人力资源管理师(二、三级)-人力资源英语
人力资源管理师三级完整版教材
助理人力资源管理师(三级)完整电子版(出版社母版)教材第一章人力资源规划第一节工作岗位分析与设计第一单元工作岗位分析【学习目标】通过学习，掌握工作岗位分析的基本原理，岗位信息的来源，工作说明书的内容，以及工作岗位分析及编写工作说明书的程序和步骤。
【知识要求】一、人力资源规划的基本概念（一）人力资源规划的内涵人力资源规划的内涵有广义和狭义之分，广义的人力资源规划是企业所有人力资源计划的总称，是战略规划与战术计划（即具体的实施计划）的统一；狭义的人力资源规划是指为实施企业的发展战略，完成企业的生产经营目标，根据企业内外环境和条件的变化，运用科学的方法，对企业人力资源的需求和供给进行预测，制定相宜的政策和措施，从而使企业人力资源供给和需求达到平衡，实现人力资源的合理配置，有效激励员工的过程。
从规划的期限上看，人力资源规划可区分为长期规划（五年以上的计划）、中期计划（规划期限在一年至五年的）和短期计划（一年及以内的计划）。
（二）人力资源规划的内容1．战略规划。
即人力资源战略规划，是根据企业总体发展战略的目标，对企业人力资源开发和利用的大政方针、政策和策略的规定，是各种人力资源具体计划的核心，是事关全局的关键性规划。
2．组织规划。
组织规划是对企业整体框架的设计，主要包括组织信息的采集、处理和应用，组织结构图的绘制，组织调查，诊断和评价，组织设计与调整，以及组织机构的设置等。
3．制度规划。
企业人力资源管理制度规划是人力资源总规划目标实现的重要保证，包括人力资源管理制度体系建设的程序、制度化管理等内容。
4．人员规划。
人员规划是对企业人员总量、构成、流动的整体规划，包括人力资源现状分析、企业定员、人员需求与供给预测和人员供需平衡等。
5．费用规划。
人力资源费用规划是对企业人工成本、人力资源管理费用的整体规划，包括人力资源费用预算、核算、审核、结算，以及人力资源费用控制。
（三）人力资源规划与企业其他规划的关系企业的生存和发展离不开企业规划。
人力资源管理师专业英语词汇(公布)2007新单词英标版
申请[,æpli'keiʃən]
16
Appraisal
评价,评估[ə'preizəl]
17
Appoint
任命[ə'pɔint]
18
Arbitrary
仲裁['ɑ:bi,trəri]
19
Assessment center
评价中心[ə'sesmənt]['sentə]
20 Attitude awareness and change program 态度认知与改变计划
ห้องสมุดไป่ตู้
95
Employee empowerment
员工授权[,emplɔi'i:][im'pauəmənt]
96
Employee leasing
员工租借[,emplɔi'i:]['li:siŋ]
97
Employee survey research
雇员调查与研究[,emplɔi'i:][sə:'vei][ri'sə:tʃ]
120
Globalization
全球化
121
Goals and timetables
目标和时间表[gəul]['taim,teibl]
122
Graphic rating-scale method
图式评估法['græfik]['reitiŋ][skeil]['meθəd]
123
Grievance
委屈['gri:vəns]
津贴，补助[ə'lauəns]
11
Ambition
野心，雄心[æm'biʃən]
2024年人力资源管理师-人力资源管理师(三级)考试历年真题摘选附带答案
2024年人力资源管理师-人力资源管理师（三级）考试历年真题摘选附带答案第1卷一.全考点押密题库(共100题)1.(多项选择题)(每题 1.00 分) 按照劳动定额所考察的范围，劳动定额水平又可分为（）A. 零件定额水平B. 企业定额水平C. 行业定额水平D. 工序定额水平E. 工种定额水平2.(单项选择题)(每题 1.00 分) 在设计超利润奖时需要注意的事项不包括()A. 只奖励与超额完成利润指标有关的人员B. 根据每个员工对超额完成利润指标的贡献大小发放奖金C. 明确规定超出部分多少百分比作为奖金D. 颁奖时要大力宣传，使受奖人和其他人均受到鼓励3.(单项选择题)(每题 1.00 分) 以下关于培训评估对象说法不正确的是（）。
A. 受培训成本的限制，无须对所有培训活动进行评估B. 新开发的课程应着重于课程设计、应用效果等方面C. 新教员的教程应着重于教学方法、质量等综合方面D. 新的培训方式应着重于培训目标、受训人员等方面4.(单项选择题)(每题 1.00 分) 在绩效管理的总结阶段中，对企业各级组织诊断分析的基础和前提是（）。
A. 对企业绩效管理体系的诊断B. 对考评者全面、全过程的诊断C. 对企业绩效管理制度的诊断D. 对被考评者全面、全过程的诊断5.(单项选择题)(每题 1.00 分)以下关于劳动定员与劳动定额的说法错误的是（）。
A. 二者的应用范围相同B. 二者的概念内涵相同C. 二者的计量单位不同D. 二者都是对人力消耗所规定的限额6.(多项选择题)(每题 1.00 分) 内部选拔的缺点包括 ( )。
A. 选拔费用高B. 抑制个体创新C. 产生“团体思维”D. 不利于组织的内部团结E. 导致部门之间“挖人才”的现象7.(多项选择题)(每题 2.00 分)人员录用数量评估公式正确的是（）。
A. 录用比=（录用人数／应聘人数）×100％B. 招聘完成比=（录用人数／计划招聘人数）×100％C. 应聘比=（应聘人数／计划招聘人数）×100％D. 录用成本比=（录用人数／录用其他费用）×100％E. 招聘成本比=（参与招聘人员人数费用／招聘活动期间的其他费用）×100％8.(多项选择题)(每题 1.00 分) 下列选项中，属于领导行为权变理论的有（）A. 费德勒的权变模型B. 领导情境理论C. 路径一目标理论D. 反馈理论E. 参与模型9.(单项选择题)(每题 1.00 分) “敬业”特征所要求的主动、务实、持久的根本含义是（）A. 尽职尽责+科学认真+坚持不懈B. 崇尚自由+踏实肯干+坚持到底C. 自觉服从+不苟言语+默默无闻D. 不令而行+反对空谈+从一而终10.(多项选择题)(每题 1.00 分) 以下属于企业人员内部供给预测方法的是（）。
人力资源证书的等级如何划分
人力资源证书的等级如何划分人力资源证书的等级如何划分1、一级：高级人力资源管理师，相当于高级职称。
组织制定和实施本企业人力资源管理的战略规划和重大事件的策略性解决方案，解决人力资源管理决策过程的重大疑难问题或对相关问题提出相关建设性解决方案，能够与相关单位建立良好的合作渠道。
2、二级：人力资源管理师，相当于中级职称。
处理复杂的或部分非常规的人力资源管理问题，确定工作方法，开发相关工具，指导主要相关人员的工作，审核相关文件制度，对人力资源管理领域出现的问题提出建设性建议，并对工作成果进行评估，听取内外人员的意见，协调相关人员解决问题。
3、三级：人力资源管理助理，相当于助理级职称。
助理人力资源业务管理人员。
主要特征是，起草本专业相关文件，落实相关制度，在相关人力资源管理策略制定过程中，能够对相关数据进行测算，独立完成岗位日常管理工作，如独立办理招聘、劳动合同、劳务外派、社会保险等手续。
4、四级：人力资源管理员，人力资源员。
主要工作的特征是在他人指导下，从事人力资源管理行政性事务工作。
负责人力资源相关资料、数据的收集、分析、整理和信息的传递;制作台帐;承办相关业务手续。
职能范围局限于人力资源内部。
为什么人力资源管理师证书的含金量高1、人力资源管理师已经越来越被认可，含金量越来越高，特别是一级人力资源管理师。
目前，三级人力资源管理师已经成为人力资源管理的入门坎。
2、国家自2003年开始，在全国范围内开展企业人力资源管理人员职业资格认证，该职业已被国家列为实行就业准入制度的职业，规定从业人员必须持证上岗。
各单位具体情况要求不一。
3、企业人力资源管理人员全国统一考试按照国家职业标准分为人力资源管理员(国家职业资格四级)、助理人力资源管理师(国家职业资格三级)、人力资源管理师(国家职业资格二级)、高级人力资源师(国家职业资格一级)。
4、按照“社会效益第一，质量第一”的原则，职业资格双认证工作在自愿参加的前提下，实行全国统一标准、统一教材、统一命题、统一鉴定时间、统一证书核发。
人力资源管理师三级英文缩写
人力资源管理师三级英文缩写
人力资源管理师三级的英文缩写是"Senior Professional in Human Resources"，常缩写为SPHR。
这个缩写代表了在人力资源管理领域具有高级专业知识和技能的人员。
人力资源管理师三级是一个专业资格认证，通常要求候选人具备丰富的人力资源管理经验和深厚的专业知识。
持有SPHR资格认证的人通常被认为在人力资源管理领域具有高水平的能力和专业素养。
这个资格认证通常需要候选人通过一系列的考试和满足一定的工作经验要求才能获得。
持有SPHR资格认证的人通常能够在招聘、培训、绩效管理、员工关系等方面发挥重要作用，为组织的人力资源管理工作提供专业支持和指导。
希望这个回答能够全面地解答你的问题。
企业人力资源管理师三级报考条件要求
企业人力资源管理师三级（也称为企业人力资源管理师）的报考条件如下：
1.连续从事本职业工作满6年以上；
2.或者取得本职业四级企业人力资源管理师职业资格证书后，连续从事本职业
工作满4年以上；
3.又或者取得本职业四级企业人力资源管理师职业资格证书后，连续从事本职
业工作满3年以上，并且通过了本职业三级企业人力资源管理师正规培训，达到规定的标准学时数，并取得了结业证书；
4.对于取得大学专科学历证书的人员，需要连续从事本职业工作满3年以上；
5.取得大学本科学历证书的人员，则需要连续从事本职业工作满1年以上；
6.如果持有硕士研究生及以上学历证书，则可以直接报考；
7.对于以高级技能为培养目标的高级职业学校、高级技工学校和技师学院本专
业或相关专业毕业证书持有人，以及大学专科及以上本专业或相关专业毕业证书在校学生，也可以报考。
人力资源师三级考试一共2门：理论考试，专业能力考试。
理论考试:职业道德25题（10%）+基础知识20题（18%）+三级教材80题（72%);技能考试：三级教材（100%）。
人力资源管理师主要包括了一级人力资源管理师、二级人力资源管理师，还有三级人力资源管理师、四级人力资源管理师等。
该职业资格证书是由人社部发出的，全国通用的资格证书，对于想要从事人力资源HR工作的朋友来说，该资格证书在工作晋升，评级发挥着重要作用。
人力资源管理师二级专业英语(已分类方便记忆且有音标)
一、法12．[,ænə'][ə'əʃ] 分析法24．['ɔ] 审计法62．['əl]['ə]['θəd] 关键事件法122. ['æ]['ŋ][]['θəd] 图式评估法109. ['fæə][kəm'pæ]['əm] 因素比较法152. [æ'ʃən] 工作分类法159. ['ræŋŋ] 工作重要性排序法166. ['ə][]['ʌʃən] 无领导小组讨论法25. ['bælə]['ɔɑ] 综合评价卡(平衡计分法)二、系统39. [kəə][mæə] [əm] 职业管理系统79. ['əə]['æŋ]['əm] 开发规划系统132. （）[ən] [] [əən]人力资源信息系统299 ['ə] 福利体系72. ['ən][sə']['əm] 决策支持系统103. ['ə]['əm] 专家系统129. [pəə] 高绩效工作系统三、评价\评估16. [ə'əl] 评价，评估67. ['əmə][ə'əl] 顾客评估173. [ə'əl] 经理评估257. [] 自我评估210. [ə] 同事评估212. [pəə][əəl] 绩效评价122. ['æ]['ŋ][]['θəd] 图式评估法51. ['ə][ə'ə] 能力评估184. [ə'ə] （培训）需要评价19 [ə'ə]['ə] 评价中心157. [æ'ən] 工作评价四、….性3. [ək'ə'] 可接受性182. [məu'] 流动性231. [ə'] 易读性269 ['ə] 明确性273. ['kŋə] 战略一致性五、过程1. 360 360度反馈过程45. [kə']['bɑ]['ə] 劳资谈判过程172. [mæə] 管理过程165. ['ə]['ən]['ə] 劳动关系进程288. [æn'zækən] 事务处理十、咨询37. [kə'ə]['əl] 职业咨询198. ['ə] 重新谋职咨询六、计划(规划)5. 