人力资源管理三级英语复习资料

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人力资源管理师三级=英语课堂笔记

人力资源管理师三级英语课堂笔记1、英语学习技巧：单词必背+阅读技巧必掌握其中单词运用于英汉互译、选词填空、单项选择，而阅读技巧运用于阅读理解。

2、考试切忌：粗心大意、急躁；废卷提醒，即勿有同样的答案。

3、练习册上的英语试卷必须全做并掌握，多看，但勿死记硬背。

4、阅读理解题型每天做两篇，要掌握其中的技巧；可自我分类整理，如每天在规定时间内记忆25个单词，10天后总复习，随机抽取背诵；选词填空的关键技巧在于记单词，找句首，找关键词、“暗示词”。

根据英语试卷的四类题型逐一讲解：※阅读理解的技巧：1、阅读理解题型三个“严禁”：统读全文后再答题××、先看所有问题后在文中找答案××、逐项看问题后在文中找答案××。

2、阅读理解坚持三三原原则则．．．．．．：退而求其次、由点到面、看完全部选项．．．．．．．．．．．．．．．．．（勿急于选择，而是看完全部选项后再选择）。

3、如果在阅读理解的五个问题中的第一与第五问中出现以下三个单词中的任何一个（t t i i t t l l e e ．．．．．．．．．．，，．．t t o o p p i i c c ．．．．．．．．．．，，．．e e x x t t r r a a c c t t e e d d ．．．．．．．．．．．．．．．．．．）,则问题的关键答案在于回答文中的“中中心心思思想想．．．．．．．．”，应在第一段中寻找，四个答案中的选项会出现以下三种情况：4、文中有无异样单词或词组（如加粗、段落符号、斜体等），找其中不一样的。

5、选择一句话时：如有“，，。

”“；；。

”或“and and。

”形式，说明句中有三个平等式，找其中不一样的，也或以参照由点及面原则，从题目中找点再找文中相关联的。

6、“由点及面”运用最多，如果四选项中均有，则可能会出现“原文是肯定句”，而选项中是“否定句”的情况。

其中找“点”，是依靠经验积累，前提是必须思路清晰，有良好的心态，要有耐心、认真，随意找一个“点”时，如果没有找到，说明不合适，重新再选择新的“点”。

人力资源三级英文单选1-50题英汉版

单项选择题（1-50 英中对照含答案）1、The process of helping redundant employees to find other work or start new careers is outplacement （B）帮助失业的员工重新谋职的过程是一个新的职业A、replacementB、outplacementC、releaseD、downsizing替换重新谋职发布精简2、(D) Critical incidents focuses the evaluator’s attention on those Behaviors that are key in making the difference between executing a job effectively or ineffectively.关键事件将评估者的重点聚焦在那些在有效或无效地执行工作行为的区别上The group order ranking B、Written essay C、The individual ranking D、Critical incidents集团排名书面描述法个人排名关键事件评估3. The recruitment plan should include plans for attracting good candidates by ensuring that the org anization will become an 'employer of choice'. （C）招聘计划应该包括吸引优秀候选人的计划，确保该组织成为“首选雇主A、outplacementB、 evaluationC、 recruitmentD、training重新谋职评估人才招聘培训4、Organizational goals and corporate plans indicate the direction in which the organization is going. （A）组织目标和公司计划指明了组织前进的方向A. goalsB. resourceC. resultD. process目标资源结果方法5. Job rotation aims to broaden experience by moving people from job to job or department to department. （B）轮岗的目的是通过将人们从工作或部门转移到部门来拓宽工作经验。

人力资源三级(助理人力资源管理师)专业英语10套

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Answer:1. 学徒制2. 职业支持3. 外包4. 数据库5. 员工授权6. 目标7. 人力资源信息系统8. 工作轮换9. 学习型组织 10. 心理契约 11. Wage and salary survey 12. Task analysis 13. Recruitment14. Performance management 15. Job enrichment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 i n order to stimulate .Answer:1.D2.B3.I4.H5.A6.J7.F8.C9.E 10.G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 Answer:1.B2.D3.C.4.A5.B.6.B.7.A8.A9.B 10.C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:1. The internal labor market- the stocks and flows of people within the organization who can bepromoted, trained, or re-deployed to meet future needs.2. The external labor marker- the external local, regional, national and international markets fromwhich different sorts of people can be recruited. There are usually a number of markets, andthe labor supply in these markets may vary considerably. Likely shortages will need to beidentified so that steps can be taken to deal with them, for example by developing a moreattractive ‘employment proposition’.As part of the human resource planning process, an o rganization 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 theorganization’. 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 planningAnswer:1.C2.B3.D4.A5.C（二）Wlaters (1983) identifies nine sources of information which help to identify training priorities. These are:1. Organizational goals and corporate plans which indicate the direction in which the organization is going and, therefore, major training priorities.2. Human resource and succession planning which provides information on future skill requirements and management training needs.3. Personnel statistics on, for example, labor turnover, which highlight HR issues which might be addressed by training.4. Exit interviews which might suggest deficiencies in training arrangements.5. Consultation with senior managers which obtains opinions on training needs from key decision makers.6. 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.7. Departmental layout changes which provide information about future developments and related training needs.8. Management requests for training which set out perceived needs.9. 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.Answer:1.D2.B3.A4.B5.C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Answer:1. 集权化2. 评价中心3. 文化冲击4. 外派雇员5. 计时工资制6. 实习计划7. 工作认同8. 目标管理9. 工资政策线10. 自我评估11. 360-degree feedback 12. Selection 13. Performance appraisal 14. Job specification 15. Indirect costsqualified 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.Answer:1.H2.A3.D4.C5.F6.B7.J8.G9.E 10.I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 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 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 againstsimilar 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. detailsAnswer:1.C2.D3.C4.B5.B6.C7.C8.D9.C 10.B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’ p erformance. 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 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 systemsAnswer:1.B2.C3.D4.B5.A（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 effort s 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 itclearly 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. Answer:1.C2.A3.D4.C5.B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. 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Answer: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. Downsizingbe 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. Answer:1.F2.C3.J4.E5.A6.H7.B8.D9.I 10.G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. s tandards 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 gainsharing 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 gainsharing 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 evaluationAnswer: 1.B 2.A 3.A 4.A 5.B 6.D 7.D 8.C 9.C 10.C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 commercialknowledge. 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 isto 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 performancerequired.●attitudes –the disposition to behave or to perform in a way that is in accordance with therequirements 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. attitudes。

