上海人力资源管理师三级——专业英语
上海人力资源三级英语试卷汇总
助理人力资源管理师-三级（上海）HR专业英语10套试卷专业英语试卷1一、英汉互译（每题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. 薪资调查12. 任务分析13. 招募14. 绩效管理15. 工作丰富化二、选词填空（每题2分，共20分）1. ________ refers to the practices and 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. 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 ________ technique 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. China’s economic reformers have used material incentives in order to stimulate ________.三、单项选择（每题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 evaluator’s attention on those behaviors that are key in making the difference between executing a job effectively 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. Organizational ________ 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 ________.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 process 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 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. 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、阅读理解（每题3分，共30分）（一）The context for obtaining the people required will be the labor markets in which the organization is operating which are: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.The external labor marker- the external local, regional, national and international markets from which different sorts of people 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 human resource planning proce ss, 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 that 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 operating 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 choice—they tend to be much more mobile, and resourcing strategy may have to recognize that external recruitment will 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 from ________.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 organizationD. 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 resource 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）Wlaters (1983) identifies nine sources of information which help to identify training priorities. These are:Organizational goals and corporate plans which indicate the direction in which the organization is going and, therefore, major training priorities.Human resource and succession planning which provides information on future skill requirements and managem Personnel statistics on, for example, labor turnover, which highlight HR issues which might be addressed by training.ent training needs.Exit interviews which might suggest deficiencies in training arrangements.Consultation with senior managers which obtains opinions on training needs from key decision makers.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.Departmental layout changes which provide information about future developments and related training needs.Management requests for training which set out perceived needs.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 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 Wlaters, ________is (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 requirements 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 changesC. 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 which 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 illustrating ________.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 related training needs.专业英语试卷2一、英汉互译（每题2分，共30分）1. Centralization2. Assessment center3. Cultural shock4. Expatriate5. Hourly work6. Internship programs7. Job involvement8. Management by objectives（MBO）9. Pay-policy line10. Self-appraisal11. 360度反馈12. 甄选13. 绩效评价14. 工作规15. 间接成本二、选词填空（每题2分，共20分）1. International human resource management includes ________ qualified personnel for overseas assignments.2. Rapid ________ through an extensive staff ranking system is seen in one company as a very important motivational mechanism.3. ________ refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. Developing a high-trust organization means creating trust between ________ and employees.5. ________ determines the human resources required by the organization to achieve its strategic goals.6. The ________ provides information on the nature and functions of the job.7. The halo effect or error is the tendency for an evaluator to let the ________ of an individual on one trait influence his or her evaluation of that person on other traits.8. Training is concerned with fitting people to take on extra responsibilities, increasing all-round________.9. A training or a learning specification breaks down the broad duties contained in the ________ into the detailed tasks that must be carried out.10. In case of labor disputes between the employer and laborers, the parties concerned can apply for ________ or arbitration, bring the case to courts, or settle them through consultation.三、单项选择（每题2分，共20分）1. The placement of an employee in another job at a higher level in the organization with an increasein pay and status is known as a ________ .A. job enlargementB. transferC. promotionD. job rotation2. Key jobs have all of the following characteristics except ________.A. they are important to employees and the organizationB. they vary in terms of job requirementsC. they are used in salary surveys for wage determinationD. they are likely to vary in job content over time3. A process that goes beyond TQM programs to a more comprehensive approach to process redesignis known as ________.A. job redesignB. process redesignC. reengineeringD. rightsizing4. The job specification describes job requirements relative to ________.A. skill and physical outputsB. skill and physical demandsC. age and physical demandsD. experience and physical description5. When determining where training emphasis should be placed, an examination of the goals, resources, and environment of the organization is known as ________.A. task analysisB. organization analysisC. resource analysisD. skills analysis6. The job evaluation system in which specific elements of the jobs to be evaluated are compared against similar elements of key jobs within the organization is known as ________.A. the point methodB. job rankingC. the comparison methodD. the Hay profile method7. The final decision to hire an applicant usually belongs to ________.A. the HR recruiterB. the HR managerC. line managementD. co-workers8. Determining what the content of a training program should be, based on a study of the job duties,is known as ________.A. organization analysisB. individual analysisC. job analysisD. task analysis9. Sometimes organizations provide services to terminated employees that help them bridge the gap between their old position and a new job. These services are known as ________.A. downsizing programsB. “headhunting” assistance programsC. outplacement assistanceD. employee assistance programs(EAPs)10. Job ________ form the basis for the administration of applicable employment tests.A. outlinesB. specificationsC. requirementsD. details四、阅读理解（每题3分，共30分）（一）Multiperson comparisons evaluate one individual’s performance against one or more others. It is a relative rather than an absolute measuring device. The three most popular comparisons are group order ranking, individual ranking, and paired comparisons.The group order ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth. This method is often used in recommending students to graduate schools. Evaluators are asked to rank the student in the top five percent, the next five percent, the next fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all their subordinates. Therefore, if a rater has twenty subordinates, only four can be in the top fifth and, of course, four must also be relegated to the bottom fifth.The individual ranking approach rank orders of employees from best to worst. If the manager is required to appraise thirty subordinates, this approach assumes that the difference between the first and second employee is the same as that between the twenty-first and twenty-second. Even though some of the employees may be closely grouped, this approach allows for no ties. The result is a clean ordering of employees, from the highest performer down to the lowest.The paired comparison approach compares each employee with every other employee and rates each as either the superior or the weaker member of the pair. After all paired comparisons are made, each employee is assigned a summary ranking based on the number of superior scores he or she achieved. This approach ensures that each employee is compared against every other, but it can obviously become unwieldy when many employees are being compared.Multiperson comparisons can be combined with one of the other methods to blend the best from both absolute and relative standards. For example, a college might use the graphic rating scale and the individual ranking method to provide more accurate information about its students’ performance. The A, B, C, D, or E. A prospective employer or graduate school could then look at two students who each got a “B” in their different financial accounting courses and draw considerably different conclusions about each where next to one grade it says “ranked fourth out of twen ty-six”, while the other says “ ranked seventeenth out of thirty”. Obviously, the latter instructor gives out a lot more high grades!1. Multiperson comparisons is a(an) ________ measuring device.A. absoluteB. relativeC. accurateD. false2. According to the passage, there are three most popular comparisons except ________.A. group order rankingB. individual rankingC. graphic rating scalesD. paired comparisons3. From this passage, we can infer that ________.A. recommending students to graduate schools often uses individual rankingB. the paired comparison approach assumes that the difference between the first and second employee is sameC. group order ranking ensures that each employee is compared against every otherD. each method of multiperson comparisons can be used simultaneously4. The following statements about individual ranking are false except ________.A. it rank orders of employees from from the lowest performer up to the highestB. the result is a clean ordering of employeesC. it assumes that the difference between the first and second employee is differentD. this approach allows for some of the employees who may be closely grouped5.This article might be extracted from the paper about ________.A. performance appraisalB. recruitment and replacementC. training and developmentD. reward systems（二）Our knowledge of motivation tells us that people do what they to satisfy needs. Before they do anything, they look for the payoff or reward. Many of these rewards –salary increases, employee benefits, preferred job assignments – are organizationally controlled.The types of rewards that an organization can allocate are more complex than is generally thought. Obviously, there is direct compensation. But there are also indirect compensation and nonfinancial rewards. Each of these types of rewards can be distributed on an individual, group, or organization wide basis.Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the worker’s satisfaction with his or her job. Techniques like job enrichment or any efforts to redesign or restructure work to increase personal worth to the employee may make his or her work more intrinsically rewarding.Extrinsic rewards include direct compensation, indirect compensation, and nonfinancial rewards. Of course, an employee expects some forms of direct compensation: a basic wage or salary, overtime and holiday premium pay, bonuses based on performance, profit sharing, and/or possibly opportunities to purchase stock options. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization and, additionally, will expect it to be comparable to the direct compensation given to other employees with similar abilities and performance.The organization will provide employees with indirect compensations: insurance, pay for holidays and vacations, services, and perquisites. In as much as these are generally made uniformly available to all employees at a given job level, regardless of performance, they are rally not motivating rewards. However, where indirect compensation is controllable by management and is used to reward performance, then it clearly needs to be considered as a motivating reward.1.Rewards are often considered as a ________function in human resource management.A. planningB. leadingC. motivatingD. controlling2. Extrinsic rewards include the following except ________.A. job enrichmentB. direct compensationC. indirect compensationD. nonfinancial rewards3.According to the passage, the following statements are false except ________.A. Nonfinancial rewards belong to intrinsic rewards.B. Overtime and holiday premium pay belongs to indirect compensation.C. Employees will expect their direct compensation to be comparable to the indirect compensation given to other employees with similar abilities and performance.D. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization.4.Perquisites which the organization provides employees belong to ________.A. intrinsic rewardsB. direct compensationC. indirect compensationD. nonfinancial rewards5. The author of this passage would most likely agree that ________.A. If indirect compensation is controllable by management, then it can’t be considered as a motivating reward.B. If indirect compensations are made uniformly available to all employees at a given job level, regardless of performance, they will lose their motivating function.C. Techniques like job enrichment or nonfinancial rewards to increase personal worth to the employee may make his or her work more intrinsically rewarding.D. Each type of rewards can be distributed on an individual or group, not organization wide basis.专业英语试卷3一、英汉互译（每题2分，共30分）1. Bonus2. Compensable factors3. Delayering4. Forecasting5. Gain sharing plans6. Job classification system7. Minimum wage8. Performance feedback9. Staffing tables10. Wage-rate compression11. 培训12. 即时奖金13. 工资结构14. 劳动力市场15. 精简二、选词填空（每题2分，共20分）1. For managers, the challenge of fostering intellectual or ________ lies in the fact that such Workers must be managed differently than were those of previous generations.2. In summary, is ________ an integral part of every manager’s job.3. In the area of ________ and hiring, it’s the line manager’s responsibility to specify the qualifications employees need to fill specific positions.4. HR manager also administers the various ________ (health and accident insurance, retirement, vacation, and so on).5. Performance evaluations are used as the basis for ________ allocations.6. Staff managers are authorized to assist and advise line managers in accomplishing these basic ________.7. Determining the nature of each employee’s job is ________.8. Laborers shall fulfill their tasks of labor, improve their professional skills, follow rules on labor safety and sanitation, and observe labor discipline and professional ________.9. Labor ________ are agreements reached between laborers and the employer to establish labor relationships and specify the rights, interests and obligations of each party.10. In a public employment ________ ,which served workers seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted.三、单项选择（每题2分，共20分）1. The tendency for an evaluator to let the assessment of an individual on one trait influence his or her evaluation of that person on other traits is known as ________.A. similarity errorB. halo effect or errorC. leniency errorD. single criterion2. The performance evaluation approach which compares each employee with every other employee and rates each as either the superior or the weaker member of the pair is known as ________.A. the paired comparisonB. the individual rankingC. the group order rankingD. critical incidents3. Determining whether or not task performance is acceptable and studying the characteristics of individuals and groups that will be placed in the training environment are known as ________.A. person analysisB. demographic analysisC. individual analysisD. group and individual analysis4. The lines of advancement for an individual within an organization are known as ________.A. career pathsB. job progressionsC. career linesD. job paths5. Freedom from criterion deficiency of performance appraisals refers to the extent to which ________.A. standards relate to the overall objectives of the organizationB. standards capture the entire range of an employee’s responsibilitiesC. individuals tend to maintain a certain level of performance over timeD. factors outside the employee’s control can influence performance6. The Hay profile method uses which three factors for evaluating jobs? ________.A. knowledge, skill, and responsibilityB. mental ability, skill, and responsibilityC. knowledge, mental ability, and responsibilityD. knowledge, mental ability, and accountability7. Which of the following is not an important component of a meaningful gain sharing plan? ________.A. establishing fair and precise measurement standardsB. ensuring that bonus payout formulas are easy to calculateC. ensuring that bonus payouts are large enough to encourage future employee effortD. depending on top management to develop the gain sharing program8. Giving employees more control over decisions about who their co-workers will be is known as ________.A. empowered selectionB. collaborationC. team selectionD. group development9. Which of the following is a technique used to elicit employee views in order to make decisions and initiate change? ________.A. suggestion systemB. downward communicationC. attitude surveyD. empowerment10. Assessing the degree to which what employees learned during the training program is translated into enhanced employee performance is known as ________.A. results evaluationB. reaction evaluationC. behavior evaluationD. learning evaluation四、阅读理解（每题3分，共30分）（一）A training or a learning specification is a product of job analysis. It breaks down the broad duties contained in the job description into the detailed tasks that must be carried out. It then sets out the characteristics or attributes that the individual should have in order to perform these tasks successfully. These characteristics are:knowledge–what the individual needs to know. It may be professional, technical or commercial knowledge. Or it may be about the commercial, economic, or market environment; the machines to be operated; the materials or equipment to be used or the procedures to be followed; or the customers, clients, colleagues and subordinates he or she is in contact with and the factors that affect their behavior. Or it may refer to the problems that occur and how they should be dealt with.skills– what the individual needs to be able to do if results are to be achieved and knowledge is to be used effectively. Skills are built progressively by repeated training or other experience. They may be manual, intellectual or mental, perceptual or social.Competences–the behaviors’ competences needed to achieve the levels of performance required. attitudes–the disposition to behave or to perform in a way that is in accordance with the requirements of the work.performance standards– what the fully competent individual has to be able to achieve.1. A training or a learning specification is a product of ________.A. job structureB. job evaluationC. job designD. job analysis2. According to this passage, which of the following isn’t the characteristic or attribute that the individual should have in order to perform the task successfully? ________A. knowledgeB. mental abilityC. competencesD. attitudes3. According to this passage, the knowledge that the individual should have in order to perform the task successfully may include the following except ________A. professional, technical or commercial knowledgeB. knowledge about the commercial, economic, or market environmentC. knowledge about the job descriptionD. the problems that occur and how they should be dealt with4. From this passage, we can infer that ________.A. In order to perform tasks successfully, individuals need know more than their professional knowledge.B. In order to perform tasks successfully, skills that the individual should have are built only by repeated training.C. In order to perform tasks successfully, the disposition to behave or to perform in a way needn’t be in accordance with the requirements of the work.D. In order to perform tasks successfully, performance standards should be based on what the average individual has to be able to achieve.5. The best title of this passage is ________.A. job analysisB. training or learning specificationC. job descriptionD. performance standards（二）Supply forecasting measures the number of people likely to be available from within and outside the organization, having allowed for attrition , absenteeism, internal movements and promotions, and changes in hours and other conditions of work.The forecast will be based on:An analysis of existing human resources in terms of numbers in each occupation, skills and potentials; Forecast losses to existing resources through attrition (the analysis of labor wastage is an important aspect of human resource planning, because it provides the basis for plans to improve retention rates);Forecast changes to existing resources through internal promotions;The effect of changing conditions of work and absenteeism;Sources of supply from within the organization;Sources of supply from outside the organization in the national and local labor markets. Mathematical modeling techniques aided by computers can help in the preparation of supply forecasts in situations where comprehensive and reliable data on stocks and flows be provided. As this is rarely the case, they are seldom used.The demand and supply forecasts can then be analyzed to determine whether there are any deficits or surplus. This provides the basis for recruitment, retention and, if unavoidable, downsizing plans. Computerized planning models can be used for this purpose. It is, however, not essential to rely on a software planning package. The basic forecasting calculations can be carried out with a spreadsheet which, for each occupation where plans need to be made, sets out and calculates the number required as in the following example:1. Number currently employed 702. Annual wastage rate based on past records 10%3. Expected losses during the year 74. Balance at end-year 635. Number required at end-year 756. Number to be obtained during year (=5-4) 8。
上海人力三级专业英语词汇(中文)
