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1、Good is good, but better carries it.精益求精，善益求善。人力资源管理师二级专业英语十套样题和词汇表-人力资源管理师资格认证专业英语样题一、英汉互译（每题2分，共30分）1.Behaviormodeling2.Employeeleasing3.Factorcomparisonsystem4.Graphicrating-scalemethod5.Panelinterview6.Replacementcharts7.Selection8.Vesting9.Teamleadertraining10.Profitsharing11.心理支持12.技能工资13.网上培训
2、14.关键工作15.工作扩大化二、单项选择（每题2分，共20分）1.Executivesormanagerswhocoach,advise,andencourageemployeesoflesserrankarecalled_.A.ProtgsB.teachersC.mentorsD.rolemodels2.Asanappraiser,youshouldtrytodoallofthefollowingexcept_.A.minimizecriticismB.changetheperson,notthebehaviorC.focusonsolvingproblemsD.besupportive3
3、.Individualsworkinginternationallyneedtoknowasmuchaspossibleaboutallofthefollowinghost-countrycharacteristicsexcept_.A.socialandbusinessetiquetteB.culturalvaluesandprioritiesC.politicalstructureandcurrentplayersD.culturaltrends4.Questionscontainedinstructuredjobinterviewsshouldbebasedon_.A.jobanalys
4、isB.jobdesignC.jobspecializationD.jobutilization5.Outplacementservicesare.A.usefulmethodsofattractingindividualsintoacareerB.designedtohelpterminatedemployeesfindajobelsewhereC.rarelygiventoexecutiveemployeesD.vitalpartsofanycareermanagementsystem6.Whichofthefollowingisnotacoreskillthatiscriticalfor
5、successabroad?_.A.PhysicalfitnessandmentalmaturityB.EffectivedelegateskillsC.Prudentdecision-makingskillsD.Culturaladaptability7.Ifyourprimaryobjectiveforaperformanceappraisalistogiveemployeesdevelopmentalfeedback,whichofthefollowingappraisalmethodsshouldyouuse?_.A.TraitmethodB.ResultsmethodC.Behavi
6、ormethodD.Attitudinalmethod8.Compensationprogramsthatcompensateemployeesfortheknowledgetheypossessareknownas_.A.skill-basedpayplansB.performance-basedpayplansC.merit-basedpayplansD.seniority-basedpayplans9.Toimplementasuccessfulprograminbasicandremedialtraining,managersshoulddoallofthefollowingexcep
7、t_.A.explaintoemployeeswhytrainingwillhelpthemintheirjobsB.useaclassroom-orientedapproachsoemployeeslearnbylecturesC.providefeedbackonemployeesprogressD.relatethetrainingtotheemployeesgoals10.Whichofthefollowingisnottrueofself-ratingsofperformance?_.A.Theyarebeneficialwhenmanagersseektoincreasetheem
8、ployeesinvolvementinthereviewprocessB.Criticsarguethatself-ratingsaremorelenientC.Researchhasshownthatself-ratingsareasvalidas,ifnotmorevalidthan,testscoresD.Theyarefreeofmostbiasesthatotherratingsourcesmayhave三、阅读理解（每题3分，共30分）（一）ThepromotionanddevelopmentofperformancemanagementprocessesbyHRcanmakea
9、nimportantcontributiontoknowledgemanagement,byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefined,andensuringthatactualbehaviorsarereviewedand,whereappropriate,rewardedbyfinancialornon-financialmeans.Performancemanagementreviewscanidentifyweaknessesanddevelopmentneedsinth
10、isaspect,andinitiatepersonaldevelopmentplans,whicharedesignedtomeettheseneeds.Onestartingpointfortheprocesscouldbethecascadingofcorporatecorevaluesforknowledge-sharingtoindividuals,sothattheyunderstandwhattheyareexpectedtodotosupportthosecorevalues.Knowledgesharingcanbeincludedasanelementofacompeten
11、cyframework,andthedesiredbehaviorwouldbespeltoutandreviewed.Forexample,positiveindicatorssuchasthoselistedbelowcouldbeusedasabasisforagreeingcompetencyrequirementsandassessingtheextenttowhichtheyaremet.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing:.Isea
12、gertoshareknowledgewithcolleagues;.Takespositivestepstosetupgroupmeetingstoexchangerelevantinformationandknowledge;.Buildsnetworkswhichprovideforknowledgesharing;.Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughtheintranetand/orothermeansofcommunication.Hansenetal(
13、1999)mentionthatatErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions,oneofwhichistheircontributiontoandutilizationoftheknowledgeassetofthefirm.AtBain,partnersareevaluatedeachyearonavarietyofdimensions,includinghowmuchdirecthelptheyhavegivencolleagues.1.Thebesttitleforthisarti
14、cleis_.A.Knowledge-sharingB.PerformancemanagementreviewsC.PerformancemanagementprocessesD.Performancemanagementforknowledgeworkers2.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharingexcept_.A.IsreluctanttoshareknowledgewithcolleaguesB.Takespositivestepstoexc