行动计划74. [']['][æn]养老金福利计划75. ['][':ən][æn]资方养老金投入计划246. ['ən] (核心人员)保持计划112. ( ) ['ə]['][æn]([æ'əə])灵活的福利计划(自助福利方案)119. []['əŋ][æn]收益分享计划32. [']['æŋ] 企业规划134. , [ən] [əl] 人力资源计划278. [sək'ən] 可持续发展计划215. ()绩效规划与评价系统[pəə][æən]20. [æ][əwə] 态度认知与改变计划28. [ə] 行为改变计划124. []['ŋ]['əæm]群体指导计划116. ['əl][]['əæm]正规教育计划146. ['ə] 实习计划七、预测/测试4. [ə'ə] 成就测试77. ['mɑ]['ɑ] 需求预测261. 供给预测171. ['ɑ]管理预测225. ['][æ'ən] 预测效度八、图、表、线、率69. ['ə][əu]['əæm]数据流程图114. ['əɑ] 流程图194. [tɑ] 组织结构图248. ['ə] 替换表121. [gə]['] 目标和时间表271 ['ɑŋ] 人员配置表267. ['ə] 技能量表38. [kə'ə][kə] 职业曲线207. ['] 工资政策线48. 比较比率111. [æt]['ə][] 小时工资率九、组织167. [ə'ən] 学习型组织186. ['][ə'ən] 非营利组织191. [']['əə] 组织设计与发展194. [tɑ] 组织结构图十一、管理170. ， [əb'] 目标管理214. 绩效管理253. ['ə] 高级管理层274. 战略性人力资源管理285. () ['tə]['] 全面质量管理十二、培训59. [kəu''ən]['ŋ] 合作培训64. []['ŋ] 交叉培训85. ['və]['ŋ] 多元化培训188. ，在职培训232. ['] 培训准备2 98. 网上培训281. 团队领导培训196. ['ən] 入职培训286. [ə'ən] 培训管理287. ['] 培训结果184. [ə'ə] （培训）需要评价十三、能力43. ['][ə'] 认知能力193. [ə'] 组织能力233. ['ŋ] 推理能力293. ['vəəl]['ən] 语言理解能力52. ['ə]['] 能力模型27. ['ə]['ŋ] 行为模拟256. ['ən] 仿真，模拟十四、分析12. [,ænə'][ə'ə] 分析法105. ['tə][ə'nælə] 外部分析118. ， ['fŋkənəl][][ə'nælə] 职能工作分析142. ['təəl][ə'nælə] 内部分析151. [ə'nælə] 工作分析192. 组织分析280. 任务分析289. [] 趋势分析251. ['] 角色分析技术223. ，[pə'ən][ə'nælə][ən']职位分析问卷调查十五、结构（构建）61. []['ə] 成本结构205. ['ə] 工资结构21. [,ætə'əl] 态度构建十六、战略55. ['ən]['æ]集中战略106. ['tə][əuθ]['æ]外边成长战略143. [əuθ]['æ]内部成长战略275. ['ən] 战略形成276. 战略执行272. [ə'] 战略选择273. ['kŋə] 战略一致性274. 战略性人力资源管理二十四、文化63. []['ərəl][ə'ən] 跨文化准备65. ['ərəl]['ərəə] 文化环境66 ['ərəl][k] 文化冲击189. ['ə] 开放文化十七、….化41. [ə'ən]集权化70. [ə']分散化76. 扁平化120. 全球化148. [ə'ən] 产业化174. 管理多元化155. ['lɑə] 工作扩大化156. ['ə] 工作丰富化十八、薪酬福利等10 [ə'ə] 津贴，补助30. ['] 福利31. ['bəəs] 奖金49. [kəm'ə]['fæə] 报酬要素270. [] 即时奖金50. ['ən] 报酬，补偿244. [ə'ən] 报酬222 ['ə] 计件工资80. [ə'əl][][] 差额计件工资180. ['əm][] 最低工资201. ['əə'] 超额工资268. 技能工资86. ['] 红利91. [i'ə][]['θi:ə] 效率工资理论130. 计时工资制135. 收入，收益197. [']费用176. [mə'əəl][']物质奖励93. ['əŋz] 所得，收入203． [] 加薪要求204． [] 工资等级205． ['ə] 工资结构207． ['] 工资政策线208．['ə] 职工薪水册209. ['ən] 养老金，退休金296．[]['sælə] 薪资调查297． [] 冻结工资增长226. [']['əŋ] 利润分享206. ['æəd] 按绩效的报酬标准十九、劳动纪律等2. ['æ]缺席185. [] 夜班255. 病假265. 病假条82. ['] 纪律88. ['] 开除，解雇219. [əu'ən] 试用236. ['ə] 招募17. [ə']任命147. ['ə:] 面试101. [']['ə:] 离职面谈290. ['tə,əə] 离职，流动202. ['pænəl] 小组面试266. 情景面试221. [əə']['ən] 人员甄选227. [ə'məuən] 晋升89. ['ŋ] 精简90. ['əd][] 降级128. 工作交接241. ['ə] 复职237. ['ə] 冗余46. [kə'ə] 承诺，义务47. [kə'ən]['] 沟通技巧54. ['ə] 妥协71. ['ən]['ŋ] 决策68. ( ) [kə'əm]['ə] 简历99. () ['əl]['ə][ə']公平就业机会二十、商量（讨论）等26. ['bɑ] 商谈177. ['ən] 调解45. [kə']['bɑ]['ə] 劳资谈判过程56. [əl'ən] 商量，请教108. ['ən] 当面讨论166. ['ə][]['ən] 无领导小组讨论法二十一、人员7. [,ædə'] 青少年13． [ə'ə] 公告15. [,æ'ən] 申请18. ['ɑə] 仲裁14. ['æə] 求职者22. [ə'θ] 权威35. ['kæ]候选人42. [kə] 教练95. ['i:]['əmə] 员工授权96. ['i:]['ŋ] 员工租借97. ['i:][sə:']['sə] 雇员调查与研究98. [əə'nə:] 企业家102. ['pæ]外派雇员126. []['ə] 猎头168. [] 直线经理178. ['ə] 导师253. ['ə] 高级管理层260. [sək'ə] 后任277. [sə'ə] 下属283. ['əm] 高层175. ['mæə] 人力,劳动力二十二、反义词104. ['][']显性知识/ 279. ['tæ]隐形知识105. ['tə][ə'nælə] 外部分析142. ['təəl][ə'nælə] 内部分析106. ['tə][əuθ]['æ]外边成长战略143. [əuθ]['æ]内部成长战略107. ['tə]['ə]['mɑ] 外部劳动力市场144. ['ə][] 内部劳动力41. [ə'ən] 集权化/ 70. [ə']分散化81. ['][] 直接成本/136. 间接成本137. / ['əəm]/[kə'əm] 个人主义/集体主义139. 投入 / 199 产出二十三、竞争53. [kəm'][əd'vɑ] 竞争优势60. [k:]['ə] 核心竞争力二十五、影响8. ['æə]['æ]负面影响83. ['ə]['æ]差别性影响二十六、差别性83. ['ə]['æ]差别性影响84. ['ə]['ə] 差别性对待二十七、情绪6． [əə'] 有责任11. [æm'ən]野心、雄心9. [ə'] 有闯劲的，敢作敢为的78. ['ən] 沮丧87. ['ən] 歧视100. ['eθ] 道德123. ['ə]委屈181. [mə'ræl]士气230. [ræ']和谐，亲善二十九、指标/指数57. , [kən'ə][]['] 消费者价格指数164. , [:][pə'ə]['ə] 关键业绩指标二十八、工作151. [ə'nælə] 工作分析153 ['ən]工作描述152. [æ'ən] 工作分类法154. ['] 工作设计155. ['lɑə] 工作扩大化156. ['ə] 工作丰富化157. [æ'ən] 工作评价158．[kə'ə] 工作认同160. [rəu'ən] 工作轮换159. ['ræŋŋ] 工作重要性排序法161. [æ'fækən] 工作满意度162. ['ən] 工作规范三十、其他23. ['əu'əl]['ən] 视听教学94 [i'ə]效率29. ['ɑ]基准33. [']['ən]事业部34. [']['ən]业务整合110. ['æk]反馈36． [kə'ə]['æŋkə]职业锚40. 职业发展44. ['][']认知性结果115. ['əu p]跟随，追随58. [kən'əs]['ləŋ] 持续学习125. 指导方针92. [æ'təən] 平等主义113 ['] 灵活的时间117. []['ərə] 参照系138. ['ən] 通货膨胀127. ['θi]['] 健康安全145. 互联网131. ['kæ]人力资本133. 人力资源管理140. ['uərə] 保险141. ['əl]['æ]知识资产146. ['ə] 实习计划150. ['] 投资149. ( ) [ə'ən]['ə] 信息技术163. []['ə] 合资公司200外包169. ['ə]['ə] 会员资格维持171. ['ɑ] 管理预测187. ['ən] 职业179. [']['] 绩效指南211. [] 鼓舞动员谈话183. [ə'ən] 学习的动机216. [pə] 岗位，职位190. [ə'][pə'] 实践的机会195 [kə] 组织代码217 [pə'əl] 潜在的，可能的213. ['æk]绩效反馈218. ['] 优先220. ['pə][æə'] 个人特征224. ['ə]['ə] 权力差距229. 调查问卷228. [ə'əl]['æ]心理契约234. [ə'ən] 和解235. [əg'ən] 认可，承认238. 流程再造242. ['ə]['ə]关联数据库239. ['ərə] 参考245. ['ən] 声誉，名声240. [']拒绝，否决250. [rə][,æ']角色模糊243. [ə'] 信度292. [væ']效度247. ['ən] 归国准备252. 角色扮演249. () ['tə]['ə] 投资回报254. ['ə] 解决，决定291. [:'] 效用分析258. 转包合同259. ['ə]客观存在因素262. [sə:'] 调查263. ['tɑ]目标，目的264. ['tælə] 才能，才干282. 团队建设284. [ə'ən]终止294. ['ŋ]既得利益295. 发言300. / [pə']/[sə']就业许可证。
2024年人力资源管理师-人力资源管理师(三级)考试历年真题摘选附带答案版
2024年人力资源管理师-人力资源管理师（三级）考试历年真题摘选附带答案第1卷一.全考点押密题库(共100题)1.(单项选择题)(每题 1.00 分)结构化面试的缺点不包括（）。
A. 谈话方式过于程式化B. 难以随机应变C. 所收集的信息的范围受限制D. 无固定模式2.(单项选择题)(每题 1.00 分) 人力资源和社会保障行政部门在收到集体合同后的（）内未提出异议的集体合同即行生效。
A. 7日B. 10日C. 15日D. 30日3.(多项选择题)(每题 2.00 分) 采用目标管理法来考评绩效，在制定目标时应注意（）。
A. 目标的具体性B. 目标数量不宜过多C. 目标要可测量D. 员工参与目标设定E. 应制定达到目标的详细步骤和时间4.(单项选择题)(每题 1.00 分) 公司对员工上岗时的着装有明确而严格的规定，某员工慌忙中穿错了服装，结果因违犯规定而被扣除当月奖金。
对此，员工中存在几种不同看法，你的看法是（）。
A. 公司有明确规定在先，同意公司的处理决定B. 小题大做、欺负弱势群体，不同意公司的处理规定C. 同意公司的处理决定，但会向公司提出修改规定的建议D. 联合其他员工为这名员工求情5.(单项选择题)(每题 1.00 分) 在安全生产责任制中，下列哪一个承担在各自的岗位上严格遵守劳动安全技术规程的义务（）。
A. 企业法定代表人B. 工人C. 总工程师D. 分管安全卫生的负责人6.(单项选择题)(每题 1.00 分) 劳动定额包括定额的制定、（）、统计分析和修订四个重要环节。
A. 周密部署B. 贯彻执行C. 强化落实D. 统筹兼顾7.(单项选择题)(每题 1.00 分) 在下列中国传统职业道德言论中，符合现代职业素质要求的是（）。