认知词汇中译词意音标缺席['æbsəns]可接受性[ək,septə'biləti]成就测试[ə'tʃi:vmənt] [testc]行动计划['ækʃən] [plæn]负面影响['ædvə:s] [im'pækt]津贴，补助[ə'lauəns]公告[ə'naunsmənt]求职者['æplikənt]申请[,æpli'keiʃən]评价,评估[ə'preizəl]任命[ə'pɔint]仲裁['ɑ:bitrəri]评价中心[ə'sesmənt] ['sentə]权威[ɔ:'θɔrəti]视听教学[,ɔ:diəu'vizjuəl] [in'strʌkʃən]审计法['ɔ:dit] [ə'prəutʃ]平衡计分法['bælənst] ['skɔ:kɑ:d]行为模拟[bi'heivjə] ['mɔdəliŋ][bi'heivjə]-[beist]行为改变计划['prəuɡræm]基准[bentʃma:rks]福利['benifitc]1奖金['bəunəs]企业规划['biznis] ['plæniŋ]候选人['kændideit]职业锚[kə'riə] ['æŋkə]职业咨询[kə'riə] ['kaunsəliŋ]职业曲线[kə'riə] [kə:vs]职业发展[kə'riə] [di'veləpmənt]集权化[,sentrəlai'zeiʃən]教练[kəutʃ]认知能力['kɔɡnitiv] [ə'biliti]承诺，义务[kə'mitmənt]沟通技巧[kə,mju:ni'keiʃən] [skil]报酬要素[kəm'pensəbl] ['fæktəs]报酬，补偿[,kɔmpen'seiʃən]能力评估['kɔmpitənsi] [ə'sesmənt]能力模型['kɔmpitənsi] ['mɔdəl]竞争优势[kəm'petitiv] [əd'vɑ:ntidʒ]妥协['kɔmprəmaiz]集中战略[,kɔnsən'treiʃən] ['stræt idʒi]商量，请教[,kɔnsəl'teiʃən]持续学习[kən'tinjuəs] ['lə:niŋ]合作培训[kəu,ɔ:di'neiʃən] ['treiniŋ]核心竞争力[kɔ:] ['kɔmpitənsiz]2成本结构[kɔst] ['strʌktʃə]关键事件法['kritikəl] ['insidənt] ['meθəd][krɔ:s]-['kʌltʃərəl]跨文化准备[,prepə'reiʃən]交叉培训[krɔ:s]-['treiniŋ]文化环境['kʌltʃərəl] [in'vaiərənmənt]文化冲击['kʌltʃərəl] [ʃɔk]顾客评估['kʌstəmə] [ə'preizəl]数据流程图['deitə] [fləu] ['daiəɡræm]分散化[di:,sentrəlai'zeiʃən]决策[di'siʒən] ['meikiŋ]缺乏[di'fiʃənsi]扁平化[di:'leiəriŋ]需求预测[di'mɑ:nd] ['fɔ:kɑ:st]沮丧[di'preʃən][di'veləpmənt] ['plæniŋ]开发规划系统['sistəm]差额计件工资[,difə'renʃəl] [pi:s] [reit]直接成本[di'rekt] [kɔsts]纪律['disiplin]解雇[dis'mis]差别性对待['dispərət] ['tri:tmənt]多元化培训[dai'və:səti] ['treiniŋ]红利['dividendz]3歧视[dis,krimi'neiʃən]精简['daun,saiziŋ]降级['daunwəd] [mu:v]效率工资理论[i'fiʃənsi] [weidʒ] ['θiəri] 平等主义[i,ɡæli'tεəriən]所得，收入['ə:niŋz]效率[i'fiʃənsi]员工授权[,emplɔi'i:] [im'pauəmənt]员工租借[,emplɔi'i:] ['li:siŋ]雇员调查与研究[,emplɔi'i:] [sə:'vei] [ri'sə:tʃ] 企业家[,ɔntrəprə'nə:]公平就业机会['i:kwəl] [im'plɔimənt] [,ɔpə'tju:niti]道德['eθiks]离职面谈['eksit] ['intəvju:]外派雇员[eks'pætrieit]专家系统['ekspə:t] [sistəms]显性知识[ik'splisit] ['nɔlidʒ]外边成长战略[ik'stə:nəl] [ɡrəuθ] ['strætidʒi] 外部劳动力市场[ik'stə:nəl] ['leibə] ['mɑ:kit] 当面讨论[feis] [tu] [feis] [dis'kʌʃən]因素比较法['fæktə] [kəm'pærisən]['sistəm]反馈['fi:dbæk]小时工资率[flæt] ['auəli] [reit] 灵活的时间['fleks,taim]流程图['fləu,tʃa:t]正规教育计划['fɔ:məl] [,edju:'keiʃən] ['prəuɡræms]参照系[freim] [ɔv] ['refərəns]职能工作分析['fʌŋkʃənl] [dʒɔb] [ə'næləsis] 收益分享计划[ɡein] ['ʃɛəriŋ] [plæns]全球化[,ɡləubəlai'zeiʃən]目标和时间表[ɡəuls] [ænd] ['taim,teibls]群体指导计划[ɡru:p] ['mentɔ:riŋ] ['prəuɡræm]猎头[hed] ['hʌntə]健康安全['helθi] [ænd] ['seifti]高绩效工作系统[hai]-[pə'fɔ:məns] [wə:k][sistəms]计时工资制['auəli] [wə:k]人力资本['hju:mən] ['kæpitəl]人力资源信息系统['hju:mən] [ri'sɔ:s] [,infə'meiʃən] ['sistəm]人力资源管理['hju:mən] [ri'sɔ:s]4['mænidʒmənt]人力资源计划['hju:mən] [ri'sɔ:s] ['plæniŋ] 收入，收益['inkʌm]间接成本[,indi'rekt] [kɔsts]通货膨胀[in'fleiʃən]投入['input]保险[in'ʃuərəns]知识资产[,intə'lektjuəl] ['æset]内部分析[in'tə:nəl] [ə'næləsis]内部成长战略[in'tə:nəl] [ɡrəuθ] ['strætidʒi] 内部劳动力[in'tə:nəl] ['leibə] [fɔ:s] 互联网['intənet]实习计划['intə:nʃip] ['prəuɡræms]面试['intəvju:]产业化[in,dʌstriəlai'zeiʃən]信息技术[,infə'meiʃən] [tek'nɔlədʒi] 投资[in'vest]工作分析[dʒɔb] [ə'næləsis]工作分类法[dʒɔb] [/,klæsifi'keiʃən/]['sistəm]工作描述[dʒɔb] [di'skripʃən]工作设计[dʒɔb] [di'zain]工作扩大化[dʒɔb] [in'lɑ:dʒmənt]工作丰富化[dʒɔb] [in'ritʃmənt]工作评价[dʒɔb] [i,vælju'eiʃən]工作重要性排序法[dʒɔb] ['ræŋkiŋ] ['sistəm] 工作轮换[dʒɔb] [rəu'teiʃən]工作满意度[dʒɔb] [,sætis'fækʃən]工作规范[dʒɔb] [,spesifi'keiʃən]工作结构[dʒɔb] ['strʌktʃə]劳动关系进程['leibə] [ri'leʃənz] ['prəuses] 无领导小组讨论法['li:dəlis] [ɡru:p] [dis'kʌʃən] 学习型组织['lə:niŋ] [,ɔ:ɡənai'zeiʃən, -ni'z-] 直线经理[lain] ['mænidʒə]会员资格维持['meintənəns] [ɔv] ['membəʃip]目标管理['mænidʒmənt] [bai] [əb'dʒektivz]管理预测['mænidʒmənt] ['fɔ:kɑ:sts]管理过程['mænidʒmənt] ['prəuses]经理评估['mænidʒə] [ə'preizəl]管理多元化['mænidʒiŋ] [dai'və:səti]人力，劳动力['mæn,pauə]马克夫分析法[人名] [ə'næləsis]物质奖励[mə'tiəriəl] [in'sentiv]5调解[,mi:di'eiʃən]导师['mentɔ:]绩效指南['merit] ['ɡaidlain]最低工资['miniməm] [weidʒ] 士气[mɔ'rɑ:l]学习的动机[,məuti'veiʃən] [tu] [lə:n] 需要评价[ni:dz] [ə'sesmənt] 夜班[nait] [ʃift]非营利组织[nɔn'prɔfit] [,ɔ:ɡənai'zeiʃən] 职业[,ɔkju'peiʃən]在职培训['ɔnðə'dʒɔb] ['treiniŋ]实践的机会[,ɔpə'tju:niti] [tu:] [pə'fɔ:m]组织设计与发展[,ɔ:ɡənai'zeiʃən] [di'zain] [ænd][d i'veləpmənt]组织分析[,ɔ:ɡənai'zeiʃənəl] [ə'næləsis]组织结构图[,ɔ:ɡənai'zeiʃən] [tʃɑ:t] 组织代码[,ɔ:ɡənai'zeiʃən] [kəud] 入职培训[,ɔ:rien'teiʃən]重新谋职咨询['autpleismənt] ['kaunsəliŋ]外包['aut,sɔ:siŋ]超额工资[,əuvə'pei]小组面试['pænl] ['intəvju:] 加薪要求[pei] [kleim]工资等级[pei] [ɡreid]工资结构[pei] ['strʌktʃə]按绩效的报酬标准[pei-fɔ:-pə'fɔ:məns] ['stændəd]工资政策线[pei-'pɔlisi] [lain]职工薪水册['peirəul]养老金，退休金['penʃən] 同事评估[piə] [ə'preizəl]绩效评价[pə'fɔ:məns] [ə'preizəl] 绩效反馈[pə'fɔ:məns] ['fi:dbæk]绩效管理[pə'fɔ:məns] ['mænidʒmənt]绩效规划与评价系统[pə'fɔ:məns] ['plæniŋ] [ænd] [i,vælju'eiʃən]岗位，职位[pəust]优先[prai'ɔrəti]个人特征['pə:sən] [,kærəktə'ristiks]人员甄选[,pə:sə'nel] [si'lekʃən]计件工资['pi:swə:k]职位分析问卷调查[pə'ziʃən] [ə'næləsis]6[,kwestʃə'nεə]权力差距[pauə] ['distəns]预测效度[pri'diktiv] [,væli'deiʃən]利润分享['prɔfit] ['ʃɛəriŋ]晋升[prəu'məuʃən]心理契约[,psaikə'lɔdʒikəl] ['kɔntrækt]调查问卷[,kwestʃə'nεə,]和谐，亲善[ræ'pɔ:t]易读性[,ri:də'biləti]培训准备['redinis] [fɔ:] ['treiniŋ]推理能力['ri:zəniŋ] [ə'biliti]和解[,rekənsili'eiʃən]认可，承认[,rekəg'niʃən]招募[ri'kru:tmənt]冗余[ri'dʌndənsi]流程再造[ri'endʒiniəriŋ]拒绝，否决[ri'dʒekt]复职[,ri:in'steitmənt]关联数据库[ri'leiʃənəl] ['deitəbeis]信度[ri,laiə'biləti]报酬[ri,mju:nə'reiʃən]声誉，名声[,repju'teiʃən](核心人员)保持计划[ri'tenʃən] [plæn]归国准备[,ri:peitri'eiʃən]替换表[ri'pleismənt] [tʃɑ:ts]投资回报[ri'tə:n] [ɔn] [in'vestmənt]角色分析技术[rəul] [ə'næləsis] [tek'ni:k]角色扮演[rəul] [plei]高级管理层['si:njə] ['mænidʒmənt]病假[sik] [li:v]自我评估['selfə'preizəl]转包合同[,sʌb'kɔntræktiŋ]客观存在因素['sʌbstəntiv] ['ri:zən]后任[sək'sesə]供给预测[sə'plai] ['fɔ:ka:stiŋ]才能，才干['tælənt]情景面试[sitju'eiʃənəl] ['intəvju:]技能量表[skil] ['invəntəris]技能工资[skil-beist] [pei]明确性[,spesi'fisəti]即时奖金[spɔt] ['bəunəs]人员配置表['sta:fiŋ] [teiblz]战略选择[strə'ti:dʒik] [tʃɔis]战略一致性[strə'ti:dʒik] ['kɔŋɡruəns] 7战略性人力资源管理[strə'ti:dʒik] ['hju:mən] [ri'sɔ:s] ['mænidʒmənt]战略执行[strə'ti:dʒik] [,implimen'teiʃən]下属[sə'bɔ:dinət]可持续发展计划[sək'seʃən] ['plæniŋ] 隐形知识['tæsit] ['nɔlidʒ] 任务分析[tɑ:sk] [ə'næləsis] 团队建设[ti:m] ['bildiŋ] 终止[,tə:mi'neiʃən]全面质量管理['təutəl] ['kwɔləti] ['mænidʒmənt]培训管理['treiniŋ] [əd,mini'streiʃən] 培训结果['treiniŋ] ['autkʌms]趋势分析[trend] [ə'næləsis]离职，流动['tə:n,əuvə] 效用[ju:'tiləti]效度[və'lidəti]语言理解能力['və:bəl] [,kɔmpri'henʃən] 既得利益['vestiŋ]发言['vɔisiŋ]薪资调查[weidʒ] [ænd] ['sæləri][sə:'vei]网上培训[web-beist] ['treiniŋ] 福利体系['welfεə] ['sistəm]就业许可证[wə:k] [pə'mit]/[wə:k] [sə'tifikeit]8。
2.助理人力资源管理系统师-三级(上海) HR专业英语10套试卷
上海市职业资格鉴定《企业人力资源管理人员》（助理人力资源管理师）专业英语试卷1一、英汉互译（每题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. 薪资调查12. 任务分析13. 招募14. 绩效管理15. 工作丰富化1. refers to the practices and 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. 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 technique 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. China’s economic reformers have used material incentives in order to stimulate .三、单项选择（每题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 evaluator’s attention on those behaviors that a re key in making the difference between executing a job effectively 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 organizationwill become an ‘employer of choice’.A. outplacementB. evaluationC. recruitmentD.training4. Organizational 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 .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 process 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 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. 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、阅读理解（每题3分，共30分）（一）The context for obtaining the people required will be the labor markets in which the organization is operating which are: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.The external labor marker- the external local, regional, national and international markets from which different sorts of people 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 human resource planning process, an organ ization 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’ po licy means that 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 operating 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 choice—they tend to be much more mobile, and resourcing strategy may have to recognize that external recruitment will 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 beenrecruited.1. A ‘make’ policy means that organization prefers to promote people from .A. regional labor marketB. national labor marketC. internal labor marketD. internationallabor 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 organizationD.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 resource 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）Wlaters (1983) identifies nine sources of information which help to identify training priorities. Theseare:Organizational goals and corporate plans which indicate the direction in which the organization is going and, therefore, major training priorities.Human resource and succession planning which provides information on future skill requirements and managem Personnel statistics on, for example, labor turnover, which highlight HR issues which might be addressed by training.ent training needs.Exit interviews which might suggest deficiencies in training arrangements.Consultation with senior managers which obtains opinions on training needs from key decision makers.Data on productivity, quality and performance which show where there are any gaps between expectationsand results or negative trends, and therefore suggest training needs.Departmental layout changes which provide information about future developments and related training needs.Management requests for training which set out perceived needs.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 sources not directly mentioned by Walters are plans for introducing new technology or developingIT 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 Wlaters, is (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 requirements 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 changesC. 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 which 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 illustrating .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 related training needs.专业英语试卷2一、英汉互译（每题2分，共30分）1. Centralization2. Assessment center3. Cultural shock4. Expatriate5. Hourly work6. Internship programs7. Job involvement8. Management by objectives（MBO）9. Pay-policy line10. Self-appraisal11. 360度反馈12. 甄选13. 绩效评价14. 工作规范15. 间接成本1. International human resource management includes qualified personnel for overseas assignments.2. Rapid through an extensive staff ranking system is seen in one company as a very important motivational mechanism.3. refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. Developing a high-trust organization means creating trust between and employees.5. determines the human resources required by the organization to achieve its strategic goals.6. The provides information on the nature and functions of the job.7. The halo effect or error is the tendency for an evaluator to let the of an individual on onetrait influence his or her evaluation of that person on other traits.8. Training is concerned with fitting people to take on extra responsibilities, increasingall-round .9. A training or a learning specification breaks down the broad duties contained in theinto the detailed tasks that must be carried out.10. In case of labor disputes between the employer and laborers, the parties concerned can apply for or arbitration, bring the case to courts, or settle them through consultation.三、单项选择（每题2分，共20分）1. The placement of an employee in another job at a higher level in the organization with an increasein pay and status is known as aA.job enlargementB.transferC.promotionD.job rotation2. Key jobs have all of the following characteristics except .A. they are important to employees and the organizationB. they vary in terms of job requirementsC. they are used in salary surveys for wage determinationD. they are likely to vary in job contentover time3. A process that goes beyond TQM programs to a more comprehensive approach to process redesign is known as .A. job redesignB. process redesignC. reengineeringD. rightsizing4. The job specification describes job requirements relative to .A. skill and physical outputsB. skill and physical demandsC. age and physical demandsD. experience and physical description5. When determining where training emphasis should be placed, an examination of the goals, resources, and environment of the organization is known as .A.task analysisanization analysisC.resource analysisD.skills analysis6. The job evaluation system in which specific elements of the jobs to be evaluated are compared against similar elements of key jobs within the organization is known as .A. the point methodB. job rankingC. the comparison methodD. the Hay profile method7. The final decision to hire an applicant usually belongs to .A. the HR recruiterB. the HR managerC. line managementD. co-workers8. Determining what the content of a training program should be, based on a study of the job duties, is known as .anization analysisB.individual analysisC.job analysisD.task analysis9. Sometimes organizations provide services to terminated employees that help them bridge the gap between their old position and a new job. These services are known as .A. downsizing programsB. “headhunting” assistance programsC. outplacement assistanceD. employee assistance programs(EAPs)10. Job form the basis for the administration of applicable employment tests.A. outlinesB. specificationsC. requirementsD. details四、阅读理解（每题3分，共30分）（一）Multiper son comparisons evaluate one individual’s performance against one or more others. It is a relative rather than an absolute measuring device. The three most popular comparisons are group order ranking, individual ranking, and paired comparisons.The group order ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth. This method is often used in recommending students to graduate schools. Evaluators are asked to rank the student in the top five percent, the next five percent, the next fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all their subordinates. Therefore, if a rater has twenty subordinates, only four can be in the top fifth and, of course, four must also be relegated to the bottom fifth.The individual ranking approach rank orders of employees from best to worst. If the manager is required to appraise thirty subordinates, this approach assumes that the difference between the first and second employee is the same as that between the twenty-first and twenty-second. Even though some of the employees may be closely grouped, this approach allows for no ties. The result is a clean ordering of employees, from the highest performer down to the lowest.The paired comparison approach compares each employee with every other employee and rates each as either the superior or the weaker member of the pair. After all paired comparisons are made, each employee is assigned a summary ranking based on the number of superior scores he or she achieved. This approach ensures that each employee is compared against every other, but it can obviously become unwieldy when many employees are being compared.Multiperson comparisons can be combined with one of the other methods to blend the best from both absoluteand relative standards. For example, a college might use the graphic rating scale and the individual ranking method to provide more accurate information about its students’ performance. The A, B, C, D, o r E. A prospective employer or graduate school could then look at two students who each got a “B” in their different financial accounting courses and draw considerably different conclusions about each where nextto one grade it says “ranked fourth out of twenty-six”, while the other says “ ranked seventeenth outof thirty”. Obviously, the latter instructor gives out a lot more high grades!1.Multiperson comparisons is a(an) measuring device.A. absoluteB. relativeC. accurateD. false2.According to the passage, there are three most popular comparisons except .A. group order rankingB. individual rankingC. graphic rating scalesD. paired comparisons3.From this passage, we can infer that .A. recommending students to graduate schools often uses individual rankingB. the paired comparison approach assumes that the difference between the first and second employee issameC. group order ranking ensures that each employee is compared against every otherD. each method of multiperson comparisons can be used simultaneously4.The following statements about individual ranking are false except .A. it rank orders of employees from from the lowest performer up to the highestB. the result is a clean ordering of employeesC. it assumes that the difference between the first and second employee is differentD. this approach allows for some of the employees who may be closely grouped5.This article might be extracted from the paper about .A.performance appraisalB.recruitment and replacementC.training and developmentD.reward systems（二）Our knowledge of motivation tells us that people do what they to satisfy needs. Before they do anything,they look for the payoff or reward. Many of these rewards –salary increases, employee benefits, preferredjob assignments – are organizationally controlled.The types of rewards that an organization can allocate are more complex than is generally thought. Obviously, there is direct compensation. But there are also indirect compensation and nonfinancial rewards. Eachof these types of rewards can be distributed on an individual, group, or organization wide basis.Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the worker’s satisfaction with his or her job. Techniques like job enrichment or any efforts to redesignor restructure work to increase personal worth to the employee may make his or her work more intrinsically rewarding.Extrinsic rewards include direct compensation, indirect compensation, and nonfinancial rewards. Of course,an employee expects some forms of direct compensation: a basic wage or salary, overtime and holiday premiumpay, bonuses based on performance, profit sharing, and/or possibly opportunities to purchase stock options. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization and, additionally, will expect it to be comparable to the direct compensation given to other employees with similar abilities and performance.The organization will provide employees with indirect compensations: insurance, pay for holidays and vacations, services, and perquisites. In as much as these are generally made uniformly available to all employees at a given job level, regardless of performance, they are rally not motivating rewards. However,where indirect compensation is controllable by management and is used to reward performance, then it clearly needs to be considered as a motivating reward.1.Rewards are often cnsidered as a function in human resource management.A.planningB.leadingC.motivatingD.controlling2. Extrinsic rewards include the following except .A.job enrichmentB.direct compensationC.indirect compensationD.nonfinancial rewards3.According to the passage, the following statements are false except .A. Nonfinancial rewards belong to intrinsic rewards.B. Overtime and holiday premium pay belongs to indirect compensation.C. Employees will expect their direct compensation to be comparable to the indirect compensation givento other employees with similar abilities and performance.D. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization.4.Perquisites which the organization provides employees belong to .A.intrinsic rewardsB.direct compensationC.indirect compensationD.nonfinancial rewards5. The author of this passage would most likely agree that .A.If indirect compensation is controllable by management ,then it can’t be considered as a motivating reward.B.If indirect compensations are made uniformly available to all employees at a given job level, regardlessof performance, they will lose their motivating function.C.Techniques like job enrichment or nonfinancial rewards to increase personal worth to the employee maymake his or her work more intrinsically rewarding.D. Each type of rewards can be distributed on an individual or group, not organization wide basis.专业英语试卷3一、英汉互译（每题2分，共30分）1. Bonus2. Compensable factors3. Delayering4. Forecasting5. Gain sharing plans6. Job classification system7. Minimum wage8. Performance feedback9. Staffing tables10. Wage-rate compression11. 培训12. 即时奖金13. 工资结构14. 劳动力市场15. 精简1. For managers, the challenge of fostering intellectual or lies in the fact that such Workers must be managed differently than were those of previous generations.2. In summary, is an integral part of every manager’s job.3. In the area of and hiring, it’s the line manager’s responsibility to specify the qualifications employees need to fill specific positions.4. HR manager also administers the various (health and accident insurance, retirement, vacation, and so on).5. Performance evaluations are used as the basis for allocations.6. Staff managers are authorized to assist and advise line managers in accomplishing these basic .7. Determining the nature of each employee’s job is .8. Laborers shall fulfill their tasks of labor, improve their professional skills, follow rules on labor safety and sanitation, and observe labor discipline and professional .9. Labor are agreements reached between laborers and the employer to establish labor relationships and specify the rights, interests and obligations of each party.10. In a public employment , which served workers seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted.三、单项选择（每题2分，共20分）1. The tendency for an evaluator to let the assessment of an individual on one trait influence his or her evaluation of that person on other traits is known asA. similarity errorB. halo effect or errorC. leniency errorD. single criterion2. The performance evaluation approach which compares each employee with every other employee and rates each as either the superior or the weaker member of the pair is known as .A. the paired comparisonB. the individual rankingC. the group order rankingD. criticalincidents3. Determining whether or not task performance is acceptable and studying the characteristics of individuals and groups that will be placed in the training environment are known as .A. person analysisB. demographic analysisC. individual analysisD. group and individual analysis4. The lines of advancement for an individual within an organization are known as .A. career pathsB. job progressionsC. career linesD. job paths5. Freedom from criterion deficiency of performance appraisals refers to the extent to which .A. standards relate to the overall objectives of the organizationB. standards capture the entire range of an employee’s responsibilitiesC. individuals tend to maintain a certain level of performance over timeD. factors outside the employee’s control can influence performance6. The Hay profile method uses which three factors for evaluating jobs? .A. knowledge, skill, and responsibilityB. mental ability, skill, and responsibilityC. knowledge, mental ability, and responsibilityD. knowledge, mental ability, and accountability7. Which of the following is not an important component of a meaningful gain sharing plan? .A. establishing fair and precise measurement standardsB. ensuring that bonus payout formulas are easy to calculateC. ensuring that bonus payouts are large enough to encourage future employee effortD. depending on top management to develop the gain sharing program8. Giving employees more control over decisions about who their co-workers will be is known as .A. empowered selectionB. collaborationC. team selectionD. group development9. Which of the following is a technique used to elicit employee views in order to make decisions and initiate change? .A. suggestion systemB. downward communicationC. attitude surveyD. empowerment10. Assessing the degree to which what employees learned during the training program is translated into enhanced employee performance is known as .A. results evaluationB. reaction evaluationC. behavior evaluationD. learning evaluation四、阅读理解（每题3分，共30分）（一）A training or a learning specification is a product of job analysis. It breaks down the broad duties contained in the job description into the detailed tasks that must be carried out. It then sets out the characteristics or attributes that the individual should have in order to perform these tasks successfully. These characteristics are:knowledge–what the individual needs to know. It may be professional, technical or commercial knowledge. Or it may be about the commercial, economic, or market environment; the machines to be operated; the materials or equipment to be used or the procedures to be followed; or the customers, clients, colleagues and subordinates he or she is in contact with and the factors that affect their behavior. Or it may refer to the problems that occur and how they should be dealt with.skills –what the individual needs to be able to do if results are to be achieved and knowledge is to be used effectively. Skills are built progressively by repeated training or other experience. They may be manual, intellectual or mental, perceptual or social.Competences –the behaviors’ competences needed to achieve the levels of performance required. attitudes –the disposition to behave or to perform in a way that is in accordance with the requirements of the work.performance standards – what the fully competent individual has to be able to achieve.1. A training or a learning specification is a product of .A. job structureB. job evaluationC. job designD. job analysis2. Acc ording to this passage, which of the following isn’t the characteristic or attribute that the individual should have in order to perform the task successfully?A. knowledgeB. mental abilityC. competencesD. attitudes3. According to this passage, the knowledge that the individual should have in order to perform the task successfully may include the following exceptA. professional, technical or commercial knowledgeB. knowledge about the commercial, economic, or market environmentC. knowledge about the job descriptionD. the problems that occur and how they should be dealt with4. From this passage, we can infer that .A. In order to perform tasks successfully, individuals need know more than their professional knowledge.B. In order to perform tasks successfully, skills that the individual should have are built only by repeated training.C. In order to perform tasks successfully, the disposition to behave or to perform in a way needn’t be in accordance with the requirements of the work.D. In order to perform tasks successfully, performance standards should be based on what the average individual has to be able to achieve.5. The best title of this passage is .A. job analysisB. training or learning specificationC. job descriptionD. performance standards（二）Supply forecasting measures the number of people likely to be available from within and outside the organization, having allowed for attrition, absenteeism, internal movements and promotions, and changes in hours and other conditions of work. The forecast will be based on:An analysis of existing human resources in terms of numbers in each occupation, skills and potentials; Forecast losses to existing resources through attrition (the analysis of labor wastage is an important aspect of human resource planning, because it provides the basis for plans to improve retention rates); Forecast changes to existing resources through internal promotions;The effect of changing conditions of work and absenteeism;Sources of supply from within the organization;Sources of supply from outside the organization in the national and local labor markets. Mathematical modeling techniques aided by computers can help in the preparation of supply forecasts in situations where comprehensive and reliable data on stocks and flows be provided. As this is rarely the case, they are seldom used.The demand and supply forecasts can then be analyzed to determine whether there are any deficits or surplus. This provides the basis for recruitment, retention and, if unavoidable, downsizing plans. Computerized planning models can be used for this purpose. It is, however, not essential to rely on a software planning package. The basic forecasting calculations can be carried out with a spreadsheet which, for each occupation where plans need to be made, sets out and calculates the number required as in the following example:1. Number currently employed 70。
