人力資源管理師英語試題

1、人力資源管理師英語試題英語譯成漢語，漢語譯成框中最恰當(dāng)?shù)拇鸢敢韵鄳?yīng)1 至 15題，每題 2 分，共 30 分，請將下面的英語。 ） ：1.human resource planning2.bonus 3.career 4.selection .5.employee 6.team 7.labor market 8.job analysis 9.training 10.contract 11.積分法12.工作結(jié)構(gòu)13.外包14.紀(jì)律15.就業(yè)許可證（16 至 25題，每題 1 分，共 10 分，請將的字母填入括號中）A.job analysisB.job evaluationC.task anal

2、ysisD.mediatorE.validityF.reliabilityI.G.creativityH.appraisal accuracywage surveyJ.human resources planning16 .To estimate a test s consistency or （） ,you could administer thesame test to the same people at two different points in time,comparing their test scores at time 2 with their scores at time

3、 1.17 .A （） serves primarily as a fact finder and to open up a channelof communication between the parties.18 .The simplest （） method ranks each job relative to all other jobs,usually based on some overall factor like“job difficulty.”19 .When job evaluation and （） data are used jointly, they serve t

4、olink the likelihood of both internal and external equity.1.1 Interviews, questionnaires, observations, and diary/logs are themost popular methods for gathering（） data.21 .The test has （） to the extent that the people with higher testscores perform better on the job.22 .Rater training is no panacea

5、for reducing rating errors or for improving （） .23 .A key component of （） is forecasting the number and type of people） which involvesneeded to meet organizational objectives.24 .The second step in training-needs assessment isreviewing the job description and specification.25 .A modest level of stre

6、ss may even lead to more（） if a competitivesituation results in new ideas being generated.二、 單項(xiàng)選擇題： （ 26 至 35 題， 每題 3 分， 共 30 分， 請將最恰當(dāng)答案前的字母填入括號中）26 .People who contribute to the job analysis process include thefollowing, except for the:（）A. stockholderB. job analystC. employees D. supervisor27 .The

7、 suitability of college graduates for technical and managerialpositions often depends on their:（）A. dental recordsB. ethnic backgroundC. religious beliefD. major field of study28 .A statement of the knowledge, skills, and abilities required toperform a job is a:（）A. job requirementB. job specificati

8、onC. job positionD. job objective29 .The extent to which two or more methods yields similar results orare consistent is referred to as:（）A. validityB. reliabilityC. truthD. similarity30 .The selection procedure usually begins with:（）A. employment testsB. a medical examinationC. a supervisory intervi

9、ewD. completion of an application form31 .The primary reason 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 work environment32 .Research has shown that pe

10、rformance appraisal are used most widelyas a basis for:（）A. transferB. criticismC. assessment centersD. compensation decisions1.1 It is recommended that a diagnosis of poor employee performance focuson all of the following except:（）A. skillB. personalityC. effortD. external conditions34 .Job evaluat

11、ion systems provide for internal equity and serve as thbasis for:A. wage-rate determinationB. job analysisC. training planD. career plan35 .All of the following are common causes of workplace stress except:（）A. excessive job pressuresB. high workloadsC. disagreements with managersD. empowerment四、閱讀理

12、解： ( 36 至 45 題，每題 3 分，共 30 分，閱讀下列 文章并回答問題，請將正確答案以相應(yīng)的字母填入括號中。 ) (一) There is no standard format you must use in writing a job description, but most descriptions contain sections on:job identification, job summary, relationships 、responsibilities 、 and duties, authority of incumbent, standards of perf

13、ormance, working conditions, and job specifications.An example of a job description ispresented in the following figure.Sample Job DescriptionJob Title: Supervisor of Data Processing Operations Status:ExemptJob Code: 012.168Date:June 3, 2003Plant/Division:Olympia, Inc. - Mainoffice Written By: Arthu

14、r AllenSection: Data Processing-SystemsApproved By: Juanita GatesLevel: 12Points: 736Pay Range: $16,760- $20,760Title of Immediate Supervisor: Manager of Information SystemsJob Summary - Directs the operation of all data processing, data control, and data preparation requirements.Job Duties:1. Follo

15、ws broadly based directives. (a)Operates independently.(b)Informs Manager of Information Systems of actives through weekly, monthly, and / or quarterly schedules.2. Selects, trains, and develops subordinate personnel. (a)Develops spirit of cooperation and understanding among work group members.(b) D

16、irects training involving teaching, demonstrating, and/or advising users in productive work methods and effective communications with data processing.3. Reads and analyzes a wide variety of instructional and training information.4. Plans , directs, and controls a wide variety of operational assignme