职称英语综合类A级B级习题及答案

人力资源管理师三级复习要点2010.5：第一章简答题、计算题一、工作岗位分析信息的主要来源..选择题1．书面资料；在企业中;一般都保存各类岗位现职人员的资料记录以及岗位责任的说明..例如：组织中现有的岗位职责、供招聘用的广告等..2．任职者的报告；可通过访谈、工作日志等方法得到任职者的报告..3．同事的报告；可以从任职者的上级、下属等处获得资料..这些资料可以弥补其他报告的不足..4．直接的观察；尽管岗位分析人员出现在任职者的工作现场对于任职者会造成一定的影响;但这种方法仍能提供一些其他方法所不能提供的信息二、工作分析的概念、内容及作用1、概念：工作岗位分析是对各类工作岗位的性质任务;职责权限;岗位关系;劳动的条件和环境;以及员工承担本岗位工作应具备的资格条件所进行的系统研究;并制定工作说明说等岗位人事规范的过程2、内容：1完成岗位调查取得相关的信息;对岗位的时间;空间范围做出科学的界定;然后再对岗位内在活动进行系统的分析;并做出概括和总结2界定岗位的工作范围和内同;提出岗位员工应具备的资格条件3将上述岗位分析的研究果;制定成工作说明书等人事文件3、作用：1、岗位分析为企业选拔、任用合格的员工奠定了基础..2、岗位分析为员工考核、晋升提供了依据..3、岗位分析成为企业改进岗位设计、优化劳动环境的必要条件..4、岗位分析是企业制定有效的人力资源计划;进行人才预测的重要前提..5、岗位分析是岗位评价的基础;而岗位评价又是建立、健全企业薪酬制度的重要步骤..三、岗位规范与工作说明书的区别..岗位规范与工作说明书即相互联系;又存在一定的区别：1从涉及的内容来看：工作说明书是以岗位的事和物为中心;对岗位的内涵进行深入分析;而岗位规范所覆盖的范围;涉及的内容比工作说明书要广泛的多;只是其中内容有所交叉..2岗位规范与工作说明书所突出的主体不通;岗位规范是在岗位分析的基础上;为员工的招收;考核;培训;选拔;任用提供依据;而工作说明书则是岗位进行系统全面的剖析;工作岗位规范是工作说明书的组成部分..3从具体的结构形式看;工作说明书一般不受标准化原则的限制;而岗位规范一般是有企业单位职能部门按企业标准化原则;统一制定发布执行的..四、改进工作岗位设计的基本内容..多选、简答1、工作扩大化和丰富化2、岗位工作满负荷3、岗位工时制度4、劳动环境的优化五、工作岗位说明书的概念、内容P61、基本资料..主要包括岗位名称、岗位等级即岗位评价的结果、岗位编码、定员标准、直接上下级和分析日期等方面识别信息..2、岗位职责..主要包括职责概述和职责范围..3、监督与岗位关系..说明本岗位与其他岗位之间在横向与纵向上的联系..4、工作内容和要求..它是岗位职责的具体化;即对本岗位所要从事的主要工作事项作出的说明..5、工作权限..为了确保工作的正常开展;必须赋予每个岗位不同的权限;但权限必须与工作责任相协调、相一致..6、劳动条件和环境..它是指在一定时间空间范围内工作所涉及的各种物质条件..7、工作时间..包含工作时间长度的规定和工作轮班制的设计等两方面内容..8、资历..由工作经验和学历条件两方面构成..9、身体条件..结合岗位的性质、任务对员工的身体条件做出规定;包括体格和体力两项具体的要求..10、心理品质要求..岗位心理品质及能力等方面要求;应紧密结合本岗位的性质和特点深入进行分析;并作出具体的规定..11、专业知识和技能要求..12、绩效考评..从品质、行为等多个方面对员工进行全面的考核和评价..六、工作岗位设计的基本原则..选择题1、明确任务目标原则2、合理分工协作原则3、责权利相对应原则4、因事设岗原则七、工作岗位设计的基本方法及分析工具：程序分析、动作研究P19传统的方法研究技术传统的方法研究技术;是运用调查研究的实证方法;对现行岗位活动的内容和步骤;进行全面系统的观察、记录和分析;找出其中不必要不合理的部分;寻求构建更为安全经济、简便有效作业程序的一种专门技术..包括：1、程序分析..2、动作研究..现代工效学的方法现代工效学的方法;是研究人们在生产劳动中的工作规律、工作方法、工作程序、细微动作、作业环境、疲劳规律、人机匹配;以及在工程技术总体设计中人机关系的一门科学..其他可以借鉴的方法对企业的岗位设计来说;除了上述可采用的两种方法之外;最具现实意义的是工业工程所阐明的基本理论和基本方法..八、企业定员的基本原则..1、定员必须以企业生产经营目标为依据；2、定员必须以精简、高效、节约为目标；3、各类人员的比例关系要协调；4、要做到人尽其才、人事相宜；5、要创造一个贯彻执行定员标准的良好环境；6、定员标准应适时修订..九、定员的五种方法;适用条件;计算方法P28、P38某类岗位用人数量=某类岗位制度时间内计划工作任务总量 / 某类人员工作劳动效率按劳动效率定员是根据生产任务和工人的劳动效率、出勤率来计算定员人数..定员人数=计划期生产任务总量 / 工人劳动效率*出勤率按设备定员是根据设备需要开动的台数和开动的班次、工人看管定额;以及出勤率来计算定员人数定员人数=需要开动设备台数*每台开动的班次 / 工人看管定额*出勤率按比例定员按照与企业员工总数或某一类人员总数的比例;来计算某类人员的定员人数..