助理人力资源管理师-三级(上海)HR专业英语10套试卷
上海市职业资格鉴定《企业人力资源管理人员》（助理人力资源管理师）专业英语试卷1一、英汉互译（每题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. 薪资调查12. 任务分析13. 招募14. 绩效管理15. 工作丰富化1. refers to the practices and 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. 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 technique 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. China’s economic reformers have used material incentives in order to stimulate .三、单项选择（每题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 evaluator’s attention on those behaviors that a re key in making the difference between executing a job effectively 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 organizationwill become an ‘employer of choice’.A. outplacementB. evaluationC. recruitmentD.training4. Organizational 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 .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 process 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 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. 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、阅读理解（每题3分，共30分）（一）The context for obtaining the people required will be the labor markets in which the organization is operating which are: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.The external labor marker- the external local, regional, national and international markets from which different sorts of people 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 human resource planning process, an organ ization 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’ po licy means that 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 operating 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 choice—they tend to be much more mobile, and resourcing strategy may have to recognize that external recruitment will 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 beenrecruited.1. A ‘make’ policy means that organization prefers to promote people from .A. regional labor marketB. national labor marketC. internal labor marketD. internationallabor 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 organizationD.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 resource 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）Wlaters (1983) identifies nine sources of information which help to identify training priorities. Theseare:Organizational goals and corporate plans which indicate the direction in which the organization is goingand, therefore, major training priorities.Human resource and succession planning which provides information on future skill requirements and managem Personnel statistics on, for example, labor turnover, which highlight HR issues which might be addressed by training.ent training needs.Exit interviews which might suggest deficiencies in training arrangements.Consultation with senior managers which obtains opinions on training needs from key decision makers.Data on productivity, quality and performance which show where there are any gaps between expectationsand results or negative trends, and therefore suggest training needs.Departmental layout changes which provide information about future developments and related training needs.Management requests for training which set out perceived needs.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 sources not directly mentioned by Walters are plans for introducing new technology or developingIT 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 Wlaters, is (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 requirements 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 changesC. 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 which 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 illustrating .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 related training needs.专业英语试卷2一、英汉互译（每题2分，共30分）1. Centralization2. Assessment center3. Cultural shock4. Expatriate5. Hourly work6. Internship programs7. Job involvement8. Management by objectives（MBO）9. Pay-policy line10. Self-appraisal11. 360度反馈12. 甄选13. 绩效评价14. 工作规范15. 间接成本1. International human resource management includes qualified personnel for overseas assignments.2. Rapid through an extensive staff ranking system is seen in one company as a very important motivational mechanism.3. refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. Developing a high-trust organization means creating trust between and employees.5. determines the human resources required by the organization to achieve its strategic goals.6. The provides information on the nature and functions of the job.7. The halo effect or error is the tendency for an evaluator to let the of an individual on onetrait influence his or her evaluation of that person on other traits.8. Training is concerned with fitting people to take on extra responsibilities, increasingall-round .9. A training or a learning specification breaks down the broad duties contained in theinto the detailed tasks that must be carried out.10. In case of labor disputes between the employer and laborers, the parties concerned can apply for or arbitration, bring the case to courts, or settle them through consultation.三、单项选择（每题2分，共20分）1. The placement of an employee in another job at a higher level in the organization with an increasein pay and status is known as aA.job enlargementB.transferC.promotionD.job rotation2. Key jobs have all of the following characteristics except .A. they are important to employees and the organizationB. they vary in terms of job requirementsC. they are used in salary surveys for wage determinationD. they are likely to vary in job contentover time3. A process that goes beyond TQM programs to a more comprehensive approach to process redesign is known as .A. job redesignB. process redesignC. reengineeringD. rightsizing4. The job specification describes job requirements relative to .A. skill and physical outputsB. skill and physical demandsC. age and physical demandsD. experience and physical description5. When determining where training emphasis should be placed, an examination of the goals, resources, and environment of the organization is known as .A.task analysisanization analysisC.resource analysisD.skills analysis6. The job evaluation system in which specific elements of the jobs to be evaluated are compared against similar elements of key jobs within the organization is known as .A. the point methodB. job rankingC. the comparison methodD. the Hay profile method7. The final decision to hire an applicant usually belongs to .A. the HR recruiterB. the HR managerC. line managementD. co-workers8. Determining what the content of a training program should be, based on a study of the job duties, is known as .anization analysisB.individual analysisC.job analysisD.task analysis9. Sometimes organizations provide services to terminated employees that help them bridge the gap between their old position and a new job. These services are known as .A. downsizing programsB. “headhunting” assistance programsC. outplacement assistanceD. employee assistance programs(EAPs)10. Job form the basis for the administration of applicable employment tests.A. outlinesB. specificationsC. requirementsD. details四、阅读理解（每题3分，共30分）（一）Multiper son comparisons evaluate one individual’s performance against one or more others. It is a relative rather than an absolute measuring device. The three most popular comparisons are group order ranking, individual ranking, and paired comparisons.The group order ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth. This method is often used in recommending students to graduate schools. Evaluators are asked to rank the student in the top five percent, the next five percent, the next fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all their subordinates. Therefore, if a rater has twenty subordinates, only four can be in the top fifth and, of course, four must also be relegated to the bottom fifth.The individual ranking approach rank orders of employees from best to worst. If the manager is required to appraise thirty subordinates, this approach assumes that the difference between the first and second employee is the same as that between the twenty-first and twenty-second. Even though some of the employees may be closely grouped, this approach allows for no ties. The result is a clean ordering of employees, from the highest performer down to the lowest.The paired comparison approach compares each employee with every other employee and rates each as either the superior or the weaker member of the pair. After all paired comparisons are made, each employee is assigned a summary ranking based on the number of superior scores he or she achieved. This approach ensures that each employee is compared against every other, but it can obviously become unwieldy when many employees are being compared.Multiperson comparisons can be combined with one of the other methods to blend the best from both absoluteand relative standards. For example, a college might use the graphic rating scale and the individual ranking method to provide more accurate information about its students’ performance. The A, B, C, D, o r E. A prospective employer or graduate school could then look at two students who each got a “B” in their different financial accounting courses and draw considerably different conclusions about each where nextto one grade it says “ranked fourth out of twenty-six”, while the other says “ ranked seventeenth outof thirty”. Obviously, the latter instructor gives out a lot more high grades!1.Multiperson comparisons is a(an) measuring device.A. absoluteB. relativeC. accurateD. false2.According to the passage, there are three most popular comparisons except .A. group order rankingB. individual rankingC. graphic rating scalesD. paired comparisons3.From this passage, we can infer that .A. recommending students to graduate schools often uses individual rankingB. the paired comparison approach assumes that the difference between the first and second employee issameC. group order ranking ensures that each employee is compared against every otherD. each method of multiperson comparisons can be used simultaneously4.The following statements about individual ranking are false except .A. it rank orders of employees from from the lowest performer up to the highestB. the result is a clean ordering of employeesC. it assumes that the difference between the first and second employee is differentD. this approach allows for some of the employees who may be closely grouped5.This article might be extracted from the paper about .A.performance appraisalB.recruitment and replacementC.training and developmentD.reward systems（二）Our knowledge of motivation tells us that people do what they to satisfy needs. Before they do anything,they look for the payoff or reward. Many of these rewards –salary increases, employee benefits, preferredjob assignments – are organizationally controlled.The types of rewards that an organization can allocate are more complex than is generally thought. Obviously, there is direct compensation. But there are also indirect compensation and nonfinancial rewards. Eachof these types of rewards can be distributed on an individual, group, or organization wide basis.Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the worker’s satisfaction with his or her job. Techniques like job enrichment or any efforts to redesignor restructure work to increase personal worth to the employee may make his or her work more intrinsically rewarding.Extrinsic rewards include direct compensation, indirect compensation, and nonfinancial rewards. Of course,an employee expects some forms of direct compensation: a basic wage or salary, overtime and holiday premiumpay, bonuses based on performance, profit sharing, and/or possibly opportunities to purchase stock options. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization and, additionally, will expect it to be comparable to the direct compensation given to other employees with similar abilities and performance.The organization will provide employees with indirect compensations: insurance, pay for holidays and vacations, services, and perquisites. In as much as these are generally made uniformly available to all employees at a given job level, regardless of performance, they are rally not motivating rewards. However,where indirect compensation is controllable by management and is used to reward performance, then it clearly needs to be considered as a motivating reward.1.Rewards are often cnsidered as a function in human resource management.A.planningB.leadingC.motivatingD.controlling2. Extrinsic rewards include the following except .A.job enrichmentB.direct compensationC.indirect compensationD.nonfinancial rewards3.According to the passage, the following statements are false except .A. Nonfinancial rewards belong to intrinsic rewards.B. Overtime and holiday premium pay belongs to indirect compensation.C. Employees will expect their direct compensation to be comparable to the indirect compensation givento other employees with similar abilities and performance.D. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization.4.Perquisites which the organization provides employees belong to .A.intrinsic rewardsB.direct compensationC.indirect compensationD.nonfinancial rewards5. The author of this passage would most likely agree that .A.If indirect compensation is controllable by management ,then it can’t be considered as a motivating reward.B.If indirect compensations are made uniformly available to all employees at a given job level, regardlessof performance, they will lose their motivating function.C.Techniques like job enrichment or nonfinancial rewards to increase personal worth to the employee maymake his or her work more intrinsically rewarding.D. Each type of rewards can be distributed on an individual or group, not organization wide basis.专业英语试卷3一、英汉互译（每题2分，共30分）1. Bonus2. Compensable factors3. Delayering4. Forecasting5. Gain sharing plans6. Job classification system7. Minimum wage8. Performance feedback9. Staffing tables10. Wage-rate compression11. 培训12. 即时奖金13. 工资结构14. 劳动力市场15. 精简1. For managers, the challenge of fostering intellectual or lies in the fact that such Workers must be managed differently than were those of previous generations.2. In summary, is an integral part of every manager’s job.3. In the area of and hiring, it’s the line manager’s responsibility to specify the qualifications employees need to fill specific positions.4. HR manager also administers the various (health and accident insurance, retirement, vacation, and so on).5. Performance evaluations are used as the basis for allocations.6. Staff managers are authorized to assist and advise line managers in accomplishing these basic .7. Determining the nature of each employee’s job is .8. Laborers shall fulfill their tasks of labor, improve their professional skills, follow rules on labor safety and sanitation, and observe labor discipline and professional .9. Labor are agreements reached between laborers and the employer to establish labor relationships and specify the rights, interests and obligations of each party.10. In a public employment , which served workers seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted.三、单项选择（每题2分，共20分）1. The tendency for an evaluator to let the assessment of an individual on one trait influence his or her evaluation of that person on other traits is known asA. similarity errorB. halo effect or errorC. leniency errorD. single criterion2. The performance evaluation approach which compares each employee with every other employee and rates each as either the superior or the weaker member of the pair is known as .A. the paired comparisonB. the individual rankingC. the group order rankingD. criticalincidents3. Determining whether or not task performance is acceptable and studying the characteristics of individuals and groups that will be placed in the training environment are known as .A. person analysisB. demographic analysisC. individual analysisD. group and individual analysis4. The lines of advancement for an individual within an organization are known as .A. career pathsB. job progressionsC. career linesD. job paths5. Freedom from criterion deficiency of performance appraisals refers to the extent to which .A. standards relate to the overall objectives of the organizationB. standards capture the entire range of an employee’s responsibilitiesC. individuals tend to maintain a certain level of performance over timeD. factors outside the employee’s control can influence performance6. The Hay profile method uses which three factors for evaluating jobs? .A. knowledge, skill, and responsibilityB. mental ability, skill, and responsibilityC. knowledge, mental ability, and responsibilityD. knowledge, mental ability, and accountability7. Which of the following is not an important component of a meaningful gain sharing plan? .A. establishing fair and precise measurement standardsB. ensuring that bonus payout formulas are easy to calculateC. ensuring that bonus payouts are large enough to encourage future employee effortD. depending on top management to develop the gain sharing program8. Giving employees more control over decisions about who their co-workers will be is known as .A. empowered selectionB. collaborationC. team selectionD. group development9. Which of the following is a technique used to elicit employee views in order to make decisions and initiate change? .A. suggestion systemB. downward communicationC. attitude surveyD. empowerment10. Assessing the degree to which what employees learned during the training program is translated into enhanced employee performance is known as .A. results evaluationB. reaction evaluationC. behavior evaluationD. learning evaluation四、阅读理解（每题3分，共30分）（一）A training or a learning specification is a product of job analysis. It breaks down the broad duties contained in the job description into the detailed tasks that must be carried out. It then sets out the characteristics or attributes that the individual should have in order to perform these tasks successfully. These characteristics are:knowledge–what the individual needs to know. It may be professional, technical or commercial knowledge. Or it may be about the commercial, economic, or market environment; the machines to be operated; the materials or equipment to be used or the procedures to be followed; or the customers, clients, colleagues and subordinates he or she is in contact with and the factors that affect their behavior. Or it may refer to the problems that occur and how they should be dealt with.skills –what the individual needs to be able to do if results are to be achieved and knowledge is to be used effectively. Skills are built progressively by repeated training or other experience. They may be manual, intellectual or mental, perceptual or social.Competences –the behaviors’ competences needed to achieve the levels of performance required. attitudes –the disposition to behave or to perform in a way that is in accordance with the requirements of the work.performance standards – what the fully competent individual has to be able to achieve.1. A training or a learning specification is a product of .A. job structureB. job evaluationC. job designD. job analysis2. Acc ording to this passage, which of the following isn’t the characteristic or attribute that the individual should have in order to perform the task successfully?A. knowledgeB. mental abilityC. competencesD. attitudes3. According to this passage, the knowledge that the individual should have in order to perform the task successfully may include the following exceptA. professional, technical or commercial knowledgeB. knowledge about the commercial, economic, or market environmentC. knowledge about the job descriptionD. the problems that occur and how they should be dealt with4. From this passage, we can infer that .A. In order to perform tasks successfully, individuals need know more than their professional knowledge.B. In order to perform tasks successfully, skills that the individual should have are built only by repeated training.C. In order to perform tasks successfully, the disposition to behave or to perform in a way needn’t be in accordance with the requirements of the work.D. In order to perform tasks successfully, performance standards should be based on what the average individual has to be able to achieve.5. The best title of this passage is .A. job analysisB. training or learning specificationC. job descriptionD. performance standards（二）Supply forecasting measures the number of people likely to be available from within and outside the organization, having allowed for attrition, absenteeism, internal movements and promotions, and changes in hours and other conditions of work. The forecast will be based on:An analysis of existing human resources in terms of numbers in each occupation, skills and potentials; Forecast losses to existing resources through attrition (the analysis of labor wastage is an important aspect of human resource planning, because it provides the basis for plans to improve retention rates); Forecast changes to existing resources through internal promotions;The effect of changing conditions of work and absenteeism;Sources of supply from within the organization;Sources of supply from outside the organization in the national and local labor markets. Mathematical modeling techniques aided by computers can help in the preparation of supply forecasts in situations where comprehensive and reliable data on stocks and flows be provided. As this is rarely the case, they are seldom used.The demand and supply forecasts can then be analyzed to determine whether there are any deficits or surplus. This provides the basis for recruitment, retention and, if unavoidable, downsizing plans. Computerized planning models can be used for this purpose. It is, however, not essential to rely on a software planning package. The basic forecasting calculations can be carried out with a spreadsheet which, for each occupation where plans need to be made, sets out and calculates the number required as in the following example:1. Number currently employed 70。
上海人力资源管理师三级英语题目
1.Apprenticeship：学徒
2.Careersupport：职业支持
3.Outsourcing：外包
4.Database：数据库
5.Employeeempowerment：员工授权
6.Goals：目标
7.Humanresourceinformationsystem(HRIS)：人力资源信息系统
D.process
5.aimstobroadenexperiencebymovingpeoplefromjobtojobordepartmenttodepartment.
A.Jobanalysis
C.Jobsatisfaction
B.Jobrotation
D.Jobinvolvement
6..HRplanningis.