A. 士为知己者死B. 君子敏于事而慎于言C. 衣食足而知荣辱D. 民无信不立8.(单项选择题)(每题 1.00 分) 行为导向型客观考评法不包括（）A. 关键事件法B. 强迫选择法C. 加权选择量表法D. 排列法9.(多项选择题)(每题 1.00 分) 以下关于工作地组织的说法，正确的有（）A. 要有利于工人的身心健康B. 要增加工人消除疲劳的时间C. 要为工人创造良好的工作环境D. 要有利于工人进行生产劳动E. 要有利于发挥工作地装备效能10.(单项选择题)(每题 1.00 分) 几个同事说员工小张品行有问题，对此，你观察了一段时间，虽然同事们的评价没有改变，但你觉得小张为人处世不错。
人力资源二级英文
人力资源管理师（二级）专业英语词汇表序号词汇中译词意1 Acceptability 可接受性2 Achievement tests 成就测试3 Action plan 行动计划4 Action steps 行动步骤5 Adventure learning 探险学习法6 Adverse impact 负面影响7 Agency shop 工会代理制8 Alternative dispute resolution (ADR) 建设性争议解决方法9 Analytic approach 分析法10 Appraisal politics 评价政治学11 Apprenticeship 学徒制12 Arbitrary 仲裁13 Assessment 评价14 Assessment center 评价中心15 Attitude awareness and change program 态度认知与改变计划16 Attitudinal structuring 态度构建17 Audiovisual instruction 视听教学18 Audit approach 审计法19 Balanced scorecard 综合评价卡20 Basic skills 基本技能21 Behavior-based program 行为改变计划22 Behavior modeling 行为模拟23 Benchmarks 基准24 Benchmarking 评判25 Benefits 收益26 Bonus 奖金27 Boycott 联合抵制28 Career 职业29 Career counseling 职业咨询30 Career curves (maturity curves) 职业曲线（成熟曲线）31 Career management system 职业管理系统32 Career support 职业支持33 Centralization 集权化34 Coach 教练35 Cognitive ability 认知能力36 Cognitive outcomes 认知性结果37 Collective bargaining process 劳资谈判过程38 Community of practice 演练小组39 Compa-ratio 比较比率40 Compensable factors 报酬要素41 Competency assessment 能力评估42 Competitive advantage 竞争优势43 Concentration strategy 集中战略44 Concurrent validation 同时效度45 Consumer price index, CPI 消费者价格指数46 Content validation 内容效度47 Continuous learning 持续学习48 Contributory plan 投入计划49 Coordination training 合作培训50 Core competencies 核心竞争力51 Criterion-related validity 效标关联效度52 Critical incident 关键事件53 Critical incident method 关键事件法54 Cross-cultural preparation 跨文化准备55 Cross-training 交叉培训56 Cultural environment 文化环境57 Cultural shock 文化冲击58 Customer appraisal 顾客评估59 Data flow diagram 数据流程图60 Database 数据库61 Decentralization 分散化62 Decision support systems 决策支持系统63 Defined-benefit plan 养老金福利计划64 Defined-contribution plan 资方养老金投入计划65 Delayering 扁平化66 Depression 沮丧67 Development planning system 开发规划系统68 Differential piece rate 差额计件工资69 Direct costs 直接成本70 Discipline 纪律71 Disparate impact 差别性影响72 Disparate treatment 差别性对待73 Diversity training 多元化培训74 Downsizing 精简75 Downward move 降级76 Efficiency wage theory 效率工资理论77 Electronic performance support system (EPSS) 电子绩效支持系统78 Employee empowerment 员工授权79 Employee leasing 员工租借80 Employee survey research 雇员调查与研究81 Employee wellness programs (EWPs) 雇员健康修炼计划82 Entrepreneur 企业家83 Equal employment opportunity (EEO) 公平就业机会84 Essay method 书面方式85 Ethics 道德86 Expatriate 外派雇员87 Expert systems 专家系统88 External analysis 外部分析89 External growth strategy 外边成长战略90 External labor market 外部劳动力市场91 Factor comparison system 因素比较法92 Feedback 反馈93 Flexible benefits plans (cafeteria plans) 灵活的福利计划（自助福利方案）94 Flextime 灵活的时间95 Forecasting （劳动力供求）预测96 Formal education programs 正规教育计划97 Frame of reference 参照系98 Functional job analysis, FJA 职能工作分析99 Gain sharing plans 收益分享计划100 Globalization 全球化101 Goals 目标102 Goals and timetables 目标和时间表103 Graphic rating-scale method 图式评估法104 Group-building methods 团队建设法105 Group mentoring program 群体指导计划106 Hay profile method 海氏剖析法107 High-leverage training 高层次培训108 High-performance work systems 高绩效工作系统109 Hourly work 计时工资制110 Human capital 人力资本111 Human resource information system (HRIS) 人力资源信息系统112 Human resource management 人力资源管理113 Human resources planning, HRP 人力资源计划114 Indirect costs 间接成本115 Individualism/collectivism 个人主义/集体主义116 Input 投入117 Instructional design process 指导性设计过程118 Internal analysis 内部分析119 Internal growth strategy 内部成长战略120 Internal labor force 内部劳动力121 Internet 互联网122 Internship programs 实习计划123 Interview 面试124 Intraorganizational bargaining 组织内谈判125 Job analysis 工作分析126 Job classification system 工作分类法127 Job description 工作描述128 Job design 工作设计。
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。
2024年5月人力资源管理师三级真题及答案整理版
A团体效应 B远期效应
C绘鱼效应
D晕轮效应
49、（C）的目的是筛选出那些背景和潜质都与职务规范所需条件相当的候选人。74页
A档案筛选法 B综合筛选法
C初步筛选法 D素养筛选法
50、对应聘者的评价应当做到（B）o
A自下而上 B由表及里
C由里及表
D由远及近
51、(A)让应聘者自由地发表看法或看法，以获得信息，避开被动。75页
D400%
乃、（B）是一种岗位评价方法，适合于规模较小、生产单一、岗位设置较少的企业。
A因素比较法 B排列法 C关键事务法 D评分法
76、（A）是指企业在生产经营活动中用于和支付给员工的全部费用。
A人工成本 B基本费用
C员工工资
D员工薪资
77、（八）是指由国家法律制度规定的，在正常状况下劳动者从事工作或劳动的时间。
A开放式提问 B封闭式提问
C选择式提问 D假设式提问
52、(C)揭示了人们想做什么和他们喜爱做什么。77页
A人格测试 B实力测试
C爱好测试
D情境测试
53、(A)检查的是用同一种测试方法对一组应聘者在两个不同时间进行测试结果的一样性。84页
A稳定系数 B外在一样性系数
C等值系数 D内在一样性系数
54、（八）工作属于全局性工作，能级最高。87页
A126人
B63人 C57人 D32人
46、人力资源费用支出限制的作用不包括（A）。课本56页
A保证员工合法权益 B降低人力资源管理费用
C防止滥用管理费用 D最大限度地限制人工成本
47、（A）能够给员工供应发展的机会，强化员工为企业工作的动机。课本58页
A内部招募 B社会聘请
C校内聘请
人力资源助理师三级英语词汇(音标)(按字母顺序排列)
['hju:mən] [ri'sɔ:s] ['mænidʒmənt]
['hju:mən] [ri'sɔ:s] ['plæniŋ]
['həu'listik] ['inkʌm] [,indi'rekt] [kɔst]
企业人力资源管理师（三级）专业词汇表-新版
音标 ['æbsəns] [ək,septə'biləti] [ə'tʃi:vmənt] [testc] ['ækʃən] [plæn] ['ædvə:s] [im'pækt] [ə'lauəns] [ə'naunsmənt] ['æplikənt] [,æpli'keiʃən] [ə'preizəl] [ə'pɔint] [,ɑ:bi'treiʃn] [əə'sesmənt] [krai'tiriə] [,ɔ:diəu'vizjuəl] [in'strʌkʃən] ['ɔ:dit] [ə'prəutʃ]
13 Assessment center
14 Assessment criteria
15 Audiovisual instruction
16 Audit approach
17 Balanced scorecard
18 bargaining- impasse
19 Behavior modeling 20 Behavior-based program 21 Benchmark 22 Benefit 23 Bonus 24 Business planning 25 Candidate
人力资源管理师(二级)完整电子版(出版社母版)教材-fariy
第一章人力资源规划第一节企业组织结构设计与变革第一单元企业组织结构设计一、组织结构设计的基本理论组织结构是组织内部分工协作的基本形式或框架。
随着组织规模的扩大，仅靠个人指令或默契远远不能高效实现分工协作，他需要组织结构提供一个基本框架，事先规定管理对象、工作范围和联络路线等事宜。
组织结构设计是指以企业组织结构为核心的组织系统的整体设计工作。
它是企业总体设计的重要组成部分，也是企业管理的基本前提。
组织设计虽然是一项操作性较强的工作，但它是在企业组织理论的指导下进行的。
（一）组织设计理论的内涵组织设计是在组织设计理论的指导下进行的，组织设计理论是企业组织理论的一部分。
1、组织理论与组织设计理论的对比分析组织理论又被称作广义的组织理论或大组织理论，它包括了组织运行的全部问题，如组织运行的环境、目标、结构、技术、规模、权利、沟通等，都属于其研究对象。