按岗位定员是根据岗位的多少;以及岗位的工作量大小来计算定员人数..班定员人数=共同操作各岗位生产工作时间的总和 / 工作班时间—个人需要与休息宽放时间按组织机构;职责范围和业务定员主要适用于企业管理人员和工程技术人员的定员..十、企业定员标准的概念与分级分类..P371、定员标准是由劳动定额定员标准化主管机构批准;发布;在一定范围内对劳动者所作的统一规定..2、分级按管理体制分1.国家劳动定员标准2.行业劳动定员标准3.地方劳动定员标准4.企业劳动定员标准分类按定员标准综合程度分1.单项定员标准详细定员标准;以某类岗位、设备、产品或工序为对象制定标准2.综合定员标准概略定员标准;以某类人员乃至企业全部人员为对象制定标准按定员具体形式分1.效率定员标准2.设备定员标准3.岗位定员标准4.比例定员标准5.职责分工定员标准..十一、劳动定员标准设计要求原则;包含的内容P38-391、定员水平要科学、先进、合理2、依据要科学3、方法要先进4、计算要统一5、形式要简化6、内容要协调十二、制度规范的类型1、企业基本制度;企业基本制度是企业的宪法2、管理制度;是对企业管理各基本方面的规定的活动框架;调剂集体协作行为的制度..3、技术规范;是设计某些技术标准;技术规程的规定..4、业务规范;针对业务活动过程中那些大量存在;反复出现;有能摸索出科学处理办法的事务所指定的业务处理规定..5、行为规范;在企业组织当中;有些制度规范涉及了个人行为;还有一些规范是专门针对个人行为专门制定的..十三、人力资源管理制度规划的原则1、共同发展原则2、适合企业的特点3、学习与创新并重4、符合法律规定5、于集体合同协调一致十四、审核人工成本预算的方法..1.注重内外部环境变化;进行动态调整1关注政府发布的年度工资指导线;即基准线、预警线和控制下线来衡量本企业生产经营状况2.定期进行工资水平市场调查;了解同类企业工资变化3.关注消费物价指数2.注重比较分析费用使用趋势3.保证企业支付能力和员工利益..十五、审核人力资源管理费用预算的方法..1、首先要认真分析人力资源管理各方面活动及其过程;然后确定需要哪些资源、多少资源给予支持如人力资源、财务资源、物质资源..2、在审核费用时;首先要认真分析人力资源管理各方面活动及其过程;然后确定在这些活动及其过程中;都需要哪些资源、多少资源给予支持如人力资源、财务资源、物质资源..这些费用预算与执行的原则是“分头预算;总体控制;个案执行”;公司根据上年度预算与结算的比较情况提出一个控制额度..第二章计算题、图表分析题、简答题考试指南：P115;116一、内、外部招聘方法比较分析P62-641、内部招募的主要方法内部招募：一推荐法；二布告法；三档案法..优点：了解全面;准确性高激励性强;适应性快;使组织培训投资得到回报;费用较低缺点：来源局限、抑制创新;“近亲繁殖”;可能造成内部矛盾2、外部招募的主要方法外部招募：一发布广告；二借助中介；职业介绍机构猎头公司、劳务市场、人才交流中心针对性强、费用低、招聘洽谈会应聘者集中;选择余地大;有时难以招聘到高级人才三校园招聘；适合招聘大批初级技术人员四网络招聘；成本低、选择余地大、涉及范围广、方便快捷、不受地点和时间限制、申请书等资料的储存、分类、处理和检索更便捷和规格化..五熟人推荐..六行业协会优点：来源广;余地大;利于召到一流人才；带来新思想、新方法；树立企业形象；可平息或缓和内部竞争者之间的矛盾；节省培训投资缺点：筛选难度大；进入角色慢；招募成本大；决策风险大；可能影响内部员工积极性不同招聘方法适用的招聘对象：发布广告：中下级人员借助一般中介机构：中下级人员猎头公司：热门、高级、尖端人员上门招聘：初级专业人员熟人推荐：专业人员、一般人员二、选择招聘渠道的主要步骤..1、分析单位的招聘要求；2、分析招聘人员的特点；3、确定适合的招聘来源；4、选择适用的招聘方法；5、选择对应的媒体发布信息；6、收集应聘者资料三、参加招聘会的主要程序..1、准备展位2、准备资料和设备3、招聘人员的准备4、于协作方沟通联系5、招聘会后的工作四、如何筛选简历和申请表..1、筛选简历一分析简历结构；二审察简历的客观内容；三判断是否符合岗位技术或经验要求；四审查简历中的逻辑性；五对简历的整体印象..2、筛选申请表的方法方法：筛选申请表的方法一判断应聘者的态度；二关注与职业相关的问题；三注明可疑之处..五、笔试、面试如何改进和提高..六、员工招聘活动评估1、成本效用评估P83是对招聘成本所产生的效果进行分析招聘成本效益评估是坚定招聘效率的一个重要指标..1、招聘成本;一部分是直接成本一部分是间接费用 2、成本效用评估 3、招聘收益成本比..2、数量与质量的评估P841、数量评估：录用员工数目的评估是对招聘工作的有效性检验的一个重要方面..2、质量评估：录用人员的质量评估实质上是对录用人员在人员选拔过程中对其能力、潜在、素质等进行的各种测试与考核的延续..