8.Jobrotation：岗位轮换
9.Learningorganization：学习性组织
10.Psychologicalcontract：心理契约
11.薪资调查：Salarysurvey
12.任务分析：Taskanalysis
13.招募：Recruit
14.绩效管理：Performancemanagement
15.工作丰富化：jobenrichment
二、选词填空（每题2分，共20分）
A.feedbackB.benchmarkingC.rewardsD.HumanresourcemanagementE.benefit
F.on-the-jobG.performanceH.downsizingI.DirectcostJ.output
A.atechniquethatidentifiesthecriticalaspectsofajob
2022年助理人力资源管理师三级上海专业英语套试卷
上海市职业资格鉴定《企业人力资源管理人员》（助理人力资源管理师）专业英语试卷1一、英汉互译（每题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. 薪资调查12. 任务分析13. 招募14. 绩效管理15. 工作丰富化二、选词填空（每题2分，共20分）1.refers to the practices and policies you need to carry out the peopleor 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. 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 technique 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. China’s economic reformers have used material incentives in order to stimulate .三、单项选择（每题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 evaluator’s attention on those behaviors that are key in making the difference between executing a job effectively or ineffectively. A. The group order ranking B. Written essay C. The individual ranking D. 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. Organizational 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 involvementA. 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 process of determining the primary direction of the firm7. Career development programs benefit organizations in all of the followingways except .A.Giving managers more control over their subordinatesB.Giving managers increased skill in managing their own careersC.Providing greater retention of valued 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. 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、阅读理解（每题3分，共30分）（一）The context for obtaining the people required will be the labor markets in which the organization is operating which are: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.The external labor marker- the external local, regional, national and international markets from which different sorts of people 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 human 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 that 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 operating 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 choice—they tend to be much more mobile, and resourcing strategy may have to recognize that external recruitment will 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 from .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 organizationD.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 resource 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）Wlaters (1983) identifies nine sources of information which help to identifytraining priorities. These are:Organizational goals and corporate plans which indicate the direction in which the organization is going and, therefore, major training priorities. Human resource and succession planning which provides information on future skill requirements and managem Personnel statistics on, for example, labor turnover, which highlight HR issues which might be addressed by training.ent training needs.Exit interviews which might suggest deficiencies in training arrangements. Consultation with senior managers which obtains opinions on training needs from key decision makers.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.Departmental layout changes which provide information about future developments and related training needs.Management requests for training which set out perceived needs. 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 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 Wlaters, is (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 requirements 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 changesC. 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 which 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 illustrating .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 related training needs.专业英语试卷2一、英汉互译（每题2分，共30分）1. Centralization2. Assessment center3. Cultural shock4. Expatriate5. Hourly work6. Internship programs7. Job involvement8. Management by objectives（MBO）9. Pay-policy line10. Self-appraisal11. 360度反馈12. 甄选13. 绩效评价14. 工作规范15. 间接成本二、选词填空（每题2分，共20分）1. International human resource management includes qualified personnel for overseas assignments.2. Rapid through an extensive staff ranking system is seen in one company as a very important motivational mechanism.3. refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. Developing a high-trust organization means creating trust between and employees.5. determines the human resources required by the organization to achieve its strategic goals.6. The provides information on the nature and functions of the job.7. The halo effect or error is the tendency for an evaluator to let the of an individual on one trait influence his or her evaluation of that person on other traits.8. Training is concerned with fitting people to take on extra responsibilities, increasing all-round .9. A training or a learning specification breaks down the broad duties contained in theinto the detailed tasks that must be carried out.10. In case of labor disputes between the employer and laborers, the parties concerned can apply for or arbitration, bring the case to courts, or settle them through consultation.三、单项选择（每题2分，共20分）1. The placement of an employee in another job at a higher level in the organization with an increase in pay and status is known as aA.job enlargementB.transferC.promotionD.job rotation2. Key jobs have all of the following characteristics except .A. they are important to employees and the organizationB. they vary in terms of job requirementsC. they are used in salary surveys for wage determinationD. they are likely to vary in job content over time3. A process that goes beyond TQM programs to a more comprehensive approach to process redesign is known as .A. job redesignB. process redesignC. reengineeringD. rightsizing4. The job specification describes job requirements relative to .A. skill and physical outputsB. skill and physical demandsC. age and physical demandsD. experience and physical description5. When determining where training emphasis should be placed, an examination of the goals, resources, and environment of the organization is known as .A.task analysisanization analysisC.resource analysisD.skills analysis6. The job evaluation system in which specific elements of the jobs to be evaluated are compared against similar elements of key jobs within the organization is known as .A. the point methodB. job rankingC. the comparison methodD. the Hay profile method7. The final decision to hire an applicant usually belongs to .A. the HR recruiterB. the HR managerC. line managementD. co-workers8. Determining what the content of a training program should be, based on a study of the job duties, is known as .anization analysisB.individual analysisC.job analysisD.task analysis9. Sometimes organizations provide services to terminated employees that help them bridge the gap between their old position and a new job. These services are known as .A. downsizing programsB. “headhunting” assistance programsC. outplacement assistanceD. employee assistance programs(EAPs)10. Job form the basis for the administration of applicable employment tests.A. outlinesB. specificationsC. requirementsD. details四、阅读理解（每题3分，共30分）（一）Multiperson comparisons evaluate one individual’s performance against one or more others. It is a relative rather than an absolute measuring device.The three most popular comparisons are group order ranking, individual ranking, and paired comparisons.The group order ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth. This method is often used in recommending students to graduate schools. Evaluators are asked to rank the student in the top five percent, the next five percent, the next fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all their subordinates. Therefore, if a rater has twenty subordinates, only four can be in the top fifth and, of course, four must also be relegated to the bottom fifth.The individual ranking approach rank orders of employees from best to worst. If the manager is required to appraise thirty subordinates, this approach assumes that the difference between the first and second employee is the same as that between the twenty-first and twenty-second. Even though some of the employees may be closely grouped, this approach allows for no ties. The result is a clean ordering of employees, from the highest performer down to the lowest.The paired comparison approach compares each employee with every other employee and rates each as either the superior or the weaker member of the pair. After all paired comparisons are made, each employee is assigned a summary ranking based on the number of superior scores he or she achieved. This approach ensures that each employee is compared against every other, but it can obviously become unwieldy when many employees are being compared.Multiperson comparisons can be combined with one of the other methods to blend the best from both absolute and relative standards. For example, a college might use the graphic rating scale and the individual ranking method to provide more accurate information about its students’ performance. The A, B, C, D, or E. A prospective employer or graduate school could then look at two students who ea ch got a “B” in their different financial accounting courses and draw considerably different conclusions about each where next to one grade it says “ranked fourth out of twenty-six”, while the other says “ ranked seventeenth out of thirty”. Obviously, the latter instructor gives outa lot more high grades!1.Multiperson comparisons is a(an) measuring device.A. absoluteB. relativeC. accurateD. false2.According to the passage, there are three most popular comparisons except .A. group order rankingB. individual rankingC. graphic rating scalesD. paired comparisons3.From this passage, we can infer that .A. recommending students to graduate schools often uses individual rankingB. the paired comparison approach assumes that the difference between the first and second employee is sameC. group order ranking ensures that each employee is compared against every otherD. each method of multiperson comparisons can be used simultaneously4.The following statements about individual ranking are false except .A. it rank orders of employees from from the lowest performer up to the highestB. the result is a clean ordering of employeesC. it assumes that the difference between the first and second employee is differentD. this approach allows for some of the employees who may be closely grouped5.This article might be extracted from the paper about .A.performance appraisalB.recruitment and replacementC.training and developmentD.reward systems（二）Our knowledge of motivation tells us that people do what they to satisfy needs. Before they do anything, they look for the payoff or reward. Many of these rewards – salary increases, employee benefits, preferred job assignments –are organizationally controlled.The types of rewards that an organization can allocate are more complex than is generally thought. Obviously, there is direct compensation. But there are also indirect compensation and nonfinancial rewards. Each of these types of rewards can be distributed on an individual, group, or organization wide basis.Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the worker’s satisfaction with his or her job. Tec hniques like job enrichment or any efforts to redesign or restructure work to increasepersonal worth to the employee may make his or her work more intrinsically rewarding.Extrinsic rewards include direct compensation, indirect compensation, and nonfinancial rewards. Of course, an employee expects some forms of direct compensation: a basic wage or salary, overtime and holiday premium pay, bonuses based on performance, profit sharing, and/or possibly opportunities to purchase stock options. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization and, additionally, will expect it to be comparable to the direct compensation given to other employees with similar abilities and performance.The organization will provide employees with indirect compensations: insurance, pay for holidays and vacations, services, and perquisites. In as much as these are generally made uniformly available to all employees at a given job level, regardless of performance, they are rally not motivating rewards. However, where indirect compensation is controllable by management and is used to reward performance, then it clearly needs to be considered as a motivating reward.1.Rewards are often cnsidered as a function in human resource management.A.planningB.leadingC.motivatingD.controlling2. Extrinsic rewards include the following except .A.job enrichmentB.direct compensationC.indirect compensationD.nonfinancial rewards3.According to the passage, the following statements are false except .A. Nonfinancial rewards belong to intrinsic rewards.B. Overtime and holiday premium pay belongs to indirect compensation.C. Employees will expect their direct compensation to be comparable to the indirect compensation given to other employees with similar abilities and performance.D. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization.4.Perquisites which the organization provides employees belong to .A.intrinsic rewardsB.direct compensationC.indirect compensationD.nonfinancial rewards5. The author of this passage would most likely agree that .A.If indirect compensation is controllable by management ,then it can’t be considered as a motivating reward.B.If indirect compensations are made uniformly available to all employees at a given job level, regardless of performance, they will lose their motivating function.C.Techniques like job enrichment or nonfinancial rewards to increase personal worth to the employee may make his or her work more intrinsically rewarding.D. Each type of rewards can be distributed on an individual or group, not organization wide basis.专业英语试卷3一、英汉互译（每题2分，共30分）1. Bonus2. Compensable factors3. Delayering4. Forecasting5. Gain sharing plans6. Job classification system7. Minimum wage8. Performance feedback9. Staffing tables10. Wage-rate compression11. 培训12. 即时奖金13. 工资构造14. 劳动力市场15. 精简二、选词填空（每题2分，共20分）1. For managers, the challenge of fostering intellectual or lies in the fact that such Workers must be managed differently than were thoseofprevious generations.2. In summary, is an integral part of every manager’s job.3. In the area of and hiring, it’s the line manager’s responsibility to specify the qualifications employees need to fill specific positions.4. HR manager also administers the various (health and accident insurance, retirement, vacation, and so on).5. Performance evaluations are used as the basis for allocations.6. Staff managers are authorized to assist and advise line managers in accomplishing these basic .7. Determining the nature of each employee’s job is .8. Laborers shall fulfill their tasks of labor, improve their professional skills, follow rules on labor safety and sanitation, and observe labor discipline and professional .9. Labor are agreements reached between laborers and the employer to establish labor relationships and specify the rights, interests and obligations of each party.10. In a public employment , which served workers seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted.三、单项选择（每题2分，共20分）1. The tendency for an evaluator to let the assessment of an individual on one trait influence his or her evaluation of that person on other traits is known as A. similarity error B. halo effect or error C. leniency errorD. single criterion2. The performance evaluation approach which compares each employee with every other employee and rates each as either the superior or the weaker member of the pair is known as .A. the paired comparisonB. the individual rankingC. the group order rankingD. critical incidents3. Determining whether or not task performance is acceptable and studying the characteristics of individuals and groups that will be placed in the training environment are known as .A. person analysisB. demographic analysisC. individual analysisD. group and individual analysis4. The lines of advancement for an individual within an organization are known as .A. career pathsB. job progressionsC. career linesD. job paths5. Freedom from criterion deficiency of performance appraisals refers to the extent to which .A. standards relate to the overall objectives of the organizationB. standards capture the entire range of an employee’s responsibilitiesC. individuals tend to maintain a certain level of performance over timeD. factors outside the employee’s control can influence performance6. The Hay profile method uses which three factors for evaluating jobs? .A. knowledge, skill, and responsibilityB. mentalability, skill, and responsibilityC. knowledge, mental ability, and responsibilityD. knowledge, mental ability, and accountability7. Which of the following is not an important component of a meaningful gain sharing plan? .A. establishing fair and precise measurement standardsB. ensuring that bonus payout formulas are easy to calculateC. ensuring that bonus payouts are large enough to encourage future employee effortD. depending on top management to develop the gain sharing program8. Giving employees more control over decisions about who their co-workers will be is known as .A. empowered selectionB. collaborationC. team selectionD. group development9. Which of the following is a technique used to elicit employee views in order to make decisions and initiate change? .A. suggestion systemB. downward communicationC. attitude surveyD. empowerment10. Assessing the degree to which what employees learned during the training program is translated into enhanced employee performance is known as .A. results evaluationB. reaction evaluationC. behavior evaluationD. learning evaluation四、阅读理解（每题3分，共30分）（一）A training or a learning specification is a product of job analysis. It breaks down the broad duties contained in the job description into the detailed tasks that must be carried out. It then sets out the characteristics or attributes that the individual should have in order to perform these tasks successfully. These characteristics are:knowledge–what the individual needs to know. It may be professional, technical or commercial knowledge. Or it may be about the commercial, economic, or market environment; the machines to be operated; the materials or equipment to be used or the procedures to be followed; or the customers, clients, colleagues and subordinates he or she is in contact with and the factors that affect their behavior. Or it may refer to the problems that occur and how they should be dealt with.skills –what the individual needs to be able to do if results are to be achieved and knowledge is to be used effectively. Skills are built progressively by repeated training or other experience. They may be manual, intellectual or mental, perceptual or social.Competences –the behaviors’ competences needed to achieve the levels of performance required.attitudes –the disposition to behave or to perform in a way that is in accordance with the requirements of the work.performance standards – what the fully competent individual has to be ableto achieve.1. A training or a learning specification is a product of .A. job structureB. job evaluationC. job designD. job analysis2. According to this passage, which of the following isn’t the characteristic or attribute that the individual should have in order to perform the task successfully?A. knowledgeB. mental abilityC. competencesD. attitudes3. According to this passage, the knowledge that the individual should have in order to perform the task successfully may include the following exceptA. professional, technical or commercial knowledgeB. knowledge about the commercial, economic, or market environmentC. knowledge about the job descriptionD. the problems that occur and how they should be dealt with4. From this passage, we can infer that .A. In order to perform tasks successfully, individuals need know more than their professional knowledge.B. In order to perform tasks successfully, skills that the individual should have are built only by repeated training.C. In order to perform tasks successfully, the disposition to behave or to perform in a way needn’t be in accordance with the requirements of the work.D. In order to perform tasks successfully, performance standards should bebased on what the average individual has to be able to achieve.5. The best title of this passage is .A. job analysisB. training or learning specificationC. job descriptionD. performance standards（二）Supply forecasting measures the number of people likely to be available from within and outside the organization, having allowed for attrition, absenteeism, internal movements and promotions, and changes in hours and other conditions of work. The forecast will be based on:An analysis of existing human resources in terms of numbers in each occupation, skills and potentials;Forecast losses to existing resources through attrition (the analysis of labor wastage is an important aspect of human resource planning, because it provides the basis for plans to improve retention rates);Forecast changes to existing resources through internal promotions;The effect of changing conditions of work and absenteeism;Sources of supply from within the organization;Sources of supply from outside the organization in the national and local labor markets.Mathematical modeling techniques aided by computers can help in the preparation of supply forecasts in situations where comprehensive and reliable data on stocks and flows be provided. As this is rarely the case, they are seldom used.The demand and supply forecasts can then be analyzed to determine。
