1、人力資源管理師 資格認證 專業(yè)英語樣題一、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13. 網(wǎng)上培訓14. 關(guān)鍵工作15. 工作擴大化二、單項選擇（每題2分，共20分）1. Execu

2、tives 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. be sup

3、portive3. 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 struc

4、tured job interviews should be based on _ .A. job analysisB. job designC. job specializationD. job utilization5. Outplacement services are . methods of attracting individuals into a career to help terminated employees find a job elsewhere given to executive employees parts of any career management s

5、ystem6. 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 appraisal is to give employees developme

6、ntal 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 plansB. performance-based pay plansC. m

7、erit-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 jobs a classroom-oriented approach so employees learn by lectures feedbac

8、k on employees progress 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 argue that self-ratings are more lenientC. Research has s

9、hown 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 important contribution to knowledge management, by prov

10、iding 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 identify weaknesses and development needs in this aspect, a

11、nd 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 expected to do to support those core values. Knowledge sharing

12、 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 assessing the extent to which they are met. The following

13、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 networks which provide for knowledge sharing;. Ensures as a

14、ppropriate 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 dimensions, one of which is their contribution to and uti

15、lization 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. best title for this article is _ .A. Knowledge-sharingB. Performance management reviewsC. Performance management processesD. P

16、erformance 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 colleagues positive steps to exchange relevant information and knowledgeC. Builds networks which pro

17、vide for knowledge sharingD. Ensures as appropriate that knowledge is captured, codified, recorded and disseminated through some means of communication of the following is not mentioned by Hansen et al _ .A. At Bain, direct help that partners have given colleagues will be evaluated.B. At Ernst & You

18、ng, 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 dimensions.4. The author of this passage would most likely agree that _

19、 .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 management process.C. Knowledge-sharing cant be included as an element of a

20、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 management processes by HR can make an important contribution to knowled

21、ge 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 reviewed C. by ensuring that actual behaviors are rewarded by financial or non-financial meansD. by building

22、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 aims: 1. To increase sensitivity-the ability to perceive accurate

23、ly 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 required by the situation.In a T-group, the trainer will explain the

24、 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 of both the members of the group and the trainer provides a cli

25、mate 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 as the T-group develops they will increasingly understand ho

26、w 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 attendance of trainees at an external T-group laboratory:1. Incre

27、ased 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, and interactive processes in groups. T-groups have been attac

28、ked 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 effective for organizations who have used them on company or have s

29、trongly 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 design and of the trainer.T-group laboratories in their purest for

30、m 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 _. resource planning evaluation human resource management and development2. T-group is ref

31、erred to as the following except _. training, training dynamics 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

32、 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 reaction to one another. to the passage, which of the following cant change the attendance of trainees at an external T-group laboratory _.A.

33、 poor effectiveness of the training designB. 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 ar

34、e 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 modified 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 D

35、escription），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 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一、單項選擇題1. Executives or managers who

36、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. be supportive3. Individuals wo

37、rking 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 structured job interviews shou

38、ld 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. vital parts of any career ma

39、nagement 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 a performance appraisal is to give employee

40、s 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 plansB. performance-based pay p

41、lansC. 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 so employees learn by lec

42、turesC. 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 argue that self-ratings ar

43、e 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 have11. Performance appraisal methods can be broadly classified as either , , or approaches.A. trait, behavioral, judgmentalB. trait

44、, behavioral, resultsC. behavioral, judgmental, resultsD. behavioral, judgmental, attitudinal 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 market13. Coaching

45、 is a technique that can be used to develop individual skills, knowledge, and attitudes.A. on-the-jobB. off-the-jobC. web-based trainingD. classroom training14. The primary reason why organizations train new employees is to .A. increase their knowledge, skill, and ability levelB. help trainees achie

46、ve personal career goalsC. comply with government regulationsD. improve the work environment15. The HR department in an overseas unit must be particularly responsive to all of the following environments except .A. political B. culturalC. technologicalD. legal16. Which of the following is not a prima

47、ry impact that technology has had on HRM .A. It has altered the methods of collecting 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 communication

48、s.17. Which management group has primary responsibility for the development of disciplinary policies and procedures .A. the legal departmentB. top-level managementC. the HR departmentD. middle management18. To create a more flexible pool of employees, managers might most likely .A. rely on job-based

49、 pay structuresB. rely on skill-based pay structuresC. implement a gain sharing incentive systemD. implement an employee stock ownership plan19. Which of the following does not alter the nature of jobs and the requirements of individuals needed to successfully perform these jobs .A. downsizingB. ado

50、ption of teamsC. stable growth in product demandD. global change20. Wage survey data will normally be collected with the use of .A. low-rated jobsB. key jobsC. high-rated jobsD. strategic jobs21. When setting performance measures for incentive systems, we can say that the best measures are .A. quant

51、itative, simple to understand, and show a clear relationship between output and rewardB. qualitative, flexible, and create competition between employeesC. those that allow employers to “ratchet up ” standards and base rewards on qualitative standardsD. those that reduce administrative costs, determi

52、ne rewards based only on quantity, and reward only exceptional employees22. To facilitate an egalitarian environment, which of the following HR practices should managers implement .A. team-based trainingB. HRIS technologiesC. profit sharingD. team-based selection23. If a job analyst doubts the accur

53、acy of information provided by employees, he or she should .A. challenge the employees with their false statementsB. report them to their supervisorsC. turn the task of job analysis over to someone with more HRM experienceD. obtain additional information from them or from their supervisors24. Reason

54、s for not hiring from within include all of the following except .A. motivational concernsB. lack of qualified internal candidatesC. a need for new ideasD. the risk of “employee cloning ”25. Executives or managers who coach, advise, and encourage employees of lesser rank are called .A. protgsB. teac

55、hersC. mentorsD. role models26. Which of the following is an example of a well-written performance standard .A. Desk clerks are expected to check out approximately fifteen customers every half-hourB. Customer service representatives should be energetic and pleasant to customersC. Resident dorm advis

56、ers should be easily accessible to studentsD. Police should respond to a call within a short period of time27. In the development of a factor comparison scale, key jobs are normally ranked against all of the following factors except .A. skillB. performanceC. mental effortD. responsibility28. An ince

57、ntive plan is more likely to succeed in an organization when all of the following are true except .A. employees morale is highB. employees believe they are being treated fairlyC. there is harmony between employees and managementD. employees believe that incentive payment are deferred29. If you were

58、developing a performance appraisal system for individuals on international assignments, it would be best to base individuals appraisals on information from .A. host-country evaluationsB. home-country evaluationsC. both home- and host-country evaluationsD. peer evaluations30. Human capital of a firm

59、include the following except .A. the knowledge of a firms workersB. skills of a firms workersC. the expertise of a firms workersD. the behavior of a firms workers31. In general, in recent years the role of people in a determining a firms competitive advantage has .A. decreased in importance in manuf

60、acturing firms but increased in service firmsB. increased in importance in service firms but decreased in manufacturing firmsC. increased in importance in both service and manufacturing firmsD. decreased in importance in both service and manufacturing firms32. Objectives accomplished through job ana