录用质量是对员工绩效行为;实际力;工作潜力的评估;是对招聘工作成果和方法的有效性检验的另外一个方面招聘任务3、信度与效度的评估P84信度是指测试结果的可靠性和一致性;信度分为稳定系数、等值系数、内在一致系数效度即有效性和精确性;分为预测效度、内容效度、同侧效度七、人员录用的主要策略、特点;计算;表2-1P821多重淘汰式：每种测试方法都是淘汰性的;应聘者必须在每种测试中都达到一定水平方能合格2补偿式：不同测试的成绩可以互为补充;最后根据应聘者在所有测试中的总成绩作出录用决策3结合式：有些测试是淘汰性的;有些是可以互为补偿的;应聘者通过淘汰性的测试后;才能参加其他测试八、企业如何改进劳动分工——对过细的劳动分工进行改进..1扩大业务法2充实也无法3工作连贯法4轮换工作法5小组工作法6兼岗兼职7个人包干负责九、5S管理..整理、整顿、清扫、清洁、素养十、工作轮班的组织形式；排班方法P107四班三运转：也叫四三制;其轮休制是以八天为一个循环期;组织四个轮班;实行早、中、夜三班轮流生产;保持设备连续生产不停;工人每八天轮休两天的轮班工作制度..也可安排工作三天休息一天;或工作九天休息三天;从循环期上看;可分为四天、八天、十二天等形式..在实行每周40小时的工时制度下;企业采用本轮班方法时;每个月需要安排一个公休日..五班四运转：即五班轮休制;它是员工每工作十天轮休两天的轮班制度..以十天为一个循环期;组织五个轮班;实行早、中、夜三班轮流生产;保持设备连续生产不停;并每天安排一个副班;按照白天的正常时间上班;负责完成清洗设备、打扫卫生、维护环境等辅助性、服务性工作任务..第三章方案设计题、简答题1、培训管理的四个阶段..2、培训需求信息的收集方法..3、培训评估P1434、评估表：方案设计P142-1435、培训方法的应用P157案例分析法、事件处理法P158-1596、培训风险管理制度P165第四章案例分析题、简答题1、绩效管理的5个阶段P170;尤其应注意考评阶段的组织实施工作..2、选择绩效考评方法时;应考虑因素3个P1733、在设计考评方法时的基本原则P174第五章绩效面谈种类、绩效反馈P1854、提高绩效面谈有效性的具体措施或方法P1865、绩效考评方法进行分析..第六章计算题、简答题1、制定企业薪酬管理制度的基本依据P2142、单项工资管理制度制定的基本程序：四点P2173、常用工资管理制度的制定程序P2174、表5-25;表5-26;计算、排序;决定岗位工资差别P239-2405、员工福利管理..第七章案例分析题1、集体合同、企业民主管理制度..2、劳动关系变更、劳动合同变更引发的争议3、工伤致残的劳动争议4、工伤等级十级P313;更等级的待遇、适用期限答题表述：这是一个……引发的劳动争议案例参考题目一、简答1、在进行工作岗位分析时;应掌握工作岗位的哪些基本特点2、如何提高绩效面谈的有效性二、方案设计题1、工作轮班制的组织形式及排班方法符合新劳动合同法2、如何运用事件处理法或案例分析法展开员工培训3、设计培训评估表某外贸企业为提升企业的竞争力．针对部分业务人员进行了为期三天的商务礼仪培训．希望通过培训使每个学员能运用规范的商务礼仪来进行各种商务活动;塑造良好的企业形象..培训结束后人力资源部门为了解受训者对培训项目的感性认识;同时为将来课程的改进收集信息;要求受训者填写培训课程评估表．请根据上述情况;为该企业设计一份培训课程评估表..三、计算题1、岗位等级评价P240四、案例分析题案例1某公司又到了年终绩效考核的时候;从主管人员到员工每个人都很紧张;大家议论纷纷..公司采用强制分布式的末位淘汰法;到年底根据员工的表现;将每个部门的员工划分为A 、B 、C 、D 、E 五个等级..分别占10%、20 ％、40%、20 ％、l0%;如果员工有一次被排在最后一级;工资降一级;如果有两次排在最后一级;则下岗进行培训;培训后根据考察的结果再决定是否上岗;如果上岗后再被排在最后10% ;则被淘汰;培训期间只领取基本生活费..主管人员与员工对此都有意见;但公司强制执行..财务部主管老高每年都为此煞费苦心;把谁评为E 档都不合适..该部门是职能部门;大家都没有什么错误;工作都完成得很好..去年;小田有急事;请了几天假;有几次迟到了;但是也没耽误工作..老高没办法只好把小田报上去了..为此小田到现在还耿耿于怀;今年不可能再把小田报上去了..那又该把谁报上去呢请回答下列问题：1财务部是否适合采用强制分布法进行绩效考评为什么 9 分2强制分布法有何优点和不足 11分案例2参见考试指南案例32006年3月10日振兴公司与公司工会推选出的协商代表经过集体协商;签订了一份集体合同草案;双方首席代表签字后;该草案经五分之四的职工代表通过..其中;关于工资和劳动时间条款规定：公司所有员工每月工资不得低于1300元;每天工作用8小时..同年3月17日振兴公司将集体合同将集体合同文本及说明材料报送当地劳动和社会保障局登记、审查、备案;劳动和社会保障局在15日内未提出异议..所以;2006年4月2日;振兴公司和工会以适当的方式向各自代表的成员公布了集体合同..2006年5月;刘某应聘于振兴公司;公司于当年5月18日与刘某签订了为期2年的劳动合同;合同规定其每月工资1000元;每天只需工作6小时..1个多月后;刘某在与同事聊天时偶然得知公司与工会签订了集体合同;约定员工每月工资不得低于1300元..