组织设计理论则被称作狭义的组织理论或小组织理论，它主要研究企业组织结构的设计，而把环境、战略、技术、规模、人员等问题作为组织结构设计中的影响因素来加以研究。
由此可见，组织理论与组织设计理论在外延上是不同的，从逻辑上说，组织理论应该包括组织设计理论。
2、组织理论的发展组织理论的发展大致经历了古典组织理论、近代理论和现代组织理论三个阶段。
组织理论的发展同整个管理理论的发展，基本是一致的。
古典组织理论主要是以马克思。
韦伯、亨利法约尔等人的行政组织理论为依据的，强调组织的刚性结构；近代组织理论则是以行为科学为理论依据，甚至作为行为科学的一部分而存在，他着重强调人的因素，从组织行为的角度来研究组织结构；现代组织理论则是从行为科学中分离出来，主要是以权变管理理论为依据，他既吸收了以前各种组织理论的有益成果，又强调应按照企业面临的内部条件而灵活地进行组织设计。
现代组织理论还在发展中，他的理论体系还有待进一步完善。
3、组织设计理论的分类组织设计理论又被分为静态的组织设计理论和动态的组织设计理论，静态的组织设计理论主要研究组织的体制（权、责结构）、机构（部门划分的形式和结构）和规章（管理行为规范）。
人力资源管理师三级英语单词词汇,分类记忆
中文近义词或同类词计划（plan/program）1. action plan 行动计划2. retention plan （核心人员）保持计划3. gain sharing plans 收益分享计划4. business planning 企业规划5. human resources planning (HRP) 人力资源计划6. succession planning 可持续发展计划7. behavior-based program 行为改变计划8. internship programs 实习计划9. group mentoring program 群体指导计划10. formal education programs 正规教育计划评估，评价（appraisal/assessment/evaluation）1. customer appraisal顾客评估2. performance appraisal 绩效评价3. peer appraisal 同事评估4. self-appraisal 自我评估5. assessment center 评价中心6. competency assessment 能力评估7. needs assessment （培训）需要评价8. job evaluation 工作评价9. Manager appraisal 经理评估10. Appraisal 评价，评估~法，分析（analysis/system）1. functional job analysis(FJA) 职能工作分析2. internal analysis 内部分析3. job analysis 工作分析4. Markov analysis 马克夫分析法5. factor comparison system 因素比较法6. job classification system 工作分类法7. job ranking system 工作重要性排序法8. audit approach 审计法9. balanced scorecard 综合评价卡，平衡计分法10. critical incident method 关键事件法11. leaderless group discussion 无领导小组讨论法12. Task analysis 任务分析13. Trend analysis 趋势分析~化1. managing diversity 管理多元化2. delayering 扁平化3. job enlargement 工作扩大化4. job enrichment 工作丰富化5. centralization 集权化6. decentralization 分散化7. globalization 全球化8. industrialization 产业化战略（strategy/strategic）1. concentration strategy 集中战略2. external growth strategy 外部成长战略3. internal growth strategy 内部成长战略4. strategy implementation 战略执行5. strategic choice 战略选择6. strategic congruence 战略一致性7. strategic human resource management 战略性人力资源管理能力（-ability）1. reasoning ability 推理能力2. cognitive ability 认知能力3. verbal comprehension 语言理解能力4. acceptability 可接受性5. readability 易读性6. reliability 信度7. validity 效度8. utility 效用9.efficiency 效率10. communication skill 沟通技巧11. explicit knowledge 显性知识12. tacit knowledge 隐形知识13. Talent 才能，才干培训（training）1. diversity training 多元化培训2. on-the-job training (OJT) 在职培训3. coordination training 合作培训4. cross-training 交叉培训5. readiness for training 培训准备6. training administration 培训管理7. training outcomes 培训结果8. web-based training 网上培训9. orientation 入职培训10. audiovisual instruction 视听教学系统（system）1. human resource information system (HRIS) 人力资源信息系统2. welfare system 福利体系3. development planning system 开发规划系统4. high-performance work systems 高绩效工作系统5. expert systems 专家系统6. performance planning and evaluation(PPE) 绩效规划与评价系统7. frame of reference 参照系面试，面谈（interview）1. interview 面试2. situational interview 情景面试3. panel interview 小组面试4. exit interview 离职面谈5. face to face discussion 当面讨论6. role play 角色扮演表,图1. goals and timetables 目标和时间表2. replacement charts 替换表3. skill inventories 技能量表4. staffing tables 人员配置表5. data flow diagram 数据流程图6. flowchart 流程图7. questionnaire 调查问卷8. relational database 关联数据库9.payroll 职工薪水册组织(organization)1. learning organization 学习型组织2. nonprofit organization 非营利组织3. organization design and development 组织设计与发展4. organization chart 组织结构图5. organization code 组织代码6. organizational analysis 组织分析管理（management）1. human resource management 人力资源管理2. total quality management (TQM) 全面质量管理3. performance management 绩效管理4. management by objectives(MBO) 目标管理5. management forecasts 管理预测6. senior management 高级管理层7. management process 管理过程8. strategic human resource management战略性人力资源管理9. managing diversity 管理多样化10. training administration 培训管理工作（job）1. job evaluation 工作评价2. functional job analysis(FJA) 职能工作分析3. job analysis 工作分析4. job enlargement 工作扩大化5. job enrichment 工作丰富化6. job classification system 工作分类法7. job ranking system 工作重要性排序法8. job description 工作描述9. job design 工作设计10. job rotation 工作轮换11. job satisfaction 工作满意度12. job specification 工作规范13. job structure 工作结构职业，职位，劳动力相关1. occupation 职业2. career development 职业发展3. career curves 职业曲线4. career counseling 职业咨询5. career anchor 职业锚6. authority 权威7. coach 教练8. entrepreneur 企业家9. head hunter 猎头10. line manager 直线经理11. mentor 导师（顾问）12. post 职位，岗位13. applicant 求职者14. application 申请（表）15. appoint 任命16. candidate 候选人17. dismiss 解雇，开除18. downward move 降级19. promotion 晋升20. outplacement counseling 重新谋职咨询21. recruitment 招募22. reinstatement 复职23. successor 后任24. subordinate 下属25. turnover 流动，离职26. work permit / work certificate 就业许可证27. manpower 人力，劳动力28. external labor market 外部劳动力市场29. internal labor force 内部劳动力30. labor relations process 劳动关系进程31. ethics 道德32. healthy and safety 健康安全33. morale 士气34. motivation to learn 学习的动机35. opportunity to perform 实践的机会36. power distance 权力差距37. talent 才能，才干38. compromise 妥协39. depression 沮丧40. discipline 纪律41. expatriate 外派雇员42. personnel selection 人员甄选43. employee survey research 雇员调查与研究44. absence 缺席45. deficiency 缺乏46. competency model 能力模型47. competitive advantage 竞争优势48. cultural shock 文化冲击49. adverse impact 负面影响50. egalitarian 平等主义51. human capital 人力资本52. intellectual asset 知识资产53. internet 互联网54. psychological contract 心理契约55. rapport 和谐，亲善56. recognition 认可，承认57. reject 拒绝，反对58. redundancy 冗余59. flextime 灵活的时间60. specificity 明确性工资，薪酬相关1. minimum wage 最低工资2. pay-policy line 工资政策线3.efficiency wage theory 效率工资理论4.differential