英语四级宝典之冲刺版

名词解释Human Resource Management is a term referring to the philosophy, policies, procedures and practices related to the management of people within an organization.Job analysis is a systematic way to gather and analyze information about the content, context, and human requirement of jobs.HR planning is a process of analyzing and identifying the need for and availability of human resource so that the organization can meet its objectives.Environmental scanning is the process of studying the environment of the organization to pinpoint opportunities and threats.Recruiting is the process of generating a pool of qualified applicants for organizational jobs. Selection is the process of choosing individual who have needed qualifications to fill the jobs in an organization.Training is a process whereby people acquire capabilities to aid in the achievement of organizational goals.(involves an expert working with learners to transfer to them certain areas of knowledge or skills improve in their current jobs.)Development is a broad, ongoing set of activities among them to bring someone or an organization up to another threshed of performance, often to perform some job or new role in the future.Performance is essentially what an employee does or does not do.Performance appraisal is the process of evaluating how well employees perform their jobs when compared to a set of standards and then communicating that information to those employees.Performance Standards:Performance Standards define the expected levels of performance, and are “benchmarks,” or “targets”–depending on the approach taken.Compensation is a human resources management function that deals with every type of reward individuals receive in exchange for performing organizational tasks.Job evaluation provides a systematic basis for determining the relative worth of within an organization.简答题1、Why is good HRM important?Good HRM directly contributes to the organizational effectiveness.It is critical for organizations to understand that their success depends on their ability to attract and keep talented employees.2、The changing environment of HRMThe environment faced by HRM is a challenging one; changes are occurring rapidly across a wide range of issues. The most prevalent changes are as follows:①Economic and technological change; ②Workforce availability and quality concerns;③Workforce diversity issues; ④Organizational restructuring.3、Information that can be helpful in making the distinction includes:①Work activities and behaviors; ②Interactions with others; ③Performance standards;④Financial and budgeting impact; ⑤Machines and equipment used; ⑥Working conditions;⑦Supervision give and received; ⑧Knowledge, skills, and abilities needed.4、Typical division of HR responsibilities: Job analysis.⑴HR Unit: ①Coordinate job analysis procedures; ②Write job descriptions and specifications forreview by managers; ③Periodically review job descriptions and specifications; ④Review managerial input to ensure accuracy; ⑤May seek assistance from outside experts for difficult or unusual analyses.⑵Managers: ①Complete or assist in completing job analysis information; ②Review and maintain accuracy of job descriptions/ job specifications; ③Request new analysis as jobs change;④Identify performance standards based on job analysis information.5、Stages in the analysis process.ⅰ.Planning the job analysis: ①Identify objectives of job analysis; ②Obtain top management support.ⅱ.Preparing for job analysis: ①Identify jobs and methodology; ②Review existing job documentation; ③Communicate process to managers/ employees.ⅲ.Conducting the job analysis: ①Gather job analysis date; ②Review and compile data.ⅳ.Developing job descriptions and job specifications: ①Draft job descriptions and specifications;②Review drafts with managers and employees; ③Identify recommendations; ④Finaliza job descriptions and recommendations.ⅴ.Maintaining and updating job descriptions and job specifications: ①Update job descriptions and specifications as organization changes; ②Periodically review all jobs.6、Generally speaking, HRM has there roles in organizations: Administrative role, operational role and strategic role.7、The most prevalent changes are as follows?（the changing environment of HRM）①Economic and technological change, ②Workforce availability and quality concerns,③Workforce diversity issues,④Organizational restructuring.8、HR Planning Process?⑴Organizational Objectives and Strategies⑵①Scan External Environment for Changes Affecting Labor Supply②Analyze Internal Inventory of HR Capabilities⑶Forecasting⑷①Organizational Need for People②Survey of People Available⑸HR Strategies and Plans9、methods of job analysis:①Observation②.interviews③questionnaires10、approaches to job design :①job simplification ②job enlargement and job enrichment③job rotation11、to get a feel for the impact of environmental changes on businesses, please consider the economy:①the government has deregulated major sectors of the economy.②during the past decade an uncertainty in energy prices brought new pressures on firms having major transportation\energy expense.③the globalization of markets and sources of supply has increase competition in many industries.④the composition of the workforce, along with its values , age and working approaches , has changed.12、an inventory of organization capabilities may consist of the following elements:①individual employee demographics (age, length of service in the organization, time in the present job.) ②individual career progression(jobs held, time in each job, promotions or other job changes, pay rates) ③individual performance data (work accomplishment, growth in skills.)13、HR demand and supply forecast methods:①judgmental methods : Estimates , Rules of thumb , Delphi technique Nominal groups②mathematical methods : Statistical regression analysis , Stimulation models , Productivity ratios , Staffing ratios14、action decisions with a shortage of employees.