刘某认为自己的工资标准低于集体合同的约定;于是与公司交涉;要示提高工资;但公司始终不同意;刘某不服;于2006年7月中旬;向当地劳动争议仲裁委员会提起申诉;要示振兴公司按照集体合同规定的月工资标准1300元履行劳动合同;并补足2006年5月至2006年7月低于集体合同约定的月工资标准部分的劳动报酬..如果您是当地劳动争议仲裁人员;您如何进行裁决 20分评分标准：P28320分1这是一起因集体合同与劳动合同有出入而引发的劳动争议;主要涉及集体合同的订立、生效以及劳动合同和集体合同的约束力等内容.. 3分2本案例订立集体合同的过程中;振兴公司的工会推选了协商代表;就员工最低工资、劳动时间等达成了一致;并经2/3以上职工代表审议通过;因此;振兴公司集体合同的订立程序是符合法律、法规相关规定的.. 3分3本案例中;振兴公司将双方签订后的集体合同报送到劳动行政部门;劳动行政部门自收到集体合同文本之日起15日内未提出异议;因此该集体合同即行生效.. 3分4本案中;振兴公司与刘某签订劳动合同时;该公司与工会签订的集体合同已经生效;所以;集体合同对刘某同样具有效力..同时刘某与公司签订的劳动合同中约定的工资报酬低于集体合同中约定的标准;因此该项的规定无效.. 3分综上所述;劳动争议仲裁委员会应该做出以下裁决：1振兴公司补发刘某2个月的工资差额：即1300－1000×2=600元.. 3分2在劳动合同剩余期限内;振兴公司应当每月按照不低于1300元的标准;支付刘某的工资；3分3振兴公司与刘某所订立的劳动合同依然有效;除工资条款外;其他条款不变..2分案例4李某2000年被甲公司雇佣;井与公司签订了劳动台同;其工作岗位是在产生大量糟尘的生产车间-李某上班后;要求发给劳动保护用品．被公司以资金短缺为由拒绝..李某于2006年初生病住院..2006年3月;经承担职业病鉴定的医疗卫生机构诊断;李某被确诊患有尘肺病..出院时-职业痛鉴定机构提出事某不应再从事原岗位工作..李某返回公司后．要求调到无粉尘环境的岗位工作;井对其尘肺病进行疗养和治疗．但公司3个月后仍没有为其更换工作岗位．也未对其病进行治疗当李某再次催促公司领导调动工作岗位时;公司以各岗位满员．不好安排别的工作为由;让其继续从事原工作．李某无奈．向当地劳动争议仲裁委员会提出申诉．要求用人单位为其更换工作岗位．对其尘肺病进行疗养和治疗．并承担治疗和疗养的费用..请分析本寨倒-指出甲公司的做法违背了哪些劳动法律法规应该如何正确解决15分评分标准：P31115分1本案例是因用人单位违反劳动安全卫生法规．不对职工实施劳动安全保护而引发的劳动争议案什.. 3分2按照劳动法有关规定．劳动者有获得劳动安全保护的权利..公司没有为李某提供必要的劳动保护用品;违反了劳动安全卫生法规;公司必须发给李某劳动保护用品..3分3劳动者因患职业病需要暂停工作接受工伤医疗的期间为停工留薪划..劳动者在评定伤残等级后;劳动者在停工留薪期满后仍需治疗的．继续享受工伤医疗待遇.. 3分4本案中李某被职业病鉴定机构确诊为尘肺病．患有尘肺病的劳动者有权享受职业病待遇..李某在暂停工作接受工伤医疗期间;公司应给予李某停工留薪待遇..同时;在医疗期终结后;公司依据劳动鉴定委员会的伤残鉴定等级;支付李某一次性伤残补助金..3分5本寨中李某被确诊为职业病后;即向公司提出调离岗位的请求..李某的要求是正当合理的..本案中公司在李某提出调离要求3个月后;仍不调换李某的工作岗位;这是违法的..公司应为李某调换工作岗位;井承担在此期间的治疗费用.. 3分选择题：第一章1、人力资源规划的内容2、岗位规范的主要内容3、改进工作岗位设计的基本内容4、劳动定员标准5、审核人力资源费用预算的方法..6、人力资源管理制度规划的原则..第二章1、招聘方法比较分析2、笔试、面试比较分析3、员工招聘活动的评估4、人员配置原理5、劳动分工6、“5S”活动7、轮班制第三章1、培训需求的层次分析2、培训需求实施程序3、培训需求信息的收集方法4、培训需求分析模型5、培训效果的评估6、培训方法的分类、比较7、培训制度第四章1、绩效管理系统设计2、绩效管理流程3、绩效面谈4、绩效改进的方法与策略5、绩效管理中的矛盾冲突与解决方法6、绩效评估方法的分析、比较第五章1、薪酬内涵、实质2、薪酬水平的影响因素3、薪酬管理的基本原则4、薪酬制度设计的基本要求5、工资奖金调整的方式6、工作岗位评价的特点、原则及基本功能7、作岗位评价的要素8、工作岗位评价方法分析、比较9、人工成本及构成;10、确定合理人工成本应考虑的因素11、人工成本核算方法12、社会保障概念、构成及计算第六章1、劳动关系概念2、劳动法律关系的含义和特征3、劳动法律关系的构成要素4、劳动关系调整的方式5、集体合同的内容、特征6、订立集体合同应遵循的原则7、签订集体合同的程序、生效8、内部劳动规则的特点9、企业内部民主管理的形式10、工时、最低工资标准11、工伤管理。