piece rate 差额计件工资5. flat hourly rate 小时工资率6. hourly work 计时工资制7. piecework 计件工资8. overpay 超额工资9. pay grade 工资等级10. pay structure 工资结构11. skill-based pay 技能工资12. remuneration 报酬13. compensation 报酬，补偿14. compensable factors 报酬要素15. pay claim 加薪要求16. pay-for-performance standard 按绩效的报酬标准17. wage and salary survey 薪资调查18. allowance 津贴，补贴19. benefits 福利20. bonus 奖金21. dividends 红利22. earnings 收入所得23. income 收入，收益24. insurance 保险25. pension 养老金，退休金26. spot bonus 即时奖金27. inflation 通货膨胀28. input 投入29. sick leave 病假30. vesting 既得利益31. merit guideline 绩效指南32. feedback 反馈33. cost structure 成本结构34. night shift 夜班35. priority 优先36. maintenance of membership 会员资格维持37. substantive reason 客观存在因素38. Material incentive 物质奖励39. Performance feedback 绩效反馈专有名词，首字母缩写1. equal employment opportunity (EEO) 公平就业机会2. functional job analysis(FJA) 职能工作分析3. human resources planning (HRP) 人力资源计划4. IT (information Technology) 信息技术5. management by objectives(MBO) 目标管理6. on-the-job training (OJT) 在职培训7. position analysis questionnaire (PAQ) 职位分析问卷调查8. return on investment (ROI) 投资回报9. total quality management (TQM) 全面质量管理英文拼写法-ation结尾1. cross-cultural preparation 跨文化准备2. mediation 调解3. reconciliation 和解4. discrimination 歧视5. predictive validation 预测效度6. reputation 声誉，名声7. repatriation 归国准备8. consultation 商量，请教9. termination 终止10. occupation 职业11. application 申请（表）12. remuneration 报酬13. compensation 报酬，补偿14. inflation 通货膨胀15. strategy implementation 战略执行16. job evaluation 工作评价17. job rotation 工作轮换18. job specification 工作规范19. centralization 集权化20. decentralization 分散化21. globalization 全球化22. industrialization 产业化23. training administration 培训管理24. orientation 入职培训25. learning organization 学习型组织26. nonprofit organization 非营利组织27. performance planning and evaluation(PPE) 绩效规划与评价系统-ment 结尾1. announcement 公告2. commitment 承诺，义务3. cultural environment 文化环境4. employee empowerment 员工授权petency assessment 能力评估6. needs assessment （培训）需要评价7. job enlargement 工作扩大化8. job enrichment 工作丰富化9. return on investment (ROI) 投资回报10. organization design and development 组织设计与发展11. senior management 高级管理层12. human resource management 人力资源管理13. strategic human resource management 战略性人力资源管理14. performance management 绩效管理15. total quality management (TQM) 全面质量管理16. career development 职业发展17. recruitment 招募18. reinstatement 复职19.disparate treatment 差别性对待-ing 形式1. downsizing 精简2. voicing 发言3. behavior modeling 行为模拟4. continuous learning 持续学习5. decision making 决策6. demand forecasting 需求预测7. outsourcing 外包8. profits sharing 利润分享9. reengineering 流程再造10. subcontracting 转包合同11. supply forecasting 供给预测12. team building 团队建设13. employee leasing 员工租借14.business planning 企业规划15. human resources planning (HRP) 人力资源计划16. succession planning 可持续发展计划17. delayering 扁平化18. diversity training 多元化培训19. on-the-job training (OJT) 在职培训20. coordination training 合作培训21. cross-training 交叉培训22. readiness for training 培训准备23. web-based training 网上培训24. career counseling 职业咨询25. outplacement counseling 重新谋职咨询26. vesting 既得利益-s 形式1. achievement tests 成就测试2. benchmarks 基准3. core competencies 核心竞争力4. direct costs 直接成本5. indirect costs 间接成本6. person characteristics 个人特征7. gain sharing plans 收益分享计划8. formal education programs 正规教育计划9. training outcomes 培训结果10. high-performance work systems 高绩效工作系统11. expert systems 专家系统12. goals and timetables 目标和时间表13. replacement charts 替换表14. skill inventories 技能量表15. staffing tables 人员配置表16. management by objectives(MBO) 目标管理17. management forecasts 管理预测18. career curves 职业曲线19. compensable factors 报酬要素其他20. benefits 福利 1. arbitrary 仲裁21. dividends 红利 2. Invest 投资22. earnings 收入所得 3. Role analysis technique 角色分析技术。
2023年-2024年企业人力资源管理师之三级人力资源管理师真题精选附答案
2023年-2024年企业人力资源管理师之三级人力资源管理师真题精选附答案单选题（共45题）1、乐观系数决策标准又称( )。
A.赫威斯准则B.口头承诺准则C.感情承诺准则D.继续承诺准则【答案】 A2、柯克帕特里克从评估的深度和难度角度将培训效果分为（）四个递进的层次。
A.反应层面、学习层面、行为层面、结果层面B.学习层面、反应层面、行为层面、结果层面C.反应层面、行为层面、学习层面、结果层面D.学习层面、反应层面、结果层面、行为层面【答案】 A3、（）所采用的计算公式来源于排队论，该理论是研究系统随机聚散现象和随机服务系统工作过程的数学理论和方法，又称随机服务系统理论，是运筹学的一个分支。
A.岗位分析定员法B.回归分析定员法C.窗口服务岗位定员法D.经济计量模型定员法【答案】 C4、以下关于企业定员的说法，不正确的是( )A.定员和编制两个概念大相径庭B.企业定员亦称劳动定员或人员编制C.企业定员是劳动定额的一种重要发展形式D.企业定员是对劳动力使用的一种数量和质量界限【答案】 A5、以下关于绩效计划的表述，不正确的是（）A.绩效计划是一个双向沟通的过程B.参与和承诺是制定绩效计划的前提C.在计划沟通前主管应制定总体目标D.绩效计划是关于工作目标和标准的契约【答案】 C6、（）应以提示重点和要点、强化受训人员认知为主要职能。
A.培训计划B.培训规划C.培训材料D.培训课程【答案】 C7、（）又称T小组法，简称ST法。
A.案例分析法B.管理者训练C.头脑风暴法D.敏感性训练【答案】 D8、（）是人力资源总规划目标实现的重要保证。
A.人力资源战略规划B.人力资源费用规划C.人力资源培训规划D.人力资源制度规划【答案】 D9、（）承担着双重角色，既为单位择人，也为求职者择业。
A.职业技术学校B.人力资源部门C.就业中介机构D.再就业服务中心【答案】 C10、某商业大厦的服务员应保持愉悦的笑容和友善的态度，他们的绩效考评最好采用()考评。
人力资源管理师2、3级人力资源英语词汇表
人力资源管理师2级词汇表1 360-degree feedback process 360度反馈过程2 Absence 缺席3 Acceptability 可接受性4 Achievement tests 成就测试5 Action plan 行动计划6 Accountability 有责任7 Adolescent 青少年8 Adverse impact 负面影响9 Aggressive 有闯劲的，敢做敢为的10 Allowance 津贴，补助11 Ambition 野心，雄心12 Analytic approach 分析法13 Announcement 公告14 Applicant 求职者15 Application 申请16 Appraisal 评价,评估17 Appoint 任命18 Arbitrary 仲裁19 Assessment center 评价中心20 Attitude awareness and change program 态度认知与改变计划21 Attitudinal structuring 态度构建22 Authority 权威23 Audiovisual instruction 视听教学24 Audit approach 审计法25 Balanced scorecard 综合评价卡，平衡计分法26 Bargain 商谈27 Behavior modeling 行为模拟28 Behavior-based program 行为改变计划29 Benchmarks 基准30 Benefits 福利31 Bonus 奖金32 Business planning 企业规划33 Business division 事业部34 Business integration 业务整合35 Candidate 候选人36 Career anchor 职业锚37 Career counseling 职业咨询38 Career curves 职业曲线39 Career management system 职业管理系统40 Career development 职业发展41 Centralization 集权化42 Coach 教练43 