi

34、ciently trusting of one another to discuss their own behaviors.D. In a T-group, members dont express their 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 desig

35、nB. improved understanding and diagnostic awareness of self and othersC. increased openness, receptivity, 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 traini

36、ng programs by company.B. There is no criticism on T-group laboratories.C. If T-group laboratories are modified well, it has also valid uses.D. T-group laboratories have no use for company.Answer:1.D 2.B 3.C 4.A 5.C四、写作（共20分）某公司欲招聘一位会计主管（chief accountant），需要人力资源管理部门为其编制一份职位说明书（Job Description），假如公司总

37、经理要求你来完成这项工作，请你用英文完成以下职位说明书。Job DescriptionPosition Department Accountable to Salary/pay grade _ 35 40 hrs/wk 20 35 hrs/wk less than 20 hrs/wkJob summary Responsibilities/daily tasks Qualifications Relations of the position to others in the company Answer:(only for reference)Job DescriptionPosition

38、chief accountant Department financial department Accountable to CFO Salary/pay grade 3 yes 35 40 hrs/wk 20 35 hrs/wk less than 20 hrs/wkJob summaryWork closely with the companys CFO, and ensure that all of the responsibilities pertaining to the accounting department are met.Develop and direct the ac

39、tivities of the professional staff involved with the financial aspects of operations, including forecasting, planning, budgeting, credit and collections, cost accounting, and financial control systems.Responsibilities/daily tasksReport to the CFO and be responsible for all accounting functions. Prov

40、iding analytical budgetary & financial planning/reporting support to senior management.Establishing and maintaining internal controls,external financial reporting. Interface with external auditors, handling all corporate tax matters. QualificationsMaster degree or above;At least 5 years experience i

41、n accounting work;Work experience in foreign or JV company is preferred;Willing to travel.Relations of the position to others in the companyAdministration department; Marketing department; Manufacturing department; R&D department etal.上海市职业资格鉴定企业人力资源管理人员专业英语试卷2一、英汉互译（每题2分，共30分）1. Career counseling2.

42、 Cross-training3. Employee leasing4. Expatriate5. On-the-job training, OJT6. Pay grade7. Perquisites8. Reengineering9. Spot bonus10. Total quality management (TQM)11. 同事评估12. 情景面试13. 任务分析14. 工作设计15. 晋升Answer:1. 职业咨询 2. 交叉培训 3. 员工租借 4. 外派雇员 5. 在职培训 6. 工资等级 7. 津贴 8. 流程再造 9. 即时奖金 10. 全面质量管理 11. Peer ap

43、praisal 12. Situational interview 13. Task analysis 14. Job design 15. Promotion二、单项选择（每题2分，共20分）1. Performance appraisal methods can be broadly classified as either , , or approaches.A. trait, behavioral, judgmentalB. trait, behavioral, resultsC. behavioral, judgmental, resultsD. behavioral, judgme

44、ntal, attitudinal2.The area from which employers obtain certain types of workers from within the organization is known as the .A. internal labor marketB. regional labor marketC. recruiting areaD. external labor market3. Coaching is a technique that can be used to develop individual skills, knowledge

45、, and attitudes.A. on-the-jobB. off-the-jobC. web-based trainingD.classroom training4. The primary reason why organizations train new employees is to .A.increase their knowledge, skill, and ability levelB.help trainees achieve personal career goalsC.comply with government regulationsD.improve the wo

46、rk environment5. The HR department in an overseas unit must be particularly responsive to all of the following environments except .A. political B. culturalC. technologicalD. legal6. Which of the following is not a primary impact that technology has had on HRM? .A. It has altered the methods of coll

47、ecting employment information.B. It has speed up the processing of employment data.C. It has diminished the role of supervisors in managing employees.D. It has improved the processes of internal and external communications.7. Which management group has primary responsibility for the development of d

48、isciplinary policies and procedures? .A. the legal departmentB. top-level managementC. the HR departmentD. middle management8. To create a more flexible pool of employees, managers might most likely .A. rely on job-based pay structuresB. rely on skill-based pay structuresC. implement a gainsharing i

49、ncentive systemD. implement an employee stock ownership plan9. Which of the following does not alter the nature of jobs and the requirements of individuals needed to successfully perform these jobs? .A. downsizingB. adoption of teamsC. stable growth in product demandD. global change10. Wage survey d

50、ata will normally be collected with the use of .A. low-rated jobsB. key jobsC. high-rated jobsD. strategic jobsAnswer:1.B 2.A 3.A 4.A 5.C 6.C 7.C 8.B 9.C 10.B三、阅读理解（每题3分，共30分）（一）3548Demand forecasting is the process of estimating the future numbers of people required and the likely skills and compet

51、ences they will need. The ideal basis of the forecast is an annual budget and longer-term business plan, translated into activity levels for each function and department or decisions on downsizing, in a manufacturing company the sales budget is translated into a manufacturing plan giving the numbers

52、 and types of products to be made in each period. From this information the number of hours to be worked by each skill category to make the quota for each period can be computed.The demand forecasting techniques that can be used to produce quantitative estimates of future requirements are described

53、below.Managerial or expert judgementThis is the most typical method of forecasting. It simply requires managers or specialists to sit down, think about future workloads, and decide how many people are needed. This can be no more than guesswork unless there is reliable evidence available of forecast

54、increases in activity levels or new demands for skills.Ratio-trend analysisThis is carried out by studying past ratios between, say, the number of direct (production) workers and indirect (support) workers in a manufacturing plant, and forecasting future ratios, having made some allowance for change

55、s in organization or methods. Work study techniquesWork study techniques can be used when it is possible to apply work measurement to calculate how long operations should take and the number of people required. Work study techniques for direct workers can be combined with ratio-trend analysis to cal

56、culate the number of indirect workers needed.Forecasting skill and competence requirementsForecasting skill requirements is largely a matter of managerial judgement. This judgement should, however, be exercised on the basis of a careful analysis of the impact of projected product-market developments

57、 and the introduction of new technology, either information technology of computerized manufacturing.1. Demand forecasting is the process of estimating the following except .A. the future numbers of people requiredB. the likely skills people will needC. the likely competences people will needD. the future numbers and types of products2.Which of the following abou