①work overtime②training and promotion of the present employees ,together with the recruitment of less-skilled employees③recalling employees ④contingent workers15、action decisions in surplus conditions;①attrition and hiring freeze ②early retirement buyouts ③layoffs①organizational databases②job posting system③promotion and transfers④current employee referrals⑤re-recruiting former employees and applicants18、external recruiting methods:①college and university recruiting ②labor unions ③employment agencies and executive search firms④media sources ⑤job fairs and special recruiting events19、what to include in an effective recruiting ad:①the company②job title③location of job④the position⑤the responsibilitie s⑥qualifications⑦the application20、the most common selection tests process:①ability tests②personality tests③honesty\integrity tests21、ability tests includes:①cognitive ability tests②physical ability tests③psychomotor tests ④work sample tests22、problems in the interview:①snap judgments②negative emphasis③halo effect④biases and stereotyping23、when training is strategic :①develops worker‟s essential abilities②encourages adaptability to change③promotes ongoing learning in the organization④creates and disseminates new knowledge throughout theorganization⑤facilitates communication and focus24、the training process:①training needs assessment②training design③training delivery④evaluation of training25、the following are the three sources of training needs assessment analyses:①organizational analyses②job\task analyses③individual analyses26、There are three primary considerations when designing training:(1)determining learner‟s readiness (ability to learn; motivation to learn; self-efficacy)(2)understanding different learning styles, and (3)designing training for transfer27、Training methods:(1)Cooperative training(2)Instructor-led classroom and conference training(3)Distance training/learning (4)Technology and training28、Evaluation of training should be done and it can be done at four levels(1)Reaction (2)Learning (3)Behavior (4)Results29、Choosing a development approach(Development Human Resource)(1)Job-site methods:①Coaching②Committee assignments③Job rotation ④“Assistant-to” positions ⑤“Learning organization”(2)off-site methods:①Classroom courses and degress ②Human relations training ③simulations 30、Employee performance common to most jobs includes the following elements:(1)Quantity of output(2)Quality of output(3)Timeliness of output (4)presence at work(5)Cooperativeness31、Managers receive three different types of information about how employees are performing their jobs(1)Trait-based information （identifies a subjective character trait of the employee）(2)Behavior-based information(focuses on specific behaviors that lead to job success)(3)Results-based information(considers employee accomplishments)32、Conflicting roles for performance appraisal(1)Administrative uses:①Compensation②Promotion③Dismissal④Downsizing ⑤Layoffs(2)Development uses:①Identifying strengths②Identifying areas for growth ③Development planning④Coaching and career planning33、Multisource appraisal (or 360°feedback) combines numerous methods. All such means are illustrated next:(who conducts appraisals?)(1)Supervisory rating of subordinates (2)Employee rating of managers(3)Team/peer rating (4)self-rating (5)Outside raters(6)Multisource rating/360°feedback34、Multisource appraisalPerson being appraised: Manager; Coo-workers/peers; Subordinates; self-evaluation customers 35、Performance appraisal methods:(1)Category rating methods: Graphic rating scale; Checklist(2)Comparative methods: Ranking; Forced distribution(3)Behavioral/Objective methods: Behavioral rating approaches; Management by objectives(4)Narrative methods: Critical incident; Essay; Field review36、Appraisal interview hints(1)Do‟s:①prepare in advance ②Focus on performance and development ③Be specific about reasons for ratings ④Decide on specific steps to be taken for improvement ⑤Consider thesupervisor‟s role in the subordinate‟s performance ⑥Reinforce desired behaviors ⑦Focus on future performance(2)Don‟ts:①Do all the talking ②Lecture the employee ③Mix performance appraisal and salary or promotion issues ④Concentrate only on the negative ⑤Be overly critical or “harp on”a failure ⑥Feel it is necessary that both parties agree in all areas ⑦Compare the employees with others37、An effective compensation program in an organization addresses four objectives:(1)Legal compliance with all appropriate laws and regulations(2)Cost effectiveness for the organization(3)Internal, external, and individual equity for employees(4)performance enhancement for the organization38、Components of compensation program(1)Direct compensation:①Base pay; wages; salaries ②Variable pay: bonuses; incentives; stock options(2)Indirect compensation: benefits:①Medical/life insurance ②Paid time off ③Retirement pensions ④Worker‟s compensation ⑤Others39、Equity considerations in compensation(1)Individual: perceptions of inputs and outcomes(2)Organizational justice:①Distributive: pay for performance;Managerial decisions②Procedural: policies and procedures; pay structures(3)External labor markets: pay survey data; Competing employer‟s policies40、Compensation administration prices(1)Job analysis (Job descriptions, job specifications)(2)Job evaluation, pay surveys(3)Pay structure(pay grades, pay ranges)41、HR forecasting should be done over three planning periods:⑴short range (6—12 months) (2) intermediate (1—5years) (3) long-range(over 5 years)42、Labor market componentsLabor force population→Applicant population→Applicant pool→Individuals selected43、Selection process flowchart（1）applicant‟s job interest (2)pre-employment screening (3)applicant form (4) test、interview (5)background investigation (6)additional interview (7)conditional job offer (8)medical exam/drug test (9)job placement44、Types of selection interviews（1）Structured interviews: behavioral interviews; situational interviews (2) Less structured interviews: nondirective interviews: stress interviews (3)Unstructured interviews(Most effective →Least effective )翻译Most employers and managers would say that people are the most valuable assets of their organizations . The success of organizations depends on productive and effective people . People with the right knowledge ,skills and abilities , and people who give their best are critical for an organization to be effective in fulfilling its mission and achieving its strategic and operational goals.大多数雇主和经理们会说人是最有价值的资产的机构。