Cognitive ability 认知能力44 Cognitive outcomes 认知性结果45 Collective bargaining process 劳资谈判过程46 Commitment 承诺，义务47 Communication skill 沟通技巧48 Compa-ratio 比较比率49 Compensable factors 报酬要素50 Compensation 报酬，补偿51 Competency assessment 能力评估52 Competency model 能力模型53 Competitive advantage 竞争优势54 Compromise 妥协55 Concentration strategy 集中战略56 Consultation 商量，请教57 Consumer price index, CPI 消费者价格指数58 Continuous learning 持续学习59 Coordination training 合作培训60 Core competencies 核心竞争力61 Cost structure 成本结构62 Critical incident method 关键事件法63 Cross-cultural preparation 跨文化准备64 Cross-training 交叉培训65 Cultural environment 文化环境66 Cultural shock 文化冲击67 Customer appraisal 顾客评估68 CV (curriculum vitae) 简历69 Data flow diagram 数据流程图70 Decentralization 分散化71 Decision making 决策72 Decision support systems 决策支持系统73 Deficiency 缺乏74 Defined-benefit plan 养老金福利计划75 Defined-contribution plan 资方养老金投入计划76 Delayering 扁平化77 Demand forecasting 需求预测78 Depression 沮丧79 Development planning system 开发规划系统80 Differential piece rate 差额计件工资81 Direct costs 直接成本82 Discipline 纪律83 Disparate impact 差别性影响84 Disparate treatment 差别性对待85 Diversity training 多元化培训86 Dividends 红利87 Discrimination 歧视88 Dismiss 开除，解雇89 Downsizing 精简90 Downward move 降级91 Efficiency wage theory 效率工资理论92 Egalitarian 平等主义93 Earnings 所得，收入94 Efficiency 效率95 Employee empowerment 员工授权96 Employee leasing 员工租借97 Employee survey research 雇员调查与研究98 Entrepreneur 企业家99 Equal employment opportunity (EEO) 公平就业机会100 Ethics 道德101 Exit interview 离职面谈102 Expatriate 外派雇员103 Expert systems 专家系统104 Explicit knowledge 显性知识105 External analysis 外部分析106 External growth strategy 外边成长战略107 External labor market 外部劳动力市场108 Face to face discussion 当面讨论109 Factor comparison system 因素比较法110 Feedback 反馈111 Flat hourly rate 小时工资率112 Flexible benefits plans (cafeteria plans) 灵活的福利计划（自助福利方案）113 Flextime 灵活的时间114 Flowchart 流程图115 Follow up 跟随，追随116 Formal education programs 正规教育计划117 Frame of reference 参照系118 Functional job analysis, FJA 职能工作分析119 Gain sharing plans 收益分享计划120 Globalization 全球化121 Goals and timetables 目标和时间表122 Graphic rating-scale method 图式评估法123 Grievance 委屈124 Group mentoring program 群体指导计划125 Guidelines 指导方针126 Head hunter 猎头127 Healthy and safety 健康安全128 Handover 工作交接129 High-performance work systems 高绩效工作系统130 Hourly work 计时工资制131 Human capital 人力资本132 Human resource information system (HRIS) 人力资源信息系统133 Human resource management 人力资源管理134 Human resources planning, HRP 人力资源计划135 Income 收入，收益136 Indirect costs 间接成本137 Individualism/collectivism 个人主义/集体主义138 Inflation 通货膨胀139 Input 投入140 Insurance 保险141 Intellectual asset 知识资产142 Internal analysis 内部分析143 Internal growth strategy 内部成长战略144 Internal labor force 内部劳动力145 Internet 互联网146 Internship programs 实习计划147 Interview 面试148 Industrialization 产业化149 IT(Information Technology) 信息技术150 Invest 投资151 Job analysis 工作分析152 Job classification system 工作分类法153 Job description 工作描述154 Job design 工作设计155 Job enlargement 工作扩大化156 Job enrichment 工作丰富化157 Job evaluation 工作评价158 Job commitment 工作认同159 Job ranking system 工作重要性排序法160 Job rotation 工作轮换161 Job satisfaction 工作满意度162 Job specification 工作规范163 Joint venture company 合资公司164 Key performance indicator,KPI 关键业绩指标165 Labor relations process 劳动关系进程166 Leaderless group discussion 无领导小组讨论法167 Learning organization 学习型组织168 Line manager 直线经理169 Maintenance of membership 会员资格维持170 Management by objectives, MBO 目标管理171 Management forecasts 管理预测172 Management process 管理过程173 Manager appraisal 经理评估174 Managing diversity 管理多元化175 Manpower 人力，劳动力176 Material incentive 物质奖励177 Mediation 调解178 Mentor 导师179 Merit guideline 绩效指南180 Minimum wage 最低工资181 Morale 士气182 Mobility 流动性183 Motivation to learn 学习的动机184 Needs assessment （培训）需要评价185 Night shift 夜班186 Nonprofit organization 非营利组织187 Occupation 职业188 On-the-job training, OJT 在职培训189 Open culture 开放文化190 Opportunity to perform 实践的机会191 Organization desgin and development 组织设计与发展192 Organizational analysis 组织分析193 Organizational capability 组织能力194 Organiztion chart 组织结构图195 Organization code 组织代码196 Orientation 入职培训197 Outlay 费用198 Outplacement counseling 重新谋职咨询199 Output 产出200 Outsourcing 外包201 Overpay 超额工资202 Panel interview 小组面试203 Pay claim 加薪要求204 Pay grade 工资等级205 Pay structure 工资结构206 Pay-for-performance standard 按绩效的报酬标准207 Pay-policy line 工资政策线208 Payroll 职工薪水册209 Pension 养老金，退休金210 Peer appraisal 同事评估211 Pep talk 鼓舞动员谈话212 Performance appraisal 绩效评价213 Performance feedback 绩效反馈214 Performance management 绩效管理215 Performance planning and evaluation (PPE) 绩效规划与评价系统216 Post 岗位，职位217 Potential 潜在的，可能的218 Priority 优先219 Probation 试用220 Person characteristics 个人特征221 Personnel selection 人员甄选222 Piecework 计件工资223 Position analysis questionnaire, PAQ 职位分析问卷调查224 Power distance 权力差距225 Predictive validation 预测效度226 Profit sharing 利润分享227 Promotion 晋升228 Psychological contract 心理契约229 Questionnaire 调查问卷230 Rapport 和谐，亲善231 Readability 易读性232 Readiness for training 培训准备233 Reasoning ability 推理能力234 Reconciliation 和解235 Recognition 认可，承认236 Recruitment 招募237 Redundancy 冗余238 Reengineering 流程再造239 Reference 参考240 Reject 拒绝，否决241 Reinstatement 复职242 Relational database 关联数据库243 Reliability 信度244 Remuneration 报酬245 Reputation 声誉，名声246 Retention plan (核心人员)保持计划247 Repatriation 归国准备248 Replacement charts 替换表249 Return on investment (ROI) 投资回报250 Role ambiguity 角色模糊251 Role analysis technique 角色分析技术252 Role play 角色扮演253 Senior management 高级管理层254 Settlement 解决，决定255 Sick leave 病假256 Simulation 仿真，模拟257 Self-appraisal 自我评估258 