人力资源管理专业英语词汇(三级)

151 Morale
152 Motivation to learn
153 Needs assessment
154 Night shift
155 Nonprofit organization
156 Occupation
157 On-the-job training, OJT
158 Opportunity to perform
21 Benefits
22 Bonus 23 Business planning 24 Candidate 25 Career anchor 26 Career counseling 27 Career curves 28 Career development 29 Centralization 30 Coach 31 Cognitive ability 32 Commitment 33 Communication skill 34 Compensable factors 35 Compensation
人员甄选计件工资职位分析问卷调查权力差距预测效度
188 Profit sharing 189 Promotion 190 Psychological contract 191 Questionnaire 192 Rapport 193 Readability 194 Readiness for training 195 Reasoning ability 196 Reconciliation 197 Recognition 198 Recruitment 199 Redundancy 200 Reengineering 201 Reject 202 Reinstatement 203 Relational database

人力资源三级英文单选1-50题英汉版

⼈⼒资源三级英⽂单选1-50题英汉版单项选择题（1-50 英中对照含答案）1、The process of helping redundant employees to find other work or start new careers is outplacement （B）帮助失业的员⼯重新谋职的过程是⼀个新的职业A、replacementB、outplacementC、releaseD、downsizing替换重新谋职发布精简2、(D) Critical incidents focuses the evaluator’s attention on those Behaviors that are key in making the difference between executing a job effectively or ineffectively.关键事件将评估者的重点聚焦在那些在有效或⽆效地执⾏⼯作⾏为的区别上The group order ranking B、Written essay C、The individual ranking D、Critical incidents集团排名书⾯描述法个⼈排名关键事件评估3. The recruitment plan should include plans for attracting good candidates by ensuring that the org anization will become an 'employer of choice'. （C）招聘计划应该包括吸引优秀候选⼈的计划，确保该组织成为“⾸选雇主A、outplacementB、 evaluationC、 recruitmentD、training重新谋职评估⼈才招聘培训4、Organizational goals and corporate plans indicate the direction in which the organization is going. （A）组织⽬标和公司计划指明了组织前进的⽅向A. goalsB. resourceC. resultD. process⽬标资源结果⽅法5. Job rotation aims to broaden experience by moving people from job to job or department to department. （B）轮岗的⽬的是通过将⼈们从⼯作或部门转移到部门来拓宽⼯作经验。

人力资源管理三级英语复习资料

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. pensable 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 pression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 structure14. 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 bemanaged differently than werethose 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 part of 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。

人力资源管理师(三级)专业词汇表-第2版(250个单词附音标)知识讲解

谈判僵局
[ˈbɑ:gənɪŋ] [ˈæmpɑ:s]
19 behavior modeling
行为模拟
[bɪˈhevjɚˈmɑdlɪŋ]
20 behavior-based program
行为改变计划
[bɪ'hevjɚ] [best] ['proɡræm]
21 benchmark
基准
[ˈbentʃˌmɑ:k]
15 audiovisual instruction
视听教学
[ˌɔdioˈvɪʒuəl] [ɪnˈstrʌkʃən]
16 audit approach
审计法
[ˈɔdɪt] [əˈprəʊtʃ]
17 balanced scorecard
平衡计分卡
[ˈbælənstˈskɔ:ˌkɑ:d]
18 bargaining-impasse
34 compensable factor
报酬要素
[kəm'pensəbəl] [ˈfæktə(r)]
35 compensation
报酬，补偿
[ˌkɑ:mpenˈseɪʃn]
36 competency assessment
能力评估
[ˈkɒmpɪtənsi] [əˈsɛsmənt]
37 competency model
10 appraisal
评价，评估
[əˈprezəl]
11 appoint
任命
[ə'pɒɪnt]
12 arbitrary
仲裁
[ˈɑ:rbətreri]
13 assessment center
评价中心
[əˈsɛsmənt] ['sentə]