人力资源管理师三级专业英语词汇(音标)
47 Cross-cultural preparation
48 Cross-training 49 Cultural environment 50 Cultural shock 51 Customer appraisal
34 Compensable factors
35 Compensation
缺席
可接受性
成就测试
行动计划 负面影响 津贴，补助 公告 求职者 申请 评价,评估 任命 仲裁 评价中心 权威 视听教学 审计法 综合评价卡，平 衡计分法 行为模拟 行为改变计划 基准 福利 奖金 企业规划
候选人 职业锚
职业咨询
职业曲线 职业通技巧
报酬要素
报酬，补偿
['æbsəns]
[ək,septə 'biləti] [ə'tʃi:vmə nt] ['ækʃən] [plæ n] ['ædvə:s] [im'pæ kt] [ə'lauəns] [ə'nauns m['æənt] p[,læikənt] p[əl'ip'kreeiiʃzəənl ][ə'pɔint] [' ɑ[ə:'bsietsrəmriə] nt] [ɔ:'θɔrəti] [,ɔ:diəu'vi ['ɔ:dit] [[ə'b'pærəutʃ] l[əbni'shte]ivjə ][b[i'm'heɔdivəjəli ][-b[ebnetiʃsmt]a :rks] ['benifitc]
上海人力三级专业英语词汇
['əl] ['ə] ['θəd]
跨文化准备
[ɔ]-['kʌʃərəl]
[ə'ʃən]
交叉培训
[ɔ]-['ŋ]
文化环境
['kʌʃərəl] ['ərəə]
文化冲击
['kʌʃərəl] [ʃɔk]
顾客评估
['kʌəmə] [ə'əl]
数据流程图
['ə] [əu] ['əɡræm]
分散化
[ə'ʃən]
[']
歧视
['ʃən]
精简
['ŋ]
降级
['əd] []
效率工资理论
[i'ʃə] [ʒ] ['θiə]
平等主义
[i,ɡæ'tεəən];ʃə]
员工授权
[ɔi'i:] ['əmə]
员工租借
[ɔi'i:] ['ŋ]
雇员调查与研究
[ɔi'i:] [sə:'] ['səʃ]
企业家
[ɔ:'θɔrə]
视听教学
[,ɔəu'əl] ['ʌkʃən]
审计法
['ɔ] [ə'əʃ]
平衡计分法
['bælə] ['ɔɑ]
行为模拟
['ə] ['mɔdəŋ]
行为改变计划
['ə]-[]
['əuɡræm]
基准
[ʃ]
福利
[']
奖金
['bəəs]
2.助理人力资源管理系统师-三级(上海) HR专业英语10套试卷
上海市职业资格鉴定《企业人力资源管理人员》（助理人力资源管理师）专业英语试卷1一、英汉互译（每题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. 薪资调查12. 任务分析13. 招募14. 绩效管理15. 工作丰富化1. refers to the practices and 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. 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 technique 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. China’s economic reformers have used material incentives in order to stimulate .三、单项选择（每题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 evaluator’s attention on those behaviors that a re key in making the difference between executing a job effectively 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 organizationwill become an ‘employer of choice’.A. outplacementB. evaluationC. recruitmentD.training4. Organizational 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 .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 process 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 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. 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、阅读理解（每题3分，共30分）（一）The context for obtaining the people required will be the labor markets in which the organization is operating which are: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.The external labor marker- the external local, regional, national and international markets from which different sorts of people 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 human resource planning process, an organ ization 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’ po licy means that 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 operating 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 choice—they tend to be much more mobile, and resourcing strategy may have to recognize that external recruitment will 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 beenrecruited.1. A ‘make’ policy means that organization prefers to promote people from .A. regional labor marketB. national labor marketC. internal labor marketD. internationallabor 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 organizationD.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 resource 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）Wlaters (1983) identifies nine sources of information which help to identify training priorities. Theseare:Organizational goals and corporate plans which indicate the direction in which the organization is going and, therefore, major training priorities.Human resource and succession planning which provides information on future skill requirements and managem Personnel statistics on, for example, labor turnover, which highlight HR issues which might be addressed by training.ent training needs.Exit interviews which might suggest deficiencies in training arrangements.Consultation with senior managers which obtains opinions on training needs from key decision makers.Data on productivity, quality and performance which show where there are any gaps between expectationsand results or negative trends, and therefore suggest training needs.Departmental layout changes which provide information about future developments and related training needs.Management requests for training which set out perceived needs.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 sources not directly mentioned by Walters are plans for introducing new technology or developingIT 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 Wlaters, is (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 requirements 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 changesC. 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 which 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 illustrating .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 related training needs.专业英语试卷2一、英汉互译（每题2分，共30分）1. Centralization2. Assessment center3. Cultural shock4. Expatriate5. Hourly work6. Internship programs7. Job involvement8. Management by objectives（MBO）9. Pay-policy line10. Self-appraisal11. 360度反馈12. 甄选13. 绩效评价14. 工作规范15. 间接成本1. International human resource management includes qualified personnel for overseas assignments.2. Rapid through an extensive staff ranking system is seen in one company as a very important motivational mechanism.3. refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. Developing a high-trust organization means creating trust between and employees.5. determines the human resources required by the organization to achieve its strategic goals.6. The provides information on the nature and functions of the job.7. The halo effect or error is the tendency for an evaluator to let the of an individual on onetrait influence his or her evaluation of that person on other traits.8. Training is concerned with fitting people to take on extra responsibilities, increasingall-round .9. A training or a learning specification breaks down the broad duties contained in theinto the detailed tasks that must be carried out.10. In case of labor disputes between the employer and laborers, the parties concerned can apply for or arbitration, bring the case to courts, or settle them through consultation.三、单项选择（每题2分，共20分）1. The placement of an employee in another job at a higher level in the organization with an increasein pay and status is known as aA.job enlargementB.transferC.promotionD.job rotation2. Key jobs have all of the following characteristics except .A. they are important to employees and the organizationB. they vary in terms of job requirementsC. they are used in salary surveys for wage determinationD. they are likely to vary in job contentover time3. A process that goes beyond TQM programs to a more comprehensive approach to process redesign is known as .A. job redesignB. process redesignC. reengineeringD. rightsizing4. The job specification describes job requirements relative to .A. skill and physical outputsB. skill and physical demandsC. age and physical demandsD. experience and physical description5. When determining where training emphasis should be placed, an examination of the goals, resources, and environment of the organization is known as .A.task analysisanization analysisC.resource analysisD.skills analysis6. The job evaluation system in which specific elements of the jobs to be evaluated are compared against similar elements of key jobs within the organization is known as .A. the point methodB. job rankingC. the comparison methodD. the Hay profile method7. The final decision to hire an applicant usually belongs to .A. the HR recruiterB. the HR managerC. line managementD. co-workers8. Determining what the content of a training program should be, based on a study of the job duties, is known as .anization analysisB.individual analysisC.job analysisD.task analysis9. Sometimes organizations provide services to terminated employees that help them bridge the gap between their old position and a new job. These services are known as .A. downsizing programsB. “headhunting” assistance programsC. outplacement assistanceD. employee assistance programs(EAPs)10. Job form the basis for the administration of applicable employment tests.A. outlinesB. specificationsC. requirementsD. details四、阅读理解（每题3分，共30分）（一）Multiper son comparisons evaluate one individual’s performance against one or more others. It is a relative rather than an absolute measuring device. The three most popular comparisons are group order ranking, individual ranking, and paired comparisons.The group order ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth. This method is often used in recommending students to graduate schools. Evaluators are asked to rank the student in the top five percent, the next five percent, the next fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all their subordinates. Therefore, if a rater has twenty subordinates, only four can be in the top fifth and, of course, four must also be relegated to the bottom fifth.The individual ranking approach rank orders of employees from best to worst. If the manager is required to appraise thirty subordinates, this approach assumes that the difference between the first and second employee is the same as that between the twenty-first and twenty-second. Even though some of the employees may be closely grouped, this approach allows for no ties. The result is a clean ordering of employees, from the highest performer down to the lowest.The paired comparison approach compares each employee with every other employee and rates each as either the superior or the weaker member of the pair. After all paired comparisons are made, each employee is assigned a summary ranking based on the number of superior scores he or she achieved. This approach ensures that each employee is compared against every other, but it can obviously become unwieldy when many employees are being compared.Multiperson comparisons can be combined with one of the other methods to blend the best from both absoluteand relative standards. For example, a college might use the graphic rating scale and the individual ranking method to provide more accurate information about its students’ performance. The A, B, C, D, o r E. A prospective employer or graduate school could then look at two students who each got a “B” in their different financial accounting courses and draw considerably different conclusions about each where nextto one grade it says “ranked fourth out of twenty-six”, while the other says “ ranked seventeenth outof thirty”. Obviously, the latter instructor gives out a lot more high grades!1.Multiperson comparisons is a(an) measuring device.A. absoluteB. relativeC. accurateD. false2.According to the passage, there are three most popular comparisons except .A. group order rankingB. individual rankingC. graphic rating scalesD. paired comparisons3.From this passage, we can infer that .A. recommending students to graduate schools often uses individual rankingB. the paired comparison approach assumes that the difference between the first and second employee issameC. group order ranking ensures that each employee is compared against every otherD. each method of multiperson comparisons can be used simultaneously4.The following statements about individual ranking are false except .A. it rank orders of employees from from the lowest performer up to the highestB. the result is a clean ordering of employeesC. it assumes that the difference between the first and second employee is differentD. this approach allows for some of the employees who may be closely grouped5.This article might be extracted from the paper about .A.performance appraisalB.recruitment and replacementC.training and developmentD.reward systems（二）Our knowledge of motivation tells us that people do what they to satisfy needs. Before they do anything,they look for the payoff or reward. Many of these rewards –salary increases, employee benefits, preferredjob assignments – are organizationally controlled.The types of rewards that an organization can allocate are more complex than is generally thought. Obviously, there is direct compensation. But there are also indirect compensation and nonfinancial rewards. Eachof these types of rewards can be distributed on an individual, group, or organization wide basis.Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the worker’s satisfaction with his or her job. Techniques like job enrichment or any efforts to redesignor restructure work to increase personal worth to the employee may make his or her work more intrinsically rewarding.Extrinsic rewards include direct compensation, indirect compensation, and nonfinancial rewards. Of course,an employee expects some forms of direct compensation: a basic wage or salary, overtime and holiday premiumpay, bonuses based on performance, profit sharing, and/or possibly opportunities to purchase stock options. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization and, additionally, will expect it to be comparable to the direct compensation given to other employees with similar abilities and performance.The organization will provide employees with indirect compensations: insurance, pay for holidays and vacations, services, and perquisites. In as much as these are generally made uniformly available to all employees at a given job level, regardless of performance, they are rally not motivating rewards. However,where indirect compensation is controllable by management and is used to reward performance, then it clearly needs to be considered as a motivating reward.1.Rewards are often cnsidered as a function in human resource management.A.planningB.leadingC.motivatingD.controlling2. Extrinsic rewards include the following except .A.job enrichmentB.direct compensationC.indirect compensationD.nonfinancial rewards3.According to the passage, the following statements are false except .A. Nonfinancial rewards belong to intrinsic rewards.B. Overtime and holiday premium pay belongs to indirect compensation.C. Employees will expect their direct compensation to be comparable to the indirect compensation givento other employees with similar abilities and performance.D. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization.4.Perquisites which the organization provides employees belong to .A.intrinsic rewardsB.direct compensationC.indirect compensationD.nonfinancial rewards5. The author of this passage would most likely agree that .A.If indirect compensation is controllable by management ,then it can’t be considered as a motivating reward.B.If indirect compensations are made uniformly available to all employees at a given job level, regardlessof performance, they will lose their motivating function.C.Techniques like job enrichment or nonfinancial rewards to increase personal worth to the employee maymake his or her work more intrinsically rewarding.D. Each type of rewards can be distributed on an individual or group, not organization wide basis.专业英语试卷3一、英汉互译（每题2分，共30分）1. Bonus2. Compensable factors3. Delayering4. Forecasting5. Gain sharing plans6. Job classification system7. Minimum wage8. Performance feedback9. Staffing tables10. Wage-rate compression11. 培训12. 即时奖金13. 工资结构14. 劳动力市场15. 精简1. For managers, the challenge of fostering intellectual or lies in the fact that such Workers must be managed differently than were those of previous generations.2. In summary, is an integral part of every manager’s job.3. In the area of and hiring, it’s the line manager’s responsibility to specify the qualifications employees need to fill specific positions.4. HR manager also administers the various (health and accident insurance, retirement, vacation, and so on).5. Performance evaluations are used as the basis for allocations.6. Staff managers are authorized to assist and advise line managers in accomplishing these basic .7. Determining the nature of each employee’s job is .8. Laborers shall fulfill their tasks of labor, improve their professional skills, follow rules on labor safety and sanitation, and observe labor discipline and professional .9. Labor are agreements reached between laborers and the employer to establish labor relationships and specify the rights, interests and obligations of each party.10. In a public employment , which served workers seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted.三、单项选择（每题2分，共20分）1. The tendency for an evaluator to let the assessment of an individual on one trait influence his or her evaluation of that person on other traits is known asA. similarity errorB. halo effect or errorC. leniency errorD. single criterion2. The performance evaluation approach which compares each employee with every other employee and rates each as either the superior or the weaker member of the pair is known as .A. the paired comparisonB. the individual rankingC. the group order rankingD. criticalincidents3. Determining whether or not task performance is acceptable and studying the characteristics of individuals and groups that will be placed in the training environment are known as .A. person analysisB. demographic analysisC. individual analysisD. group and individual analysis4. The lines of advancement for an individual within an organization are known as .A. career pathsB. job progressionsC. career linesD. job paths5. Freedom from criterion deficiency of performance appraisals refers to the extent to which .A. standards relate to the overall objectives of the organizationB. standards capture the entire range of an employee’s responsibilitiesC. individuals tend to maintain a certain level of performance over timeD. factors outside the employee’s control can influence performance6. The Hay profile method uses which three factors for evaluating jobs? .A. knowledge, skill, and responsibilityB. mental ability, skill, and responsibilityC. knowledge, mental ability, and responsibilityD. knowledge, mental ability, and accountability7. Which of the following is not an important component of a meaningful gain sharing plan? .A. establishing fair and precise measurement standardsB. ensuring that bonus payout formulas are easy to calculateC. ensuring that bonus payouts are large enough to encourage future employee effortD. depending on top management to develop the gain sharing program8. Giving employees more control over decisions about who their co-workers will be is known as .A. empowered selectionB. collaborationC. team selectionD. group development9. Which of the following is a technique used to elicit employee views in order to make decisions and initiate change? .A. suggestion systemB. downward communicationC. attitude surveyD. empowerment10. Assessing the degree to which what employees learned during the training program is translated into enhanced employee performance is known as .A. results evaluationB. reaction evaluationC. behavior evaluationD. learning evaluation四、阅读理解（每题3分，共30分）（一）A training or a learning specification is a product of job analysis. It breaks down the broad duties contained in the job description into the detailed tasks that must be carried out. It then sets out the characteristics or attributes that the individual should have in order to perform these tasks successfully. These characteristics are:knowledge–what the individual needs to know. It may be professional, technical or commercial knowledge. Or it may be about the commercial, economic, or market environment; the machines to be operated; the materials or equipment to be used or the procedures to be followed; or the customers, clients, colleagues and subordinates he or she is in contact with and the factors that affect their behavior. Or it may refer to the problems that occur and how they should be dealt with.skills –what the individual needs to be able to do if results are to be achieved and knowledge is to be used effectively. Skills are built progressively by repeated training or other experience. They may be manual, intellectual or mental, perceptual or social.Competences –the behaviors’ competences needed to achieve the levels of performance required. attitudes –the disposition to behave or to perform in a way that is in accordance with the requirements of the work.performance standards – what the fully competent individual has to be able to achieve.1. A training or a learning specification is a product of .A. job structureB. job evaluationC. job designD. job analysis2. Acc ording to this passage, which of the following isn’t the characteristic or attribute that the individual should have in order to perform the task successfully?A. knowledgeB. mental abilityC. competencesD. attitudes3. According to this passage, the knowledge that the individual should have in order to perform the task successfully may include the following exceptA. professional, technical or commercial knowledgeB. knowledge about the commercial, economic, or market environmentC. knowledge about the job descriptionD. the problems that occur and how they should be dealt with4. From this passage, we can infer that .A. In order to perform tasks successfully, individuals need know more than their professional knowledge.B. In order to perform tasks successfully, skills that the individual should have are built only by repeated training.C. In order to perform tasks successfully, the disposition to behave or to perform in a way needn’t be in accordance with the requirements of the work.D. In order to perform tasks successfully, performance standards should be based on what the average individual has to be able to achieve.5. The best title of this passage is .A. job analysisB. training or learning specificationC. job descriptionD. performance standards（二）Supply forecasting measures the number of people likely to be available from within and outside the organization, having allowed for attrition, absenteeism, internal movements and promotions, and changes in hours and other conditions of work. The forecast will be based on:An analysis of existing human resources in terms of numbers in each occupation, skills and potentials; Forecast losses to existing resources through attrition (the analysis of labor wastage is an important aspect of human resource planning, because it provides the basis for plans to improve retention rates); Forecast changes to existing resources through internal promotions;The effect of changing conditions of work and absenteeism;Sources of supply from within the organization;Sources of supply from outside the organization in the national and local labor markets. Mathematical modeling techniques aided by computers can help in the preparation of supply forecasts in situations where comprehensive and reliable data on stocks and flows be provided. As this is rarely the case, they are seldom used.The demand and supply forecasts can then be analyzed to determine whether there are any deficits or surplus. This provides the basis for recruitment, retention and, if unavoidable, downsizing plans. Computerized planning models can be used for this purpose. It is, however, not essential to rely on a software planning package. The basic forecasting calculations can be carried out with a spreadsheet which, for each occupation where plans need to be made, sets out and calculates the number required as in the following example:1. Number currently employed 70。
人力资源管理三级英语复习资料
上海市职业资格鉴定《企业人力资源管理人员》（助理人力资源管理师）专业英语试卷3一、英汉互译（每题2分，共30分）1. Bonus 奖金2. Compensable factors 报酬要素3. Delayering 扁平化4. Forecasting 预测5. Gain sharing plans 收益分享计划6. Job classification system 工作分类法7. Minimum wage 最低工资8. Performance feedback 绩效反馈9. Staffing tables 人员配置表10. Wage-rate compression 工资压缩11. 培训 Training12. 即时奖金 Spot bonus13. 工资结构 Pay structure14. 劳动力市场 Labor market15. 精简 DownsizingAnswer:1. 奖金2. 报酬要素3. 扁平化4. 预测5. 收益分享计划6. 工作分类法7. 最低工资8. 绩效反馈9. 人员配置表10. 工资压缩11. Training 12. Spot bonus 13. Pay structure 14. Labor market 15. Downsizing二、选词填空（每题2分，共20分）1. For managers, the challenge of fostering intellectual or human capital lies in the fact that such Workers must be managed differently than were those of previous generations.对于管理者，培养智力或人力资本的挑战在于，这样的员工必须有不同的管理方式，而不是以前的几代人。
2. In summary, is Human Resource management an integral partof every manager’s job.总之，是人力资源管理的一个组成部分，每一个经理的工作。
助理人力资源管理方案计划师-三级(上海)HR专业英语10套试卷
上海市职业资格鉴定《企业人力资源管理人员》（助理人力资源管理师）专业英语试卷1一、英汉互译（每题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. 薪资调查12. 任务分析13. 招募14. 绩效管理15. 工作丰富化二、选词填空（每题2分，共20分）1. refers to the practices and 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. 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 technique 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. China’s economic reformers have used material incentives in order to stimulate .三、单项选择（每题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 evaluator’s attention on those behaviors that are key in making the difference between executing a job effectively 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. Organizational and corporate plansindicate 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 involvementA. 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 process 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 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. 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、阅读理解（每题3分，共30分）（一）The context for obtaining the people required will be the labor markets in which the organization is operating which are: 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.The external labor marker- the external local, regional, national and international markets from which different sorts of people 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 human resource planning process, an organization may have to formulate ‘make or buy’ policy decisions.A ‘make’ policy means th at 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 that 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 operating 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 choice—they tend to be much more mobile, and resourcing strategy may have to recognize that external recruitment will 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 from .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 organizationD.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 resource 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）Wlaters (1983) identifies nine sources of information which help to identify training priorities. These are:Organizational goals and corporate plans which indicate the direction in which the organization is going and, therefore, major training priorities.Human resource and succession planning which provides information on future skill requirements and managem Personnel statistics on, for example, labor turnover, which highlight HR issues which might be addressed by training.ent training needs.Exit interviews which might suggest deficiencies in training arrangements.Consultation with senior managers which obtains opinions on training needs from key decision makers.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.Departmental layout changes which provide information about future developments and related training needs. Management requests for training which set out perceived needs.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 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 Wlaters, is (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 requirements 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 changesC. 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 which 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 illustrating .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 related training needs.专业英语试卷2一、英汉互译（每题2分，共30分）1. Centralization2. Assessment center3. Cultural shock4. Expatriate5. Hourly work6. Internship programs7. Job involvement8. Management by objectives（MBO）9. Pay-policy line10. Self-appraisal11. 360度反馈12. 甄选13. 绩效评价14. 工作规范15. 间接成本1. International human resource management includes qualified personnel for overseas assignments.2. Rapid through an extensive staff ranking system is seen in one company as a very important motivational mechanism.3. refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. Developing a high-trust organization means creating trust between and employees.5. determines the human resources required by the organization to achieve its strategic goals.6. The provides information on the nature and functions of the job.7. The halo effect or error is the tendency for an evaluator to let the of an individual on one trait influence his or her evaluation of that person on other traits.8. Training is concerned with fitting people to take on extra responsibilities, increasing all-round .9. A training or a learning specification breaks down the broad duties contained in theinto the detailed tasks that must be carried out.10. In case of labor disputes between the employer and laborers, the parties concerned can apply for or arbitration, bring the case to courts, or settle them through consultation.三、单项选择（每题2分，共20分）1. The placement of an employee in another job at a higher level in the organization with an increase in pay and status is known as aA.job enlargementB.transferC.promotionD.job rotation2. Key jobs have all of the following characteristics except .A. they are important to employees and the organizationB. they vary in terms of job requirementsC. they are used in salary surveys for wage determinationD. they are likely to vary in job content over time3. A process that goes beyond TQM programs to a more comprehensive approach to process redesign is known as .A. job redesignB. process redesignC. reengineeringD. rightsizing4. The job specification describes job requirements relative to .A. skill and physical outputsB. skill and physical demandsC. age and physical demandsD. experience and physical description5. When determining where training emphasis should be placed, an examination of the goals, resources, and environment of the organization is known as .A.task analysisanization analysisC.resource analysisD.skills analysis6. The job evaluation system in which specific elements of the jobs to be evaluated are compared against similar elements of key jobs within the organization is known as .A. the point methodB. job rankingC. the comparison methodD. the Hay profile method7. The final decision to hire an applicant usually belongs to .A. the HR recruiterB. the HR managerC. line managementD. co-workers8. Determining what the content of a training program should be, based on a study of the job duties, is known as .anization analysisB.individual analysisC.job analysisD.task analysis9. Sometimes organizations provide services to terminated employees that help them bridge the gap between their old position and a new job. These services are known as .A. downsizing programsB. “headhunting” assistance programsC. outplacement assistanceD. employee assistance programs(EAPs)10. Job form the basis for the administration of applicable employment tests.A. outlinesB. specificationsC. requirementsD. details四、阅读理解（每题3分，共30分）（一）Multiperson comparisons evaluate one individual’s performance against one or more others. It i s a relative rather than an absolute measuring device. The three most popular comparisons are group order ranking, individual ranking, and paired comparisons.The group order ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth. This method is often used in recommending students to graduate schools. Evaluators are asked to rank the student in the top five percent, the next five percent, the next fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all their subordinates. Therefore, if a rater has twenty subordinates, only four can be in the top fifth and, of course, four must also be relegated to the bottom fifth.The individual ranking approach rank orders of employees from best to worst. If the manager is required to appraise thirty subordinates, this approach assumes that the difference between the first and second employee is the same as that between the twenty-first and twenty-second. Even though some of the employees may be closely grouped, this approach allows for no ties. The result is a clean ordering of employees, from the highest performer down to the lowest.The paired comparison approach compares each employee with every other employee and rates each as either the superior or the weaker member of the pair. After all paired comparisons are made, each employee is assigned a summary ranking based on the number of superior scores he or she achieved. This approach ensures that each employee is compared against every other, but it can obviously become unwieldy when many employees are being compared.Multiperson comparisons can be combined with one of the other methods to blend the best from both absolute and relative standards. For example, a college might use the graphic rating scale and the individual ranking method to provide more accurate information about its students’ performance. The A, B, C, D, or E. A prospective employer or graduate school could then look at two students who ea ch got a “B” in their different financial accounting courses and draw considerably different conclusions about each where next to one grade it says “ranked fourth out of twenty-six”, while the other says “ ranked seventeenth out of thirty”. Obviously, the latter instructor gives out a lot more high grades!1.Multiperson comparisons is a(an) measuring device.A. absoluteB. relativeC. accurateD. false2.According to the passage, there are three most popular comparisons except .A. group order rankingB. individual rankingC. graphic rating scalesD. paired comparisons3.From this passage, we can infer that .A. recommending students to graduate schools often uses individual rankingB. the paired comparison approach assumes that the difference between the first and second employee is sameC. group order ranking ensures that each employee is compared against every otherD. each method of multiperson comparisons can be used simultaneously4.The following statements about individual ranking are false except .A. it rank orders of employees from from the lowest performer up to the highestB. the result is a clean ordering of employeesC. it assumes that the difference between the first and second employee is differentD. this approach allows for some of the employees who may be closely grouped5.This article might be extracted from the paper about .A.performance appraisalB.recruitment and replacementC.training and developmentD.reward systems（二）Our knowledge of motivation tells us that people do what they to satisfy needs. Before they do anything, they look for the payoff or reward. Many of these rewards –salary increases, employee benefits, preferred job assignments –are organizationally controlled.The types of rewards that an organization can allocate are more complex than is generally thought. Obviously, there is direct compensation. But there are also indirect compensation and nonfinancial rewards. Each of these types of rewards can be distributed on an individual, group, or organization wide basis.Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the worker’s satisfaction w ith his or her job. Techniques like job enrichment or any efforts to redesign or restructure work to increase personal worth to the employee may make his or her work more intrinsically rewarding.Extrinsic rewards include direct compensation, indirect compensation, and nonfinancial rewards. Of course, an employee expects some forms of direct compensation: a basic wage or salary, overtime and holiday premium pay, bonuses based on performance, profit sharing, and/or possibly opportunities to purchase stock options. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization and, additionally, will expect it to be comparable to the direct compensation given to other employees with similar abilities and performance.The organization will provide employees with indirect compensations: insurance, pay for holidays and vacations, services, and perquisites. In as much as these are generally made uniformly available to all employees at a given job level, regardless of performance, they are rally not motivating rewards. However, where indirect compensation is controllable by management and is used to reward performance, then it clearly needs to be considered as a motivating reward.1.Rewards are often cnsidered as a function in human resource management.A.planningB.leadingC.motivatingD.controlling2. Extrinsic rewards include the following except .A.job enrichmentB.direct compensationC.indirect compensationD.nonfinancial rewards3.According to the passage, the following statements are false except .A. Nonfinancial rewards belong to intrinsic rewards.B. Overtime and holiday premium pay belongs to indirect compensation.C. Employees will expect their direct compensation to be comparable to the indirect compensation given to other employees with similar abilities and performance.D. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization.4.Perquisites which the organization provides employees belong to .A.intrinsic rewardsB.direct compensationC.indirect compensationD.nonfinancial rewards5. The author of this passage would most likely agree that .A.If indirect compensation is controllable by management ,then it can’t be considered as a motivating reward.B.If indirect compensations are made uniformly available to all employees at a given job level, regardless of performance, they will lose their motivating function.C.Techniques like job enrichment or nonfinancial rewards to increase personal worth to the employee may make his or her work more intrinsically rewarding.D. Each type of rewards can be distributed on an individual or group, not organization wide basis.专业英语试卷3一、英汉互译（每题2分，共30分）1. Bonus2. Compensable factors3. Delayering4. Forecasting5. Gain sharing plans6. Job classification system7. Minimum wage8. Performance feedback9. Staffing tables10. Wage-rate compression11. 培训12. 即时奖金13. 工资结构14. 劳动力市场15. 精简二、选词填空（每题2分，共20分）1. For managers, the challenge of fostering intellectual or lies in the fact that such Workers must be managed differently than were those of previous generations.2. In summary, is an integral part of every manager’s job.3. In the area of and hiring, it’s the line manager’s responsibility to specify the qualifications emplo yees need to fill specific positions.4. HR manager also administers the various (health and accident insurance, retirement, vacation, and so on).5. Performance evaluations are used as the basis for allocations.6. Staff managers are authorized to assist and advise line managers in accomplishing these basic .7. Determining the nature of each employee’s job is .8. Laborers shall fulfill their tasks of labor, improve their professional skills, follow rules on labor safety and sanitation, and observe labor discipline and professional .9. Labor are agreements reached between laborers and the employer to establish labor relationships and specify the rights, interests and obligations of each party.10. In a public employment , which served workers seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted.三、单项选择（每题2分，共20分）1. The tendency for an evaluator to let the assessment of an individual on one trait influence his or her evaluation of that person on other traits is known asA. similarity errorB. halo effect or errorC. leniency errorD. single criterion2. The performance evaluation approach which compares each employee with every other employee and rates each as either the superior or the weaker member of the pair is known as .A. the paired comparisonB. the individual rankingC. the group order rankingD. critical incidents3. Determining whether or not task performance is acceptable and studying the characteristics of individuals and groups that will be placed in the training environment are known as .A. person analysisB. demographic analysisC. individual analysisD. group and individual analysis4. The lines of advancement for an individual within an organization are known as .A. career pathsB. job progressionsC. career linesD. job paths5. Freedom from criterion deficiency of performance appraisals refers to the extent to which .A. standards relate to the overall objectives of the organizationB. standards capture the entire range of an employee’s responsibilitiesC. individuals tend to maintain a certain level of performance over timeD. factors outside the employee’s control can influence performance6. The Hay profile method uses which three factors for evaluating jobs? .A. knowledge, skill, and responsibilityB. mental ability, skill, and responsibilityC. knowledge, mental ability, and responsibilityD. knowledge, mental ability, and accountability7. Which of the following is not an important component of a meaningful gain sharing plan? .A. establishing fair and precise measurement standardsB. ensuring that bonus payout formulas are easy to calculateC. ensuring that bonus payouts are large enough to encourage future employee effortD. depending on top management to develop the gain sharing program8. Giving employees more control over decisions about who their co-workers will be is known as .A. empowered selectionB. collaborationC. team selectionD. group development9. Which of the following is a technique used to elicit employee views in order to make decisions and initiate change? .A. suggestion systemB. downward communicationC. attitude surveyD. empowerment10. Assessing the degree to which what employees learned during the training program is translated into enhanced employee performance is known as .A. results evaluationB. reaction evaluationC. behavior evaluationD. learning evaluation四、阅读理解（每题3分，共30分）（一）A training or a learning specification is a product of job analysis. It breaks down the broad duties contained in the job description into the detailed tasks that must be carried out. It then sets out the characteristics or attributes that the individual should have in order to perform these tasks successfully. These characteristics are:knowledge– what the individual needs to know. It may be professional, technical or commercial knowledge. Or it may be about the commercial, economic, or market environment; the machines to be operated; the materials or equipment to be used or the procedures to be followed; or the customers, clients, colleagues and subordinates he or she is in contact with and the factors that affect their behavior. Or it may refer to the problems that occur and how they should be dealt with.skills –what the individual needs to be able to do if results are to be achieved and knowledge is to be used effectively. Skills are built progressively by repeated training or other experience. They may be manual, intellectual or mental, perceptual or social.Competences –the behaviors’ competences needed to achieve the levels of performance required.attitudes – the disposition to behave or to perform in a way that is in accordance with the requirements of the work. performance standards – what the fully competent individual has to be able to achieve.1. A training or a learning specification is a product of .A. job structureB. job evaluationC. job designD. job analysis2. According to this passage, which of the following isn’t the characteristic or attribute that the individual should have in order to perform the task successfully?A. knowledgeB. mental abilityC. competencesD. attitudes3. According to this passage, the knowledge that the individual should have in order to perform the task successfully may include the following exceptA. professional, technical or commercial knowledgeB. knowledge about the commercial, economic, or market environmentC. knowledge about the job descriptionD. the problems that occur and how they should be dealt with4. From this passage, we can infer that .A. In order to perform tasks successfully, individuals need know more than their professional knowledge.B. In order to perform tasks successfully, skills that the individual should have are built only by repeated training.C. In order to perform tasks successfully, the disposition to be have or to perform in a way needn’t be in accordance with the requirements of the work.D. In order to perform tasks successfully, performance standards should be based on what the average individual has to be able to achieve.5. The best title of this passage is .A. job analysisB. training or learning specificationC. job descriptionD. performance standards （二）Supply forecasting measures the number of people likely to be available from within and outside the organization, having allowed for attrition, absenteeism, internal movements and promotions, and changes in hours and other conditions of work. The forecast will be based on:An analysis of existing human resources in terms of numbers in each occupation, skills and potentials;Forecast losses to existing resources through attrition (the analysis of labor wastage is an important aspect of human resource planning, because it provides the basis for plans to improve retention rates);Forecast changes to existing resources through internal promotions;The effect of changing conditions of work and absenteeism;Sources of supply from within the organization;Sources of supply from outside the organization in the national and local labor markets.Mathematical modeling techniques aided by computers can help in the preparation of supply forecasts in situations where comprehensive and reliable data on stocks and flows be provided. As this is rarely the case, they are seldom used.The demand and supply forecasts can then be analyzed to determine whether there are any deficits or surplus. This provides the basis for recruitment, retention and, if unavoidable, downsizing plans. Computerized planning models can be used for this purpose. It is, however, not essential to rely on a software planning package. The basic forecasting calculations can be carried out with a spreadsheet which, for each occupation where plans need to be made, sets out and calculates the number required as in the following example:1. Number currently employed 702. Annual wastage rate based on past records 10%3. Expected losses during the year 74. Balance at end-year 635. Number required at end-year 756. Number to be obtained during year (=5-4) 81. The word -“attrition” in the first paragraph means .A. retention ratesB. supply from within the organizationC. supply from outside the organizationD. labor wastage and retirements2. According to the passage, forcasting the future supply of people should be based on the following except .A. forecast losses to existing resources through attritionB. forecast changes to existing resources through external movementsC. the effect of changing conditions of workD. sources of supply from external labor markets3. The author of this passage might disagree that .。
上海人力资源管理师三级专业英语
上海人力资源管理师三级专业英语人力资源管理师三级-英语l.Absence 缺席2.Acceptability 可接受性3Achievement tests 成就测试4Action plan行动计划5Adverse impact 负面影响6Allowance津贴，补助7Announcement 公告8Applicant 求职者9Application 申请10Appraisal评价，评估11Appoint 任命12Arbitrary 仲裁13Assessment center 评价中心14Authority 权威15Audiovisual instruction 视听教学16Audit approach 审计法17Balanced scorecard综合评价卡，平衡计分法18Behavior modeling 行为模拟19Behavior-based program 行为改变计划20Benchmarks 基准21Benefits 福利22Bonus 奖金23Business planning 企业规划24Candidate 候选人25Career anchor 职业锚26Career counseling 职业咨询27Career curves 职业曲线28Career development 职业发展29Centralization 集权化30Coach 教练31Cognitive ability 认知能力32Commitment 承诺，义务33Communication skill 沟通技巧34Compensable factors 报酬要素35Compensation 报酬，补偿36Competency assessment 能力评估37Competency model 能力模型38Competitive advantage 竞争优势39Compromise 妥协40Concentration strategy 集中战略41Consultation 商量，请教42Continuous learning 持续学习43Coordination training 合作培训44Core competencies 核心竞争力45Cost structure 成本结构46Critical incident method 关键事件法47Cross-cultural preparation 跨文化准备48Cross-training 交叉培训49Cultural environment 文化环境50Cultural shock 文化冲击51Customer appraisal 顾客评估52Data flow diagram 数据流程图53Decentralization 分散化54Decision making 决策55Deficiency 缺乏56Delayering 扁平化57Demand forecasting 需求预测58Depression 沮丧59Development planning system 开发规划系统60Differential piece rate 差额计件工资61Direct costs 直接成本62Discipline 纪律63Dismiss 解雇64Disparate treatment 差别性对待65Diversity training 多元化培训66Dividends 红利67Discrimination 歧视68Downsizing 精简69Downward move 降级70Efficiency wage theory 效率工资理论71Egalitarian 平等主义72Earnings所得，收入73Efficiency 效率74Employee empowerment 员工授权75Employee leasing 员工租借76Employee survey research 雇员调查与研究77Entrepreneur 企业家78Equal employment opportunity (EEO)公平就业机会79Ethics 道德80Exit interview 离职面谈81Expatriate外派雇员82Expert systems 专家系统83Explicit knowledge 显性知识84External growth strategy 外边成长战略85External labor market外部劳动力市场86Face to face discussion 当面讨论87Factor comparison system 因素比较法88Feedback 反馈89Flat hourly rate 小时工资率90Flextime灵活的时间91Flowchart 流程图92Formal education programs 正规教育计划93Frame of reference 参照系94Functional job analysis, FJA 职能工作分析95Gain sharing plans收益分享计划96Globalization 全球化97Goals and timetables 目标和时间表98Group mentoring program 群体指导计划U99 Head hunter 猎头100 Healthy and safety 健康安全101 High-performance work systems 高绩效工作系统102 Hourly work计时工资制103 Human capital 人力资本104 Human resource information system 人力资源信息系统105 Human resource management 人力资源管理106 Human resources planning, HRP 人力资源计划107 Income收入，收益108 Indirect costs 间接成本109 Inflation通货膨胀110 Input 投入111 Insurance 保险112 Intellectual asset 知识资产113 Internal analysis 内部分析114 Internal growth strategy 内部成长战略115 Internal labor force 内部劳动力116 Internet 互联网117 Internship programs 实习计划118 Interview 面试119 Industrialization 产业化120 IT(Information Technology)信息技术121 Invest 投资122 Job analysis 工作分析123 Job classification system 工作分类法124 Job description 工作描述125 Job design工作设计126 Job enlargement 工作扩大化127 Job enrichment 工作丰富化128 Job evaluation 工作评价129 Job ranking system 工作重要性排序法130 Job rotation 工作轮换131 Job satisfaction 工作满意度132 Job specification 工作规范133 Job structure 工作结构134 Labor relations process 劳动关系进程135 Leaderless group discussion 无领导小组讨论法136 Learning organization 学习型组织137 Line manager 直线经理138 Maintenance of membership 会员资格维持139 Management by objectives, MBO 目标管理140 Management forecasts 管理预测141 Management process 管理过程142 Manager appraisal 经理评估143 Managing diversity 管理多元化144 Manpower人力，劳动力145 Markov analysis马克夫分析法146 Material incentive 物质奖励147 Mediation 调解148 Mentor 导师149 Merit guideline 绩效指南150 Minimum wage 最低工资151 Morale 士气152 Motivation to learn 学习的动机153 Needs assessment （培训）需要评价154 Night shift 夜班155 Nonprofit organization 非营利组织156 Occupation 职业157 On-the-job training, OJT 在职培训158 Opportunity to perform 实践的机会159 Organization design and development 组织设计与发展160 Organizational analysis 组织分析161 Organization chart 组织结构图162 Organization code 组织代码163 Orientation 入职培训164 Outplacement counseling 重新谋职咨询165 Outsourcing 夕卜包166 Overpay超额工资167 Panel interview 小组面试168 Pay claim 加薪要求169 Pay grade工资等级170 Pay structure 工资结构171 Pay-for-performance standard 按绩效的报酬标准172 Pay-policy line 工资政策线173 Payroll职工薪水册174 Pension养老金，退休金175 Peer appraisal 同事评估176 Performance appraisal 绩效评价177 Performance feedback 绩效反馈178 Performance management 绩效管理179 Performance planning and evaluation 绩效规划与评价系统180 Post岗位，职位181 Priority 优先182 Person characteristics 个人特征183 Personnel selection 人员甄选184 Piecework计件工资185 Position analysis questionnaire, PAQ 职位分析问卷调查186 Power distance 权力差距187 Predictive validation 预测效度188 Profit sharing 利润分享189 Promotion 晋升190 Psychological contract 心理契约191 Questionnaire 调查问卷192 Rapport和谐，亲善193 Readability 易读性194 Readiness for training 培训准备195 Reasoning ability 推理能力196 Reconciliation 和解197 Recognition 认可，承认198 Recruitment 招募199 Redundancy 冗余200 Reengineering 流程再造201 Reject拒绝，否决202 Reinstatement 复职203 Relational database 关联数据库204 Reliability 信度205 Remuneration 报酬206 Reputation 声誉，名声207 Retention plan (核心人员)保持计划208 Repatriation 归国准备209 Replacement charts 替换表210 Return on investment (ROI)投资回报211 Role analysis technique 角色分析技术212 Role play角色扮演213 Senior management 高级管理层214 Sick leave 病假215 Self-appraisal 自我评估216 Subcontracting 转包合同217 Substantive reason 客观存在因素218 Successor 后任219 Supply forecasting 供给预测220 Talent才能，才干221 Situational interview 情景面试222 Skill inventories 技能量表223 Skill-based pay 技能工资224 Specificity 明确性225 Spot bonus即时奖金226 Staffing tables 人员配置表227 Strategic choice 战略选择228 Strategic congruence 战略一致性229 Strategic human resource management 战略性人力资源管理230 Strategy implementation 战略执行231 Subordinate 下属232 Succession planning可持续发展计划233 Tacit knowledge 隐形知识234 Task analysis 任务分析235 Team building 团队建设236 Termination 终止237 Total quality management (TQM)全面质量管理238 Training administration 培训管理239 Training outcomes 培训结果240 Trend analysis 趋势分析241 Turnover离职，流动242 Utility 效用243 Validity 效度244 Verbal comprehension 语言理解能力245 Vesting既得利益246 Voicing 发言247 Wage and salary survey 薪资调查248 Web-based training 网上培训249 Welfare system 福利体系250 Work permit/ work certificate 就业许可证。
上海人力三级专业英语词汇
效用
[:'ə]
效度
[və'ə]
语言理解能力
['vəəl] [ɔ'ʃən]
既得利益
['ŋ]
发言
['vɔŋ]
薪资调查
[ʒ] [æ] ['sælə]
[sə:']
网上培训
[] ['ŋ]
福利体系
['εə] ['əm]
就业许可证
[wə] [pə']/[wə]
[sə']
决策
['ʒən] ['ŋ]
缺乏
['ʃə]
扁平化
[:'əŋ]
需求预测
['mɑ] ['fɔɑ]
沮丧
['ʃən]
开发规划系统
['əə] ['æŋ]
['əm]
差额计件工资
[ə'ʃəl] [] []
直接成本
['] [kɔ]
纪律
[']
解雇
[']
差别性对待
['ərət] ['ə]
多元化培训
['vəə] ['ŋ]
红利
能力模型
['kɔə] ['mɔdəl]
竞争优势
[kəm'] [əd'vɑʒ]
妥协
['kɔə]
集中战略
[ɔən'ʃən] ['æʒi]
商量，请教
[ɔəl'ʃən]
持续学习
[kən'əs] ['ləŋ]
上海人力三级专业英语词汇(中英文加音标)
Continuous learning
持续学习
[kən'tinjuəs] ['lə:niŋ]
Coordination training
合作培训
[kəu,ɔ:di'neiʃən] ['treiniŋ]
Core competencies
核心竞争力
[kɔ:] ['kɔmpitənsiz]
认知词汇
中译词意
音标
Absence
缺席
['æbsəns]
Acceptability
可接受性
[ək,septə'biləti]
Achievement tests
成就测试
[ə'tʃi:vmənt] [testc]
Action plan
行动计划
['ækʃən] [plæn]
Adverse impact
负面影响
[bi'heivjə]-[beist]
['prəuɡræm]
Benchmarks
基准
[bentʃma:rks]
Benefits
福利
['benifitc]
Bonus
奖金
['bəunəs]
Business planning
企业规划
['biznis] ['plæniŋ]
Candidate
候选人
['kændideit]
Competitive advantage
竞争优势
[kəm'petitiv] [əd'vɑ:ntidʒ]
Compromise
上海人力资源管理师三级英语单词带英标
1 Absence[ˈæbsəns]缺席2 Acceptability[əkˌseptə'bɪlətɪ]可接受性3 Achievement test [əˈtʃivmənt] [test] 成就测试4 Action plan[ˈækʃən][plæn] 行动计划5 Adverse impact [ˈædvɜrs][ˈɪmˌpækt]负面影响6 Allowance[əˈlaʊəns]津贴，补助7 Announcement[əˈnaʊnsmənt] 公告8 Applicant[ˈæplɪkənt]求职者9 Application[ˌæplɪˈkeʃən] 申请10 Appraisal [əˈprezəl]评价,评估11 Appoint[əˈpɔɪnt]任命12 Arbitration[ˌɑrbɪˈtreɪʃn]仲裁13 Assessment center[əˈsɛsmənt] [ˈsɛntɚ] 评价中心14 Assessmentcriteria评价准则，评估标准[əˈsesmənt] [kraɪˈtɪərɪə]15 Authority[əˈθɔrəti]权威16 Audiovisualinstruction视听教学[ˌɔdioˈvɪʒuəl] [ɪnˈstrʌkʃən]17 Audit approach [ˈɔdɪt] [əˈproʊtʃ] 审计法18 Balanced scorecard 平衡计分卡[ˈbælənst] [ˈskɔrkɑrd]19 Bargaining-impasse [ˈbɑrgənɪŋ][ˈɪmpæs] 谈判僵局20 Behavior modeling [bɪˈhevjɚ]['mɒdəlɪŋ]行为模拟21 Behavior-based program 行为改变计划22 Benchmarks [ˈbentʃˌmɑ:ks] 基准23 Benefit[ˈbɛnəfɪt]福利24 Bonus[ˈboʊnəs] 奖金25 Business planning 企业规划26 Candidate[ˈkændɪdət]申请求职者，候选人27 Career anchor[kəˈrɪr] [ˈæŋkɚ]职业锚28 Career counseling [kəˈrɪr]['kaʊnsəlɪŋ]职业咨询29 Career curves[kəˈrɪr]['kɜvz]职业曲线30 Career development 职业发展31 career planning 职业生涯规划32 Cognitive ability [ˈkɑgnətɪv][əˈbɪlɪti]认知能力33 Commitment[kəˈmɪtmənt] 承诺，义务34 Communication skill 沟通技巧35 Compensable factor[kəm'pensəbəl][ˈfæktɚ]报酬要素36 Compensation[ˌkɑmpenˈseɪʃn]报酬，补偿37 Competency assessment 能力评估[ˈkɑmpɪtənsi] [əˈsɛsmənt]38 Competency model[ˈkɑmpɪtənsi][ˈmɑdl]能力模型39 Competitive advantage竞争优势[kəmˈpɛtɪtɪv][ədˈvæntɪdʒ]40 Compromise[ˈkɑmprəmaɪz]妥协41 Concentration strategy集中战略[ˌkɑnsnˈtreɪʃn][ˈstrætədʒi]42 Consultation [ˌkɑnslˈteɪʃn]商量，请教43 Continuous learning[kənˈtɪnjuəs][ˈlɜrnɪŋ]持续学习44 Coordination training 合作培训[koʊˌɔrdɪˈneɪʃn][ˈtrenɪŋ]45 Core competencies[kɔr ][ˈkɑmpɪtəns]核心竞争力46Cost structure [kɔst][ˈstrʌktʃɚ]成本结构47 Critical incident method 关键事件法[ˈkrɪtɪkəl][ˈɪnsɪdənt][ˈmɛθəd]48 Cross-cultural preparation 跨文化准备[krɔs][ˈkʌltʃərəl][ˌprɛpəˈreʃən]49 Cross-training 交叉培训50 Cultural environment 文化环境[ˈkʌltʃərəl][ɪnˈvaɪrənmənt]51 Cultural shock [ˈkʌltʃərəl] [ʃɒk] 文化冲击52 Customer appraisal 顾客评估[ˈkʌstəmə][ əˈpreizəl]53 Data flow diagram 数据流程图[ˈdeitə] [fləu] [ˈdaiəɡræm]54 Decentralization[ˌdi:ˌsentrəlaɪ'zeɪʃn]分散化55 Decision making[diˈsiʒən] [ˈmeɪkɪŋ]决策56 Deficiency [dɪˈfɪʃnsi] 缺乏57 Delayering [ˌdi:'leɪərɪŋ]扁平化58 Demand forecasting[diˈmɑ:nd ] [ˈfɔ:kɑ:stiŋ]需求预测59 Depression [dɪˈpreʃn]沮丧60 Development planning system 开发规划系统61 Differential piece rate 差额计件工资[ˌdɪfəˈrenʃl][pi:s][reɪt]62 direct compensation 直接薪酬[dəˈrekt][ˌkɒmpenˈseɪʃn]63 Direct costs 直接成本64 Dismiss [dɪsˈmɪs]解雇65 Disparate treatment 差别性对待[ˈdɪspərɪt]ˈ[tritmənt]66 Diversity training 多元化培训[dɪˈvɜ:sɪti: ]ˈ[treiniŋ]67 Dividends ['dɪvɪdendz] 红利68 Discrimination [dɪˌskrɪmɪˈneɪʃn] 歧视69 Downsizing ['daʊnsaɪzɪŋ] 精简70 Downward move [ˈdaʊnwəd] [mu:v]降级71 earnings[ˈɜ:nɪŋz]所得，收入72 Efficiency wage theory 效率工资理论[ɪˈfɪʃnsi][weɪdʒ][ˈθɪəri]73 Efficiency [ɪˈfɪʃnsi]效率74 Egalitarian [iˌgælɪˈteəriən]平等主义75 Employee empowerment 员工授权[ɪmˈplɔɪi:] [ɪm'paʊəmənt]76 Employee leasing [ɪmˈplɔɪi:] [li:sɪŋ]员工租借77Employee survey research 雇员调查与研究[ɪmˈplɔɪi:] [ˈsɜ:veɪ] [rɪˈsɜ:tʃ]78 Entrepreneur [ˌɒntrəprəˈnɜ:(r)] 企业家79 Equal employment opportunity (EEO) 公平就业机会[ˈi:kwəl ] [imˈplɔimənt ]ˌ[ɔpəˈtju:niti]80 Exit interview [ˈeksit] [ ˈintəvju:]离职面谈81 Expatriate [ˌeksˈpætriət]外派雇员82 Expert system [ˈekspə:t ] [ˈsistəm] 专家系统83 Explicit knowledge [iksˈplisit] [ˈnɔlidʒ]显性知识84 External growth strategy 外边成长战略[ɪkˈstɜ:nl][grəʊθ][ˈstrætədʒi]85 External labor market 外部劳动力市场86 employer of choice plan 首选雇主方案87 Face to face discussion 当面讨论88 Factor comparison system 因素比较法[ˈfæktə][kəmˈpærisən][ˈsistəm]89 flexibility plan [ˌfleksə'bɪlətɪ] [plæn] 弹性计划90 Flextime ['flekstaɪm]弹性工作制91 Flowchart ['fləʊˌtʃɑ:t]流程图92 Formal education programs正规教育计划[ˈfɔ:ml][ˌedʒuˈkeɪʃn][p'rəʊɡræmz]93 Frame of reference [freim][ɔv][ˈrefrəns]参照系94 Functional job analysis, FJA 职能工作分析[ˈfʌŋkʃənl][dʒɔb] [ əˈnæləsis]95 Gain sharing plan 收益分享计划[ɡein] [ˈʃɛəriŋ ] [plæn]96 Goal and timetable 目标和时间表97 Group mentoring program 群体指导计划[gru:p][ˈmenˌtɔ:ɪŋ] [ˈprəʊgræm]98 group order ranking 小组排序法99 Head hunter [hed][ˈhʌntə(r)]猎头100 Healthy and safety 健康安全101 High-performance work systems 高绩效工作系统102 Hourly rate [ˈaʊəli: ] [reit]小时工资率103hourly work 计时工资制104 Human capital [ˈhju:mən] [ˈkæpitl]人力资本105☆Human resource information system 人力资源信息系统106☆Human resource management,HRM人力资源管理107 Human resources planning, HRP 人力资源计划108holistic [həʊˈlɪstɪk]整体的，全盘的109 Income [ˈɪnkʌm] 收入，收益110 Indirect cost [ˌɪndiˈrekt] [kɔst] 间接成本111 indirect compensation 间接薪资[ˌɪndiˈrekt ˌkɔmpenˈseiʃən]112 Inflation [ɪnˈfleɪʃn]通货膨胀113 Input [ˈɪnpʊt]投入114 Insurance [ɪnˈʃʊərəns]保险115 Intellectual asset[ˌɪntəˈlektʃuəl][ˈæset] 知识资产116 Internal analysis[inˈtə:nəl ] [əˈnæləsis]内部分析117 Internal growth strategy 内部成长战略[ɪnˈtɚnəl] [ɡroθ ] [ˈstrætədʒi]118 Internal labor force[ɪnˈtɚnəl][ˈleibə][fɔ:s]内部劳动力119 integration[ˌɪntɪˈgreɪʃn]集成，整合性，集成化120 Internship programs 实习计划[ˈɪntɜ:nʃɪp] [p'rəʊɡræmz]121 Interview [ˈɪntəvju:] 面试122 Industrialization [ɪnˌdʌstrɪəlaɪ'zeɪʃn]产业化123 intrinsic reward [inˈtrinsik] [riˈwɔ:d]内在报酬124 Job analysis [dʒɔb] [əˈnæləsis]工作分析125 Job classification system 工作分类法[dʒɔb][ˌklæsifiˈkeiʃən ˈsistəm]126 Job description [dʒɔb][d isˈkripʃən]工作描述127 Job design 工作设计128 Job enlargement[dʒɔb] [enˈlɑ:dʒmənt]工作扩大化129 Job enrichment [dʒɔb] [inˈritʃmənt]工作丰富化130 Job evaluation[dʒɔb] [ɪˌvæljʊˈeɪʃən]工作评价131 Job ranking system 工作重要性排序法[dʒɔb] [ˈræŋkɪŋ][ˈsistəm]132 Job rotation [dʒɔb] [rəʊˈteɪʃən]工作轮换133 Job satisfaction [dʒɔb ˌsætisˈfækʃən]工作满意度134 Job specification 工作规范[dʒɔb] [ˌspesifiˈkeiʃən]135 Job structure [dʒɔb] [ˈstrʌktʃə(r)]工作结构136key mechanism 关键机制，主要机制[ki:][ˈmekənɪzəm]137knowledge-based-pay 知识型薪酬138 Labor relations process 劳动关系进程[ˈleibə][rɪ'leʃənz][ˈprəʊses]139labor turnover劳动力流失，人工周转率[ˈleibəˈtə:nˌəuvə]140 Leaderless group discussion 无领导小组讨论法141 Learning organization 学习型组织142 Line manager 直线经理143lockout[ˈlɒkaʊt]停工144 