Subcontracting 转包合同259 Substantive reason 客观存在因素260 Successor 后任261 Supply forecasting 供给预测262 Survey 调查263 Target 目标，目的264 Talent 才能，才干265 Sick note 病假条266 Situational interview 情景面试267 Skill inventories 技能量表268 Skill-based pay 技能工资269 Specificity 明确性270 Spot bonus 即时奖金271 Staffing tables 人员配置表272 Strategic choice 战略选择273 Strategic congruence 战略一致性274 Strategic human resource management 战略性人力资源管理275 Strategy formulation 战略形成276 Strategy implementation 战略执行277 Subordinate 下属278 Succession planning 可持续发展计划279 Tacit knowledge 隐形知识280 Task analysis 任务分析281 Team leader training 团队领导培训282 Team building 团队建设283 Top stratum 高层284 Termination 终止285 Total quality management (TQM) 全面质量管理286 Training administration 培训管理287 Training outcomes 培训结果288 Transaction processing 事务处理289 Trend analysis 趋势分析290 Turnover 离职，流动291 Utility analysis 效用分析292 Validity 效度293 Verbal comprehension 语言理解能力294 Vesting 既得利益295 Voicing 发言296 Wage and salary survey 薪资调查297 Wage freeze 冻结工资增长298 Web-based training 网上培训299 Welfare system 福利体系300 Work permit/ work certificate 就业许可证3级词汇表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 program 行为改变计划20 Benchmarks 基准21 Benefits 福利22 Bonus 奖金23 Business planning 企业规划24 Candidate 候选人25 Career anchor 职业锚26 Career counseling 职业咨询27 Career curves 职业曲线28 Career development 职业发展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42 Continuous learning 持续学习43 Coordination training 合作培训44 Core competencies 核心竞争力45 Cost structure 成本结构46 Critical incident method 关键事件法47 Cross-cultural preparation 跨文化准备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68 Downsizing 精简69 Downward move 降级70 Efficiency wage theory 效率工资理论71 Egalitarian 平等主义72 Earnings 所得，收入73 Efficiency 效率74 Employee empowerment 员工授权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87 Factor comparison system 因素比较法88 Feedback 反馈89 Flat hourly rate 小时工资率90 Flextime 灵活的时间91 Flowchart 流程图92 Formal education programs 正规教育计划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 desgin and development 组织设计与发展160 Organizational analysis 组织分析161 Organiztion 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 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。
人力资源从业者可以考取的证书
人力资源从业者可以考取的证书Revised as of 23 November 2020中国人力资源从业者可以考取的证书种类详解目前，人力资源考证越来越火，有关HR管理的证书培训也层出不穷，我们精心搜集整理，给想往HR发展的人提供一些参考。
不过要再次提醒一点的是，证书不代表能力，不要唯证书是金，合理投资自己的培训，才会得到回报。
?（一）■人力资源管理师国家职业资格证书该资格证书是国内认可度最高的人力资源资格证书，开始于2003年，由国家劳动和社会保障部职业技能鉴定中心进行资格认证。
适合人群：企事业单位在岗或有志从事人力资源规划、员工招聘选拔、绩效考核、薪资福利管理、激励、培训与开发、劳动关系协调等工作的专业管理人员。
证书等级：人力资源管理员(四级)，助理人力资源管理师(三级)，人力资源管理师(二级)，高级人力资源管理师(一级)。
考试内容：人力资源规划、招聘与配置、培训与开发、绩效管理、薪酬福利管理、劳动关系管理。
考试时间：一年二次，5月和11月。
颁证部门：劳动和社会保障部培训就业司。
该证书由各地人力资源和社会保障局负责鉴定考试，各地又稍有区别。
上海是所有国家职业资格证书鉴定考试要求和考试难度比全国一般地区的鉴定要严格，难度也增加。
上海的考试内容：增加专业英语。
考试时间：一年三次，4月、9月、12月。
考试内容：管理员考二门：专业知识和实务技能助理管理师考三门：专业知识、实务技能、专业英语管理师考四门：专业知识、实务技能、专业英语、面试高级管理师考二门：专业技能、论文答辩考试有效：2年内考完全部科目及格，即拿证书推荐机构：中国人力资源前沿网三才培训网（二）■经济师（人力资源）职称证书介绍：该资格证书是专业技术职称系列，经济专业技术资格实行全国统一考试制度，由全国统一组织、统一大纲、统一试题、统一评分标准。
资格考试设置两个级别：经济专业初级资格、经济专业中级资格。
参加考试并成绩合格者，获得相应级别的专业技术资格，由人事部统一发放合格证书。
助理人力资源管理师-三级 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 .2. 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. recruitment4. Organizational and corporate plans indicate the direction in which the organization is going.A. goals5. aims to broaden experience by moving people from job to job or department to department. analysis B. Job rotation satisfaction 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 . managers more control over their subordinates managers increased skill in managing their own careersgreater retention of valued employees 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 resou rce 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 marketto the passge, management consultancies .less mobile than people at a junior level be recruited from external labor market be promoted from within the organization not knowledge workers3. If a firm can predict people requirements fairly accurately, it may not .their own staff training programspeople from within the organization more on recruiting from outside4. ‘Make or buy’ policy decision is a part of .resource planning and development appraisal analysisbest title of this passage is .organizational context of human resource planning of human resource planninglabor market context for human resource planning 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.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 managersto 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.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 onone trait 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 aenlargement 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 jobcontent 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 .analysis analysis analysis 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 .analysis analysis analysis 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）Multipe rson 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 theindividual 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 o f twenty-six”, while the other says “ ranked seventeenth out of thirty”. Obviously, the latter instructor gives out a lot more high grades!comparisons is a(an) measuring device.A. absoluteB. relativeC. accurateD. falseto the passage, there are three most popular comparisons except .A. group order rankingB. individual rankingC. graphic rating scalesD. paired comparisonsthis 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 