17、nts by 5 to 7 subordinates; works closely with other managers, specialists, and technicians in Information Systems as well as with managers in other departments.(a)Receives, interprets, develops, and distributes directives ranging from the very simple to the highly complex and technological in natur

18、e. (b)Establishes and implements annual budget for department.5. Interacts and communicates with people representing a wide varietyof units and organizations.（a）Communicates both personally and impersonally, through oral or written directives and memoranda, with all involved parties.（b）Attends local

19、 meetings of professional organizations in the field of data processing.36.According to the passage, the immediate supervisor s title is also shown in the （） section as is information regarding the job ssalary and / or pay scale.A.jobsummaryB.job identificationC.job relationshipsD.jobtitle37.It woul

20、d appear from the passage that（） permits easy referencingofall jobs since it represents important characteristics of the job.A.job codeB.job statusC.pay range D .job summary38.According to the Sample Job Description in the passage, when asupervisor of data processing operations is at work, he or she

21、（）Adoesn t need to report to the immediate supervisor B.needs to attend business meetings at least once a week C.doesn t need to explain directives to his or her subordinates D.needs to show others how to communicate with data processing39.In the figure the duty “reads and analyzes a wide variety of

22、 instructional and training information” can be further defined asfollows, not including （） .A.ensures that work group members receive specialized training as necessary in the proper functioning or execution of procedures and methodsB.applies latest concepts and ideas to changing organizational requ

23、irementsC.assists in developing and / or updating manuals, procedures, specifications, etc., relative to organizational requirements and needsD.assists in the preparation of specifications and related evaluations of supporting software and hardware40.The author of the passage would most likely agree

24、 that（） .A.a job description should portray the work of the position so well that the duties are clear with reference to other job descriptionsB.a job description should have fixed format for defining a positionC.for writing up job descriptions, we should select the most specific Words to show the k

25、ind of work and the degree of complexity D.long statements usually best accomplish the purpose when we are writing up job descriptions（二）When appraisals fail, they do so for reasons that parallel these three steps - defining the job, appraising performance, and providing feedback. Some appraisals fa

26、il because subordinates are not told ahead of time exactly what is expected of them in terms of good performance.Others fail because of problemswith the forms or procedures used to actually appraise the performance; a lenient supervisor might rate all subordinates“ high ” , for instance, although ma

27、ny areactually unsatisfactory.Still other problems arise during theinterview-feedbacksession, which include arguing and poorcommunications. These and other problems are summarized in the following figure. Common Performance Evaluation ProblemsProblems can occur at any stage in the evaluation process

28、.Some ofthe pitfalls to avoid in performance appraisals are:（ 1 ） Lack of standards.Without standards, there can be no objectiveevaluation of results, only a subjective guess or feeling about performance.（ 2 ） Irrelevant or subjective standards.Standards should be establishedby analyzing the job out

29、put to ensure that standards are job related.（ 3 ） Unrealistic standards.Standards are goals with motivatingpotential. Those that are reasonable but challenging have the most potential to motivate.（ 4） Poor measures of performance.Objectivity and comparison requirethat progress toward standards or a

30、ccomplishment of standards be measurable. Example of measurable standards include quantifiable measures such as 10 rejects per 1,000 units or 10 sales per 100 calls, as well as qualitative measures, such as projects completed or not completed.（ 5 ） Rater errors. Rater errors include rater bias or pr

31、ejudice, halo effect, constant error, central tendency, and fear of confrontation.（ 6 ） Poor feedback to employee.Standards and/or ratings must becommunicated to the employee in order for the performance evaluation to be effective.（ 7 ） Negative communications. The evaluation process is hindered by

32、communication of negative attitudes, such as inflexibility, defensiveness, and a non-developmental approach.（ 8 ） Failure to apply evaluation data.Failure to use evaluations inpersonnel decision making and personnel development negates the primary purpose of performance evaluations.The use and weigh

33、tingof multiple criteria as well as the frequency of evaluation alsopresent problems.41.1 n writing about the subject, the author of this passage apparently（）.A. gloats over the errors of some supervisorsB. slyly introduces the fact that there is no necessity to appraise performanceC. wants to share

34、 his opinions on how to appraise performance effectivelyD. remains cautiously optimistic about performance appraisals42 .According to this passage, we may conclude that to result in the success of performance appraisals （） .A. supervisors and their subordinates should agree on duties and job standar

35、ds of the employeesB. plans are made for any development that is required when defining the jobC. a supervisor might rate all subordinates“fair ”D. supervisors have to make decision whether or not they should let their subordinates know the standards of some appraisals43 .The author of this passage would probably agree with which of thefollowing ?（）A. The traits and degrees of merit must be open to interpretation in order to avoid unclear standar