英语三级考试复习资料

英语三级考试复习资料一、词汇篇1. 核心词汇积累（1）高频词汇：掌握《大学英语三级词汇表》中的核心词汇，这部分词汇在考试中出现的频率较高。

（2）词组搭配：学习常见词组的用法，如“be interested in”、“look forward to”等。

（3）近义词辨析：了解近义词之间的区别，如“like”和“love”、“enjoy”和“appreciate”等。

2. 词汇记忆技巧（1）联想记忆：通过词根、词缀、发音等方面的联想，提高记忆效果。

（2）语境记忆：将单词放入具体语境中，通过例句来加深印象。

（3）循环复习：遵循艾宾浩斯遗忘曲线，定期复习已学词汇。

二、语法篇1. 基础语法知识（1）动词时态：熟练掌握一般现在时、一般过去时、一般将来时等基本时态。

（2）名词单复数：了解名词单复数的变化规则，尤其是不规则变化。

（3）主谓一致：掌握主谓一致的原则，如就近原则、就远原则等。

（4）定语从句：学会使用关系代词和关系副词引导定语从句。

2. 高级语法知识（1）非谓语动词：掌握动名词、分词和不定式作状语、定语等用法。

（2）虚拟语气：了解虚拟语气在条件句、宾语从句等句子中的运用。

（3）倒装句：掌握部分倒装和完全倒装的用法。

三、阅读篇1. 阅读技巧（1）快速浏览：通过、小、首尾段等快速了解文章大意。

（2）精读细节：针对题目，仔细阅读相关段落，找出关键信息。

（3）推断词义：根据上下文，推断生词或短语的意义。

2. 阅读题型攻略（1）事实细节题：关注文章中的具体信息，如时间、地点、人物等。

（2）推理判断题：根据文章内容，进行合理推断。

（3）主旨大意题：把握文章主题，概括文章大意。

四、写作篇1. 写作技巧（1）明确题目要求：认真审题，确保文章内容符合题目要求。

（2）结构清晰：遵循“引言结尾”的结构，使文章条理分明。

（3）丰富表达：运用多样的句式和词汇，提高文章质量。

2. 常见写作题型攻略（1）书信：熟悉书信格式，掌握各类书信的写作要点。

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。

人力资源专业英语复习提纲

人力资源专业英语复习提纲一、英汉互译（每题1分，共20分）Total quality management (TQM):全面质量管理 Behavior modeling ：行为模型Profit sharing ：利润分析 HRP：人力资源规划Recruitment：招聘 Compensation：薪酬Job analysis：工作分析 Selection：选拔Host country：东道国 Coach：教练Trend analysis：趋势分析 Job description：职位描述Person characteristics：个人特征 Utility：Job specification：工作规范 Promotion：晋升Benchmarks： Job rotation：工作轮换法Career curves ： Basic skills ：基础技能Performance appraisal：绩效评估 Criterion：标准Bargaining：谈判 Expatriate：外派人员Hourly work：计时工作 Job enlargement：工作扩大化Entrepreneur：在职培训:on-the-job学习型组织工作扩大化：Job enlargement工作设计权变理论：contingency theory需求供给分析内部提拔:promotion from within网上培训:E-learning 引荐:referral调动:transfer 工作轮换:job rotation案例研究:case study 需求估计:needsassessment劳动关系:labor relations 工作设计：job design薪资调查：pay survey 绩效管理晕轮效应:halo error 薪酬设计领导力:leadership 技能工资360度反馈人力资源开发目标管理工资等级二、名词解释（每题5分，共20分）BenchmarksHRPperformance appraisalcompensation managementJob rotationJob enlargementjob specificationjob descriptionrecruitmentCareer curvesCompensation三、简答题（每题10分，共30分）请用英文简述任务分析的内容。

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。

人力资源三级考试模拟试卷英语选词填空汇总-附译文

A. feedbackB. benchmarkingC. rewardsD. Human resourceE. benefit基准反应奖赏management福利HR管理F.G. performance H. downsizing I.Direct cost J. outputon-the-job绩效减员直接成本输出任职1._ D. Human resource management _ refers to the practices and policies you need to carry outthe people or personnel aspects of your management job人力资源管理指的是对组织的人实行的各样操作和政策。

2. Labor turnover rates provide a valuable means of B. benchmarking the effectiveness of HRpolicies and practices and organization.劳动更改率供应了一个有价值的方法来权衡组织人力资源政策和操作的有效性。

3. Labor turnover can be costly.__I. Direct cost __ of the recruiting and training replacementsshould be considered.劳动更改的成本很昂贵。

招聘和培训代替人员的直接成本一定被考虑在内。

4. Business process re-engineering techniques are deployed as instruments for__H. downsizing__ .业务流程再造技术能够被使用来作为规模精简的工具。

5. Evaluations also fulfill the purpose of providing to employees on how the organization views theirperformance.绩效评估仍是实现了这样一个目的：它见告员工组织是怎样对待他们绩效的6. The __J.output __of the job analysis should be a training or learning specification工作剖析的结果能够使培训或学习规范书。

英语三级补充资料汇总

助理人力资源管理师英语补充材料目录第一部分：词汇表 (02)第二部分：阅读理解中文翻译 (10)第三部分：模拟试题 (21)第一部分：词汇表第二部分：阅读理解中文翻译（一）组织获取员工的主要来源是劳动力市场：1.内部劳动力市场——组织内部的员工储备和流动。