Manager appraisal[ˈmænidʒə] [əˈpreizəl]经理评估145☆Management by objectives, MBO 目标管理146Managing diversity 管理多元化['mænɪdʒɪŋ][daɪˈvɜ:səti]147 Management forecasts 管理预测[ˈmænɪdʒmənt][ˈfɔ:-kɑ:sts]148 Material incentive 物质奖励[məˈtiəriəl] [inˈsentiv] 149Mediation [ˌmi:dɪ'eɪʃn]调解150 Merit guideline[ˈmerɪt][ˈgaɪdlaɪn]绩效指南151 Minimum wage [ˈminiməmweidʒ]最低工资152 Maintenance of membership 会员资格维持[ˈmeintinəns] [ɔv] [ˈmembəʃip]153 Motivation to learn 学习的动机[ˌməʊtəˈveɪʃən] [tu: ][lə:n]154 Night shift [nait] [ʃift]夜班155 Nonprofit organization 非营利组织[nɔnˈprɔfɪt] [ˌɔ:ɡənaiˈzeiʃən]156 Occupation [ˌɒkjuˈpeɪʃn]职业157online training 网上培训158☆On-the-job training, OJT 在职培训159 Opportunity to perform 实践的机会160Organization desgin and development 组织设计与发展161 Organizational analysis 组织分析162 Organization chart 组织结构图[ˌɔ:ɡənaiˈzeiʃən] [tʃɑ:t]163 Organization code 组织代码164 Orientation [ˌɔ:riənˈteɪʃn]入职培训165 Outplacement [ˈaʊtpleɪsmənt]重新谋职166 Outsourcing ['aʊtsɔ:sɪŋ] 外包167 Overpay 超额工资168 Panel interview [ˈpænəl] [ˈintəvju:]小组面试169 Pay claim [peɪ][kleɪm]加薪要求170 Pay grade [pei] [ɡreid]工资等级171 Pay structure [pei][ˈstrʌktʃə(r)]工资结构172 Pay-for-performance standard按绩效的报酬标准173 Pay-policy line 工资政策线174 Payroll [ˈpeɪrəʊl] 工资名单，工资总额175 Pension [ˈpenʃn]养老金，退休金176 Peer appraisal [piə] [əˈpreizəl]同事评估177 Performance appraisal 绩效评价[pəˈfɔ:məns] [əˈpreizəl]178 Performance feedback 绩效反馈179 Performance management 绩效管理180 Performance planning and evaluation 绩效规划与[pəˈfɔ:məns] [ˈplænɪŋ] [ænd] [ɪˌvæljʊˈeɪʃən] 评价系统181person specification任职要求[ˈpɜ:sn] [ˌspesɪfɪˈkeɪʃn] 182 personnel selection 人员甄选[ˌpə:səˈnel] [siˈlekʃən] 183 Piecework [ˈpi:swɜ:k]计件工资184 Power distance [ˈpauə] [ˈdistəns]权力差距185☆Position analysis questionnaire, PAQ 职位分析[pəˈzɪʃən] [əˈnælɪsɪs] [ˌkwɛstʃəˈnɛr] 问卷调查186potential asset [pəˈtenʃl][ˈæset]潜在资产187 project supervisor项目主管[prəˈdʒɛkt] [ˈsjupɚˌvaɪzɚ]188predictive validation 预测效度[priˈdiktiv] [væliˈdeiʃən]189profit sharing [ˈprɑfɪt] [ˈʃɛəriŋ] 利润分享190 Promotion [prəˈməʊʃn]晋升191 Psychological contract 心理契约[ˌsaikəˈlɔdʒikəl] [ kənˈtrækt]192 Questionnaire [ˌkwestʃəˈneə(r)] 调查问卷193Readiness for training 培训准备194 Reasoning ability [ˈri:zənɪŋəˈbiliti] 推理能力195 Reconciliation [ˌrekənsɪliˈeɪʃn]和解196 Recognition [ˌrekəgˈnɪʃn]认可，承认197 recruitment[rɪ'kru:tmənt] 人才招聘198 Redundancy [rɪˈdʌndənsi]冗余199 Reengineering [rɪ'endʒɪnɪərɪŋ]流程再造200 Reject 拒绝，否决201 Reinstatement [ˌri:ɪn'steɪtmənt]复职202 Relational database 关联数据库[riˈleiʃənəl ] [ˈdeitəbeis]203 Reliability [rɪˌlaɪə'bɪlətɪ]信度204 Remuneration [rɪˌmju:nəˈreɪʃn]报酬205 Reputation [ˌrepjuˈteɪʃn] 声誉，名声206 Retention plan (核心人员)保持计划207 Repatriation [ˌri:ˌpætrɪ'eɪʃn] 归国准备208 Replacement chart 替换表[riˈpleismənt] [tʃɑ:t] 209☆Return on investment ，ROI投资回报[rɪˈtɚn] [ɑn] [ɪnˈvɛstmənt]210 Role analysis technique 角色分析技术[rəʊl][əˈnæləsɪs] [tekˈni:k]211 Role play 角色扮演212 role reversal [rəul] [rɪˈvɜ:səl]角色转换213 Sick leave 病假214 Self-appraisal [self əˈpreizəl]自我评估215 social security [ˈsəuʃəl] [siˈkjuəriti]社会保险216 Subcontracting [sʌb'kəntræktɪŋ]转包合同217 Substantive reason 客观存在因素[səbˈstæntɪv][ˈri:zn]218 Successor [səkˈsesə(r)]后任219 Supply forecasting [səˈplaɪ]['fɔ:kɑ:stɪŋ]供给预测220 Talent [ˈtælənt] 才能，才干221 Situational interview 情景面试222 Skill-based pay 技能工资制223 skill inventories 技能量表224selection procedure 选拔程序[siˈlekʃən] [prəˈsi:dʒə] 225 Spot bonus [spɒt] [ˈboʊnəs] 即时奖金226 Staffing tables 人员配置表227 Strategic choice战略选择[strəˈti:dʒɪk][tʃɔɪs] 228 Strategic congruence 战略一致性[strəˈti:dʒɪk]['kɒŋgrʊəns]229Strategic human resource management 战略性人力资源管理230 Strategy implementation 战略执行[ˈstrætədʒi] [ˌɪmplɪmənˈteʃən]231 Subordinate [səˈbɔ:dɪnət]下属232 Succession planning 可持续发展计划[səkˈseʃən] [ˈplænɪŋ]233 Tacit knowledge [ˈtæsɪt] [ˈnɔlidʒ]隐性知识234 Task analysis [tɑ:sk][əˈnæləsis] 任务分析235 Team building团队建设236☆Total quality management (TQM) 全面质量管理237 trade union [treid ˈju:njən] 工会238 Training administration 培训管理[ˈtrenɪŋ] [ ædmɪnɪˈstreʃən]239 Training outcomes 培训结果240transnational [ˌtrænzˈnæʃnəl]跨国的，超越国界的241trend analysis 趋势分析242 Turnover 离职，流动243 Utility [ju:ˈtɪləti]效用244 Validity [vəˈlɪdəti] 效度245 Verbal comprehension 语言理解能力[ˈvə:bəl] [ˌkɔmpriˈhenʃən]246 Vesting ['vestɪŋ]既得利益247 Voicing [vɔɪsɪŋ]发言248 Wage and salary survey 薪资调查[weɪdʒ] [ənd] [ˈsæləri] [ ˈsɜrˌveɪ]249 welfare system[ˈwelfɛə] [ˈsistəm]福利体系250 wide salary [waɪd][ˈsæləri]宽幅薪资251 Work permit [wə:k] [pəˈmit]就业许可证252 post [pəʊst]岗位，职位253 wage-rate compression 工资压缩[weɪdʒ] [reɪt] [kəm'preʃn]254 apprenticeship [əˈprentɪʃɪp] 学徒制255Hay profile method 海氏评价法[heɪ] [ˈprəufail][ˈmeθəd]256 Markov analysis 马尔可夫分析法257 perquisites ['pɜ:kwɪzɪts] 津贴258 psychological support 心理支持[ˌsaikəˈlɔdʒikəl] [səˈpɔ:t]259 essay method [ˈesei][ˈmeθəd]书面方式260 nepotism [ˈnepətɪzəm]裙带关系261 boycott 联合抵制262Equal employment opportunity,EEO公平就业机会[ˈi:kwəl][imˈplɔimənt][ˌɔpəˈtju:niti]263Human resources planning, HRP 人力资源计划264Functional job analysis,FJA 职能工作分析[ˈfʌŋkʃənl][dʒɒb] [əˈnæləsis]265Information Technology, IT 信息技术271☆Key performance indicator, KPI 关键业绩指标274☆ SMART(PDCA原则)275☆ Situation task action result,STAR情境任务行动结果Love is not a maybe thing. You know when you love someone.。
上海人力资源管理师三级英语
一、英汉互译（每题2分，共30分）1. Apprenticeship：学徒2。
Career support：职业支持3。
Outsourcing:外包4。
Database：数据库5. Employee empowerment:员工授权6. Goals：目标7。
Human resource information system （HRIS）：人力资源信息系统8。
Job rotation：岗位轮换9. Learning organization：学习性组织10. Psychological contract:心理契约11. 薪资调查：Salary survey12。
任务分析：Task analysis13. 招募：Recruit14。
绩效管理：Performance management15. 工作丰富化：job enrichment二、选词填空(每题2分，共20分)A.feedback B。
benchmarking C。
rewards D。
Human resource management E。
benefitF.on—the-jobG. performance H。
downsizing I。
Direct cost J。
output1。
refers to the practices and 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。
上海人力资源管理师三级英语单词带英标
1 Absence [ˈæbsəns]缺席2 Acceptability [əkˌseptə'bɪlətɪ]可接受性3 Achievement test [əˈtʃivmənt] [test] 成就测试4 Action plan[ˈækʃən][plæn] 行动计划5 Adverse impact [ˈædvɜrs][ˈɪmˌpækt]负面影响6 Allowance[əˈlaʊəns]津贴，补助7 Announcement [əˈnaʊnsmənt] 公告8 Applicant [ˈæplɪkənt]求职者9 Application [ˌæplɪˈkeʃən] 申请10 Appraisal[əˈprezəl] 评价,评估11 Appoint[əˈpɔɪnt]任命12 Arbitration [ˌɑrbɪˈtreɪʃn]仲裁13 Assessment center [əˈsɛsmənt] [ˈsɛntɚ] 评价中心14 Assessment criteria 评价准则，评估标准[əˈsesmənt] [kraɪˈtɪərɪə]15 Authority [əˈθɔrəti]权威16 Audiovisual instruction 视听教学[ˌɔdioˈvɪʒuəl] [ɪnˈstrʌkʃən]17 Audit approach [ˈɔdɪt] [əˈproʊtʃ] 审计法18 Balanced scorecard 平衡计分卡[ˈbælənst] [ˈskɔrkɑrd]19 Bargaining-impasse [ˈbɑrgənɪŋ][ˈɪmpæs] 谈判僵局1 / 1620 Behavior modeling [bɪˈhevjɚ]['mɒdəlɪŋ]行为模拟21 Behavior-based program 行为改变计划22 Benchmarks [ˈbentʃˌmɑ:ks] 基准23 Benefit [ˈbɛnəfɪt]福利24 Bonus [ˈboʊnəs] 奖金25 Business planning 企业规划26 Candidate [ˈkændɪdət]申请求职者，候选人27 Career anchor[kəˈrɪr] [ˈæŋkɚ]职业锚28 Career counseling [kəˈrɪr]['kaʊnsəlɪŋ]职业咨询29 Career curves [kəˈrɪr]['kɜvz] 职业曲线30 Career development 职业发展31 career planning 职业生涯规划32 Cognitive ability [ˈkɑgnətɪv][əˈbɪlɪti] 认知能力33 Commitment [kəˈmɪtmənt] 承诺，义务34 Communication skill 沟通技巧35 Compensable factor [kəm'pensəbəl][ˈfæktɚ]报酬要素36 Compensation [ˌkɑmpenˈseɪʃn]报酬，补偿37 Competency assessment 能力评估[ˈkɑmpɪtənsi] [əˈsɛsmənt]38 Competency model [ˈkɑmpɪtənsi][ˈmɑdl] 能力模型39 Competitive advantage 竞争优势[kəmˈpɛtɪtɪv] [ədˈvæntɪdʒ]2 / 1640 Compromise [ˈkɑmprəmaɪz]妥协41 Concentration strategy 集中战略[ˌkɑnsnˈtreɪʃn][ˈstrætədʒi]42 Consultation [ˌkɑnslˈteɪʃn] 商量，请教43 Continuous learning[kənˈtɪnjuəs][ˈlɜrnɪŋ]持续学习44 Coordination training 合作培训[koʊˌɔrdɪˈneɪʃn][ˈtrenɪŋ]45 Core competencies [kɔr ] [ˈkɑmpɪtəns] 核心竞争力46 Cost structure [kɔst][ˈstrʌktʃɚ]成本结构47 Critical incident method 关键事件法[ˈkrɪtɪkəl] [ˈɪnsɪdənt ] [ˈmɛθəd]48 Cross-cultural preparation 跨文化准备[krɔs] [ˈkʌltʃərəl][ˌprɛpəˈreʃən]49 Cross-training 交叉培训50 Cultural environment 文化环境[ˈkʌltʃərəl][ɪnˈvaɪrənmənt]51 Cultural shock [ˈkʌltʃərəl] [ʃɒk] 文化冲击52 Customer appraisal 顾客评估[ˈkʌstəmə][ əˈpreizəl]53 Data flow diagram 数据流程图[ˈdeitə] [fləu] [ˈdaiəɡræm]54 Decentralization [ˌdi:ˌsentrəlaɪ'zeɪʃn]分散化3 / 1655 Decision making [diˈsiʒən] [ˈmeɪkɪŋ]决策56 Deficiency [dɪˈfɪʃnsi] 缺乏57 Delayering [ˌdi:'leɪərɪŋ]扁平化58 Demand forecasting[diˈmɑ:nd ] [ˈfɔ:kɑ:stiŋ]需求预测59 Depression [dɪˈpreʃn]沮丧60 Development planning system 开发规划系统61 Differential piece rate 差额计件工资[ˌdɪfəˈrenʃl][pi:s][reɪt]62 direct compensation 直接薪酬[dəˈrekt][ˌkɒmpenˈseɪʃn]63 Direct costs 直接成本64 Dismiss [dɪsˈmɪs]解雇65 Disparate treatment 差别性对待[ˈdɪspərɪt ]ˈ[tritmənt]66 Diversity training 多元化培训[dɪˈvɜ:sɪti: ]ˈ[treiniŋ]67 Dividends ['dɪvɪdendz] 红利68 Discrimination [dɪˌskrɪmɪˈneɪʃn] 歧视69 Downsizing ['daʊnsaɪzɪŋ] 精简70 Downward move [ˈdaʊnwəd] [mu:v]降级71 earnings[ˈɜ:nɪŋz]所得，收入72 Efficiency wage theory 效率工资理论4 / 16[ɪˈfɪʃnsi][weɪdʒ][ˈθɪəri]73 Efficiency [ɪˈfɪʃnsi] 效率74 Egalitarian [iˌgælɪˈteəriən]平等主义75 Employee empowerment 员工授权[ɪmˈplɔɪi:] [ɪm'paʊəmənt]76 Employee leasing [ɪmˈplɔɪi:] [li:sɪŋ]员工租借77 Employee survey research 雇员调查与研究[ɪmˈplɔɪi:] [ˈsɜ:veɪ] [rɪˈsɜ:tʃ]78 Entrepreneur [ˌɒntrəprəˈnɜ:(r)] 企业家79 Equal employment opportunity (EEO) 公平就业机会[ˈi:kwəl ] [imˈplɔimənt ]ˌ[ɔpəˈtju:niti] 80 Exit interview [ˈeksit] [ ˈintəvju:]离职面谈81 Expatriate [ˌeksˈpætriət] 外派雇员82 Expert system [ˈekspə:t ] [ˈsistəm] 专家系统83 Explicit knowledge [iksˈplisit] [ˈnɔlidʒ]显性知识84 External growth strategy 外边成长战略[ɪkˈstɜ:nl][grəʊθ][ˈstrætədʒi]85 External labor market 外部劳动力市场86 employer of choice plan 首选雇主方案87 Face to face discussion 当面讨论88 Factor comparison system 因素比较法[ˈfæktə] [kəmˈpærisən ] [ˈsistəm]5 / 1689 flexibility plan [ˌfleksə'bɪlətɪ] [plæn] 弹性计划90 Flextime ['flekstaɪm]弹性工作制91 Flowchart ['fləʊˌtʃɑ:t] 流程图92 Formal education programs 正规教育计划[ˈfɔ:ml][ˌedʒuˈkeɪʃn][p'rəʊɡræmz]93 Frame of reference [freim][ɔv][ˈrefrəns]参照系94 Functional job analysis, FJA 职能工作分析[ˈfʌŋkʃənl][dʒɔb] [ əˈnæləsis]95 Gain sharing plan 收益分享计划[ɡein] [ˈʃɛəriŋ ] [plæn]96 Goal and timetable 目标和时间表97 Group mentoring program 群体指导计划[gru:p][ˈmenˌtɔ:ɪŋ] [ˈprəʊgræm]98 group order ranking 小组排序法99 Head hunter [hed][ˈhʌntə(r)]猎头100 Healthy and safety 健康安全101 High-performance work systems 高绩效工作系统102 Hourly rate [ˈaʊəli: ] [reit]小时工资率103 hourly work 计时工资制104 Human capital [ˈhju:mən] [ˈkæpitl]人力资本105☆Human resource information system人力资源信息系统6 / 16106☆Human resource management,HRM人力资源管理107 Human resources planning, HRP 人力资源计划108 holistic [həʊˈlɪstɪk]整体的，全盘的109 Income [ˈɪnkʌm] 收入，收益110 Indirect cost [ˌɪndiˈrekt] [kɔst] 间接成本111 indirect compensation 间接薪资[ˌɪndiˈrekt ˌkɔmpenˈseiʃən]112 Inflation [ɪnˈfleɪʃn]通货膨胀113 Input [ˈɪnpʊt]投入114 Insurance [ɪnˈʃʊərəns]保险115 Intellectual asset[ˌɪntəˈlektʃuəl][ˈæset] 知识资产116 Internal analysis[inˈtə:nəl ] [əˈnæləsis]内部分析117 Internal growth strategy 内部成长战略[ɪnˈtɚnəl] [ɡroθ ] [ˈstrætədʒi]118 Internal labor force[ɪnˈtɚnəl][ˈleibə][fɔ:s]内部劳动力119 integration[ˌɪntɪˈgreɪʃn]集成，整合性，集成化120 Internship programs 实习计划[ˈɪntɜ:nʃɪp] [p'rəʊɡræmz]121 Interview [ˈɪntəvju:] 面试122 Industrialization [ɪnˌdʌstrɪəlaɪ'zeɪʃn]产业化123 intrinsic reward [inˈtrinsik] [riˈwɔ:d]内在报酬124 Job analysis [dʒɔb] [əˈnæləsis] 工作分析7 / 16125 Job classification system 工作分类法[dʒɔb][ˌklæsifiˈkeiʃən ˈsistəm]126 Job description [dʒɔb][disˈkripʃən]工作描述127 Job design 工作设计128 Job enlargement[dʒɔb] [enˈlɑ:dʒmənt]工作扩大化129 Job enrichment [dʒɔb] [inˈritʃmənt]工作丰富化130 Job evaluation[dʒɔb] [ɪˌvæljʊˈeɪʃən]工作评价131 Job ranking system 工作重要性排序法[dʒɔb] [ˈræŋkɪŋ][ˈsistəm]132 Job rotation [dʒɔb] [rəʊˈteɪʃən]工作轮换133 Job satisfaction [dʒɔb ˌsætisˈfækʃən]工作满意度134 Job specification 工作规范[dʒɔb] [ˌspesifiˈkeiʃən]135 Job structure [dʒɔb] [ˈstrʌktʃə(r)]工作结构136 key mechanism 关键机制，主要机制[ki:][ˈmekənɪzəm]137 knowledge-based-pay 知识型薪酬138 Labor relations process 劳动关系进程[ˈleibə][rɪ'leʃənz][ˈprəʊses]139 labor turnover 劳动力流失，人工周转率[ˈleibəˈtə:nˌəuvə]140 Leaderless group discussion 无领导小组讨论法8 / 16141 Learning organization 学习型组织142 Line manager 直线经理143 lockout[ˈlɒkaʊt]停工144 Manager appraisal [ˈmænidʒə] [əˈpreizəl]经理评估145☆Management by objectives, MBO 目标管理146 Managing diversity 管理多元化['mænɪdʒɪŋ][daɪˈvɜ:səti]147 Management forecasts 管理预测[ˈmænɪdʒmənt][ˈfɔ:-kɑ:sts]148 Material incentive 物质奖励[məˈtiəriəl] [inˈsentiv]149 Mediation [ˌmi:dɪ'eɪʃn]调解150 Merit guideline[ˈmerɪt][ˈgaɪdlaɪn] 绩效指南151 Minimum wage [ˈminiməm weidʒ] 最低工资152 Maintenance of membership 会员资格维持[ˈmeintinəns] [ɔv] [ˈmembəʃip]153 Motivation to learn 学习的动机[ˌməʊtəˈveɪʃən] [tu: ] [lə:n]154 Night shift [nait] [ʃift]夜班155 Nonprofit organization 非营利组织[nɔnˈprɔfɪt] [ˌɔ:ɡənaiˈzeiʃən]156 Occupation [ˌɒkjuˈpeɪʃn]职业9 / 16157 online training 网上培训158☆On-the-job training, OJT 在职培训159 Opportunity to perform 实践的机会160 Organization desgin and development组织设计与发展161 Organizational analysis 组织分析162 Organization chart 组织结构图[ˌɔ:ɡənaiˈzeiʃən] [tʃɑ:t]163 Organization code 组织代码164 Orientation [ˌɔ:riənˈteɪʃn]入职培训165 Outplacement [ˈaʊtpleɪsmənt]重新谋职166 Outsourcing ['aʊtsɔ:sɪŋ] 外包167 Overpay 超额工资168 Panel interview [ˈpænəl] [ˈintəvju:]小组面试169 Pay claim [peɪ][kleɪm]加薪要求170 Pay grade [pei] [ɡreid]工资等级171 Pay structure [pei][ˈstrʌktʃə(r)] 工资结构172 Pay-for-performance standard按绩效的报酬标准173 Pay-policy line 工资政策线174 Payroll [ˈpeɪrəʊl] 工资名单，工资总额175 Pension [ˈpenʃn]养老金，退休金176 Peer appraisal [piə] [əˈpreizəl]同事评估10 / 16177 Performance appraisal 绩效评价[pəˈfɔ:məns] [əˈpreizəl]178 Performance feedback 绩效反馈179 Performance management 绩效管理180 Performance planning and evaluation 绩效规划与[pəˈfɔ:məns] [ˈplænɪŋ] [ænd] [ɪˌvæljʊˈeɪʃən] 评价系统181 person specification 任职要求[ˈpɜ:sn] [ˌspesɪfɪˈkeɪʃn]182 personnel selection 人员甄选[ˌpə:səˈnel] [siˈlekʃən]183 Piecework [ˈpi:swɜ:k]计件工资184 Power distance [ˈpauə] [ˈdistəns]权力差距185☆Position analysis questionnaire, PAQ 职位分析[pəˈzɪʃən] [əˈnælɪsɪs] [ˌk wɛstʃəˈnɛr] 问卷调查186 potential asset [pəˈtenʃl][ˈæset]潜在资产187 project supervisor 项目主管[prəˈdʒɛkt] [ˈsjupɚˌvaɪzɚ]188 predictive validation 预测效度[priˈdiktiv] [væliˈdeiʃən]189 profit sharing [ˈprɑfɪt] [ˈʃɛəriŋ] 利润分享190 Promotion [prəˈməʊʃn]晋升191 Psychological contract 心理契约11 / 16[ˌsaikəˈlɔdʒikəl] [ kənˈtrækt]192 Questionnaire [ˌkwestʃəˈneə(r)] 调查问卷193 Readiness for training 培训准备194 Reasoning ability [ˈri:zənɪŋəˈbiliti] 推理能力195 Reconciliation [ˌrekənsɪliˈeɪʃn]和解196 Recognition [ˌrekəgˈnɪʃn]认可，承认197 recruitment [rɪ'kru:tmənt] 人才招聘198 Redundancy [rɪˈdʌndənsi]冗余199 Reengineering [rɪ'endʒɪnɪərɪŋ]流程再造200 Reject 拒绝，否决201 Reinstatement [ˌri:ɪn'steɪtmənt]复职202 Relational database 关联数据库[riˈleiʃənəl ] [ˈdeitəbeis]203 Reliability [rɪˌlaɪə'bɪlətɪ]信度204 Remuneration [rɪˌmju:nəˈreɪʃn]报酬205 Reputation [ˌrepjuˈteɪʃn] 声誉，名声206 Retention plan (核心人员)保持计划207 Repatriation [ˌri:ˌpætrɪ'eɪʃn] 归国准备208 Replacement chart 替换表[riˈpleismənt] [tʃɑ:t]209☆Return on investment ，ROI 投资回报[rɪˈtɚn] [ɑn] [ɪnˈvɛstmənt]12 / 16210 Role analysis technique 角色分析技术[rəʊl][əˈnæləsɪs] [tekˈni:k]211 Role play 角色扮演212 role reversal [rəul] [rɪˈvɜ:səl]角色转换213 Sick leave 病假214 Self-appraisal [self əˈpreizəl]自我评估215 social security [ˈsəuʃəl] [siˈkjuəriti]社会保险216 Subcontracting [sʌb'kəntræktɪŋ]转包合同217 Substantive reason 客观存在因素[səbˈstæntɪv][ˈri:zn]218 Successor [səkˈsesə(r)]后任219 Supply forecasting [səˈplaɪ]['fɔ:kɑ:stɪŋ]供给预测220 Talent [ˈtælənt] 才能，才干221 Situational interview 情景面试222 Skill-based pay 技能工资制223 skill inventories 技能量表224 selection procedure 选拔程序[siˈlekʃən] [prəˈsi:dʒə]225 Spot bonus [spɒt] [ˈboʊnəs] 即时奖金226 Staffing tables 人员配置表227 Strategic choice战略选择[strəˈti:dʒɪk][tʃɔɪs]13 / 16228 Strategic congruence 战略一致性[strəˈti:dʒɪk]['kɒŋgrʊəns]229 Strategic human resource management战略性人力资源管理230 Strategy implementation 战略执行[ˈstrætədʒi] [ˌɪmplɪmənˈteʃən]231 Subordinate [səˈbɔ:dɪnət]下属232 Succession planning 可持续发展计划[səkˈseʃən] [ˈplænɪŋ]233 Tacit knowledge [ˈtæsɪt] [ˈnɔlidʒ]隐性知识234 Task analysis [tɑ:sk][əˈnæləsis] 任务分析235 Team building团队建设236☆Total quality management (TQM) 全面质量管理237 trade union [treid ˈju:njən] 工会238 Training administration 培训管理[ˈtrenɪŋ] [ ædmɪnɪˈstreʃən]239 Training outcomes 培训结果240 transnational [ˌtrænzˈnæʃnəl]跨国的，超越国界的241 trend analysis 趋势分析242 Turnover 离职，流动243 Utility [ju:ˈtɪləti]效用244 Validity [vəˈlɪdəti] 效度14 / 16245 Verbal comprehension 语言理解能力[ˈvə:bəl] [ˌkɔmpriˈhenʃən]246 Vesting ['vestɪŋ]既得利益247 Voicing [vɔɪsɪŋ]发言248 Wage and salary survey 薪资调查[weɪdʒ] [ənd] [ˈsæləri] [ ˈsɜrˌveɪ]249 welfare system[ˈwelfɛə] [ˈsistəm]福利体系250 wide salary [waɪd][ˈsæləri]宽幅薪资251 Work permit [wə:k] [pəˈmit]就业许可证252 post [pəʊst]岗位，职位253 wage-rate compression 工资压缩[weɪdʒ] [reɪt] [kəm'preʃn]254 apprenticeship [əˈprentɪʃɪp] 学徒制255 Hay profile method 海氏评价法[heɪ] [ˈprəufail] [ˈmeθəd]256 Markov analysis 马尔可夫分析法257 perquisites ['pɜ:kwɪzɪts] 津贴258 psychological support 心理支持[ˌsaikəˈlɔdʒikəl] [səˈpɔ:t]259 essay method [ˈesei] [ˈmeθəd]书面方式260 nepotism [ˈnepətɪzəm]裙带关系261 boycott 联合抵制15 / 16262 Equal employment opportunity,EEO公平就业机会[ˈi:kwəl] [imˈplɔimənt] [ˌɔpəˈtju:niti]263 Human resources planning, HRP 人力资源计划264 Functional job analysis,FJA 职能工作分析[ˈfʌŋkʃənl][dʒɒb] [əˈnæləsis]265 Information Technology, IT 信息技术271☆Key performance indicator, KPI 关键业绩指标274☆ SMART(PDCA原则)275☆ Situation task action result,STAR情境任务行动结果16 / 16。
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104 Human resource information system 人力资源信息系统
105 Human resource management 人力资源管理
106 Human resources planning, HRP 人力资源计划
160 Organizational analysis 组织分析
161 Organization chart 组织结构图
162 Organization code 组织代码
163 Orientation 入职培训
164 Outplacement counseling 重新谋职咨询
81 Expatriate 外派雇员
82 Expert systems 专家系统
83 Explicit knowledge 显性知识
84 External growth strategy 外边成长战略
85 External labor market 外部劳动力市场
86 Face to face discussion 当面讨论
142 Manager appraisal 经理评估
143 Managing diversity 管理多元化
144 Manpower 人力，劳动力
145 Markov analysis 马克夫分析法
146 Material incentive 物质奖励
147 Mediation 调解
93 Frame of reference 参照系
94 Functional job analysis, FJA 职能工作分析
95 Gain sharing plans 收益分享计划
96 Globalization 全球化
97 Goals and timetables 目标和时间表
75 Employee leasing 员工租借
76 Employee survey research 雇员调查与研究
77 Entrepreneur 企业家
78 Equal employment opportunity (EEO) 公平就业机会
79 Ethics 道德
80 Exit interview 离职面谈
98 Group mentoring program 群体指导计划
99 Head hunter 猎头
100 Healthy and safety 健康安全
101 High-performance work systems 高绩效工作系统
102 Hourly work 计时工资制
8 Applicant 求职者
9 Application 申请
10 Appraisal 评价,评估
11 Appoint 任命
12 Arbitrary 仲裁
13 Assessment center 评价中心
14 Authority 权威
15 Audiovisual instruction 视听教学
148 Mentor 导师
149 Merit guideline 绩效指南
150 Minimum wage 最低工资
151 Morale 士气
152 Motivation to learn 学习的动机
153 Needs assessment （培训）需要评价
154 Night shift 夜班
132 Job specification 工作规范
133 Job structure 工作结构
134 Labor relations process 劳动关系进程
135 Leaderless group discussion 无领导小组讨论法
136 Learning organization 学习型组织
165 Outsourcing 外包
166 Overpay 超额工资
167 Panel interview 小组面试
168 Pay claim 加薪要求
169 Pay grade 工资等级
170 Pay structure 工资结构
171 Pay-for-performance standard 按绩效的报酬标准
188 Profit sharing 利润分享
189 Promotion 晋升
137 Line manager 直线经理
138 Maintenance of membership 会员资格维持
139 Management by objectives, MBO 目标管理
140 Management forecasts 管理预测
141 Management process 管理过程
29 Centralization 集权化
30 Coach 教练
31 Cognitive ability 认知能力
32 Commitment 承诺，义务
33 Communication skill 沟通技巧
34 Compensable factors 报酬要素
35 Compensation 报酬，补偿
114 Internal growth strategy 内部成长战略
115 Internal labor force 内部劳动力
116 Internet 互联网
117 Internship programs 实习计划
118 Interview 面试
119 Industrialization 产业化
16 Audit approach 审计法
17 Balanced scorecard 综合评价卡，平衡计分法
18 Behavior modeling 行为模拟
19 Behavior-based prograБайду номын сангаас 行为改变计划
20 Benchmarks 基准
21 Benefits 福利
36 Competency assessment 能力评估
37 Competency model 能力模型
38 Competitive advantage 竞争优势
39 Compromise 妥协
40 Concentration strategy 集中战略
41 Consultation 商量，请教
183 Personnel selection 人员甄选
184 Piecework 计件工资
185 Position analysis questionnaire, PAQ 职位分析问卷调查
186 Power distance 权力差距
187 Predictive validation 预测效度
人力资源管理师三级-英语
1.Absence 缺席
2.Acceptability 可接受性
3 Achievement tests 成就测试
4 Action plan 行动计划
5 Adverse impact 负面影响
6 Allowance 津贴，补助
7 Announcement 公告
61 Direct costs 直接成本
62 Discipline 纪律
63 Dismiss 解雇
64 Disparate treatment 差别性对待
65 Diversity training 多元化培训
66 Dividends 红利
67 Discrimination 歧视
120 IT(Information Technology) 信息技术
121 Invest 投资
122 Job analysis 工作分析
123 Job classification system 工作分类法
124 Job description 工作描述
125 Job design 工作设计
172 Pay-policy line 工资政策线
173 Payroll 职工薪水册
174 Pension 养老金，退休金
175 Peer appraisal 同事评估
176 Performance appraisal 绩效评价
177 Performance feedback 绩效反馈
126 Job enlargement 工作扩大化
127 Job enrichment 工作丰富化
128 Job evaluation 工作评价
129 Job ranking system 工作重要性排序法
130 Job rotation 工作轮换
131 Job satisfaction 工作满意度
48 Cross-training 交叉培训
49 Cultural environment 文化环境
50 Cultural shock 文化冲击
51 Customer appraisal 顾客评估
52 Data flow diagram 数据流程图
53 Decentralization 分散化
54 Decision making 决策
55 Deficiency 缺乏
56 Delayering 扁平化
57 Demand forecasting 需求预测
58 Depression 沮丧
59 Development planning system 开发规划系统
60 Differential piece rate 差额计件工资
68 Downsizing 精简
69 Downward move 降级