simultaneouslyfollowing 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 groupedarticle might be extracted from the paper about .appraisal and replacement and development 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. Te chniques 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.are often cnsidered as a function in human resource management.2. Extrinsic rewards include the following except .enrichment compensation compensation rewardsto 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.which the organization provides employees belong to .rewards compensation compensation rewards5. The author of this passage would most likely agree that .indirect compensation is controllable by management ,then it can’t be considered as a motivating reward.indirect compensations are made uniformly available to all employees at a given job level, regardless of performance, they will lose their motivating function.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that such Workers2. In summary, is an integral part of every manager’s job.3. In the area of and hiring, i t’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. 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 andindividual 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 successfullyA. 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 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 .。
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认知人力资源管理相关词汇300（246）个；能够理解、设计常用人力资源管理实 践过程中所使用的英文图表、工作流程；能翻译人力资源管理专业书面资料；用 英语书面表达较复杂的人力资源管理工作实务。1967年以前考生本项目成绩为参 考分数
Test Constitution
CRITERIA
• valuable • unique • extendable • learning
Processes
Benefits VALUE = --------Costs
Knowledge
Competing Through People
Relationships Technologies
UNIQUE = (social complexity + causal ambiguity)
• Identify & develop core skills • Integrate diverse activities • Respond with agility & speed • Empower action • Innovate
Resources of an Organization
Mitsubishi Motors just announced plan to cut 10,000 jobs. Last week Nissan, now owned by Renault and answering to its tough-minded foreign boss, pledged to slash 16,500. Similar reports from Tokoy for the past year have been greeted by American and British economists as signals that at last the famous Japanese practices of permanent employment is vanishing – a profound transformation that they insist Japan needs
Gap? HR Needs
Employee Flows in an Organization
External Recruits Recalls promotions demotions internal transfers Quits Retirements Deaths Layoffs
Extensive Readings - Layoffs
Human Resource Planning
Getting the right people At the right place At the right time
Human Resource Planning
Demand Forecasting Strategic Plan
Number of Employees Types of Employees
Human Resource Planning
“process of identifying and responding to organizational needs and charting new policies, systems, and programs that will assure effective human resource management under changing conditions”
250 HRM Key Terms Reading and Understanding Intensive Reading Materials
HRM Practice Graphs, Working Process, Reports & Documentation
Basic Communication in Daily HRM Practices
300 HRM Key Terms Reading and Understanding Intensive Reading Materials
HRM Practice Graphs, Working Process, Reports & Documentation
Good Communication in Daily HRM Practices Fluent Translation between Chinese & English HRM Materials English Writing
终生学习
我将今天上课的内容, 献给那些真正具有
终生学习的精神和意志的朋友！
Lecture Agenda
A.M(9:00 ~ 12:00AM):
Warm up & Opening Speech: 15 min.
HRM Theory Introduction : 90 min. Break: 15 min. HRM Key Vocabulary & Terms Review: 60 min.
Strategic Planning
Determine the organizational mission. Scan the organizational environment. Set strategic goals. Formulate a strategic plan.
Choice 20 Points (2*10) Reading 30 Points ( 2 Passages or so ) Writings 20 Points
Core Competence…
…is a bundle of skills and technologies that enables a company to provide a particular benefit to customers. --Hamel and Prahalad
职业经理人 素质提升
东方领导艺术
企业战略
市场营销 与销售技巧
心理咨询培训
EAP
某管理培训体系课程设计例举
决策 与领导者课程
中层管理者课程 初级经理人课程
个 人 知 识 技 能 提 升
企 业 战 略
市 场 营 销
项 目 管 理
生 产 管 理
采 购 物 流
财 务 管 理
高 级 研 修
M B A
员工核心能力课程 新员工入职培训课程
Benefits of HR Planning
Aids in planning job assignments Helps cope with fluctuations in staffing Identifies recruiting needs Provides other useful information
Supply Forecas Gathering job information
Analyzing job information
Documenting job information
Human Resource Planning
Demand
Supply
English for Human Resources Management
-By Jane Ma (Ma Xifang)
Mentor Introduction
Education Background:
Bachelor degree in International Economics & Trade, Zhejiang University of Science and Technology MBA Degree in Shanghai Jiaotong University With 6 Sigma GB & BB certificate
P.M (1:00 ~4:00PM):
Test - Choice Section: 40 min. Reading Section: 60 Min. Break: 15 min. Writings: 60 min. Summary: 15 min.
Warm-up: Present Yourself
Professional Experience:
General Manager, Shanghai Wisdom Training Co., ltd Account Manager, Yanfeng Johnson Controls
Project Manager , Delphi Packard
Level III:
Translation 30 Points (2*15) Choice I 20 Points (2*10)
Choice II 20 Points (2*10)
Reading 30 Points (2 Passages or so)
Level II:
Translation 30 Points (2*15)
Objectives of Human Resource Planning Enable organizations to anticipate their future HRM needs To identify practices that will help them meet those needs
Human Resource Certification Institute
Professional in Human Resources (PHR)
Senior Professional in Human Resources (SPHR)