可以通过晋升、培训或重新调配这些员工以适应企业未来需求。

2.外部劳动力市场——来自外部的本地、本地区、本国或国际劳动力市场，可以招聘到各类员工。

这些市场多种多样，其劳动力供给也可能会有很大波动。

因此需要预测潜在的劳动力短缺，以制定应对方案，比如开发更具吸引力的“雇佣提议”。

作为人力资源规划过程的一部分，组织应该制定“做或买”的政策抉择。

“做”的政策是指组织倾向于招聘低级别的员工或培训生，再通过内部晋升或培训以满足未来需求。

而“买”的政策是指组织更多依赖于外部招聘，也就是将新鲜血液注入组织。

在实际操作中，组织一般会根据公司的现状和涉及的员工类型，以不同侧重点并用两种政策。

处于动荡阶段的高度创业型公司，或刚起步的企业都会基本完全依赖于外部招聘。

如果要招聘知识型员工，基本没什么选择——因为这些人才流动性更大，所以招聘策略不得不认可外部招聘是其主要来源。

管理咨询公司基本属于这一类型。

那些可以准确预测员工需求的企业则可以更多依赖于发展企业内部员工。

（二）沃尔特斯(Walters, 1983) 列举了9个可以确认培训重点的信息来源：1.为组织指明发展方向的组织目标和企业计划可以提供主要的培训重点。

2.人力资源和可持续发展计划可以提供信息，告知未来需要的技能以及管理培训的需求。

3.人事方面的数据，比如员工流动率，可以指出一些可由培训解决的HR问题。

4.在离职面谈中可以发现培训安排有哪些不足。

.5.与高层经理人请教或商量可以从决策者那里获取他们对培训需求的建议和意见。

6.生产力、质量和绩效方面的数据可以显示预期和结果之间的差距并发现消极趋势，所以可以由此找出培训需求。

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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.Training12. 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 part of 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。

3. In the area of recruiting and hiring, it’s the line manager’s responsibility to specify the qualifications employees need to fill specific positions.在招聘和招聘方面，这是直线经理的责任，指定员工需要填写具体职位。

4. HR manager also administers the various benefit programs (health and accident insurance, retirement, vacation, and so on).人力资源经理还负责管理的各种福利计划（健康和意外保险、退休、休假等）5. Performance evaluations are used as the basis for reward allocations.绩效评估被用作奖励分配的基础。

6. Staff managers are authorized to assist and advise line managers in accomplishing these basic goals .管理人员被授权协助和建议线路管理者完成这些基本目标7. Determining the nature of each employee’s job is job analysis .确定每个员工的工作性质是工作分析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 ethics .劳动者应当完成劳动任务，提高劳动技能，遵守劳动安全卫生规程，遵守劳动纪律和职业道德9. Labor contracts 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 agency , which served workers seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted.在一个公共就业机构中，为寻求就业的工人和雇主提供了服务，雇主对他们进行了采访，并对他们进行了采访。

Answer:1.F2.C3.J4.E5.A6.H7.B8.D9.I 10.G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 halo effect or error .A.similarity errorB. halo effect or errorC.leniency errorD. single criterionA相似误差B晕效应或误差C宽大误差D单准则一个计算器让一个人评价一特质影响他或她对其他性状的人评价称为晕轮效应或错误倾向2. 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 the paired comparison.A. the paired comparisonB. the individual rankingC. the group order rankingD.critical incidentsA配对比较B个人排名C组顺序排序D关键事件绩效评价方法，将每一位员工和每一位员工进行比较，并将其作为一个高级或较弱的成员，被称为配对比较。

3. 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 person analysis .A. person analysisB. demographic analysisC. individual analysisD. group and individual analysisA人分析B人口统计分析C 个体分析D组与个体分析确定任务性能是否可以接受，并研究将被放置在训练环境中的个人和团体的特性，被称为人分析4. 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 emp loyee’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 gainsharing 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 gainsharing 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 evaluationAnswer:1.B2.A3.A4.A5.B6.D7.D8.C9.C 10.C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; thematerials or equipment to be used or the procedures to be followed; orthe customers, clients, colleagues and subordinates he or she is incontact with and the factors that affect their behavior. Or it may refer tothe problems that occur and how they should be dealt with.●skills –what the individual needs to be able to do if results are to beachieved and knowledge is to be used effectively. Skills are builtprogressively by repeated training or other experience. They may bemanual, intellectual or mental, perceptual or social.●Competences –the behaviors’ competences needed to achieve thelevels of performance required.●attitudes – the disposition to behave or to perform in a way that is inaccordance with the requirements of the work.●performance standards – what the fully competent individual has to beable 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 need n’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 standardsAnswer:1.D2.B3.C4.A5.B（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 eachoccupation, skills and potentials;•Forecast losses to existing resources through attrition (the analysis oflabor 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 andlocal 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 -“a ttrition” 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 .A. The demand and supply forecasts can be analyzed to determine whether there are any deficits or surplus.B. The demand and supply forecasts can provide the basis for recruitment, retention.C. The demand and supply forecasts can’t provide the basis for downsizing.D. A spreadsheet can be used for demand and supply forecasting.4. In a company, if people currently employed are 300, annual wastage rate is 20%, and number required at end-year is 350, then the company should recruit .A.100B.110C.120D.1305. This passage may be extracted from the paper about .A. human resource planningB. training and developmentC. recruitment and replacementD. international human resource managementAnswer:1.D2.B3.C4.B5.A。