15、hangerelevantinformationandknowledgeC.BuildsnetworkswhichprovideforknowledgesharingD.Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughsomemeansofcommunication3.WhichofthefollowingisnotmentionedbyHansenetal?_.A.AtBain,directhelpthatpartnershavegivencolleagueswillbeev
16、aluated.B.AtErnst&Young,consultantscontributiontotheknowledgeassetofthefirmwillbeevaluated.C.AtBain,partnersareeagertoshareknowledgewithcolleagues.D.AtErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions.4.Theauthorofthispassagewouldmostlikelyagreethat_.A.Performancemanagementp
17、rocessesbyHRcanmakelittlecontributiontoknowledgemanagement.B.Thecascadingofcorporatecorevaluesforknowledge-sharingtoindividualscouldbeonestartingpointfortheperformancemanagementprocess.C.Knowledge-sharingcantbeincludedasanelementofacompetencyframework.D.Takingpositivestepstoexchangerelevantinformati
18、onandknowledgeisntanexampleofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing.5.Accordingtothepassage,performancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagementthroughthefollowingmeasuresexcept_.A.byprovidingforbehavioralexpectationswhicharerelatedtoknow
19、ledge-sharingtobedefinedB.byensuringthatactualbehaviorsarereviewedC.byensuringthatactualbehaviorsarerewardedbyfinancialornon-financialmeansD.bybuildingnetworkswhichprovideforknowledgesharing（二）T-groupstandsfortraininggroup,whichisnotaveryhelpfuldescription.Itisalsoreferredtoassensitivitytraining,gro
20、updynamics,andgrouprelationstraining.T-grouphasthreeaims:1.Toincreasesensitivity-theabilitytoperceiveaccuratelyhowothersarereactingtoonesbehavior.2.Toincreasediagnosticability-theabilitytoperceiveaccuratelythestateofrelationshipsbetweenothers.3.Toincreaseactionskill-theabilitytocarryouttheskillfulbe
21、haviorrequiredbythesituation.InaT-group,thetrainerwillexplaintheaimsoftheprogramandmayencouragediscussionandcontributehisorherownreactions.Butheorshedoesnottakeastrongleadandthegroupislargelylefttoitsowndevicestodevelopastructurethattakesaccountofthegoalsofboththemembersofthegroupandthetrainerprovid
22、esaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehavior.Theydothisbygiving“feedback”orexpressingtheirreactiontooneanother.Membermaynotalwaysacceptcommentsaboutthemselves,butastheT-groupdevelopstheywillincreasinglyunderstandhowsomeaspectsoftheirbehaviorarehiddentoth
23、emandwill,therefore,bewellonthewaytoanincreaseinsensitivity,diagnosticability,andactionskill.Follow-upstudieshavenotedthreeprincipleareasofchangefollowingtheattendanceoftraineesatanexternalT-grouplaboratory:1.Increasedopenness,receptivity,andtoleranceofdifferences.2.Increasedoperationalskillininterp
24、ersonalrelations,withovertonesofincreasedcapacityforcollaboration.3.Improvedunderstandinganddiagnosticawarenessofself,others,andinteractiveprocessesingroups.T-groupshavebeenattackedbecauseofthepossibilityofnegativeordetrimentaleffects.Butnoneofthefollow-upstudieshasdetectedanysignificantproblems.Amo
25、revalidbasisfordoubtisthatithasbeendifficulttoprovethattheyhavebeencosteffectivefororganizationswhohaveusedthemoncompanyorhavestronglysupportedexternalprograms.Thiscriticismcouldbeleveledatanyotherformofgrouptrainingor,indeed,mostoff-the-jobtraining.Thedegreetowhichitcanbeinvalidatedwilldependonthee
26、ffectivenessofthetrainingdesignandofthetrainer.T-grouplaboratoriesintheirpurestformareunlikelyevertobecomeamajorpartofcompanytrainingprograms,butthegroupdynamicsapproachhasvalidusesinthemodifiedforms.1.Thisarticlemightmostlikelybeextractedfromthepaperabout_.A.humanresourceplanningB.performanceevalua
27、tionC.internationalhumanresourcemanagementD.traininganddevelopment2.T-groupisreferredtoasthefollowingexcept_.A.sensitivitytraining,B.on-the-jobtrainingC.groupdynamicsD.grouprelationstraining3.Theauthorofthispassagewouldmostlikelyagreethat_.A.InaT-group,thetrainerwilltakeastronglead.B.InaT-group,memb
28、ersmayalwaysacceptcommentsaboutthemselves.C.InaT-group,thetrainershouldprovideaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehaviors.D.InaT-group,membersdontexpresstheirreactiontooneanother.4.Accordingtothepassage,whichofthefollowingcantchangetheattendanceoftrainee
29、satanexternalT-grouplaboratory?_.A.pooreffectivenessofthetrainingdesignB.improvedunderstandinganddiagnosticawarenessofselfandothersC.increasedopenness,receptivity,andtoleranceofdifferencesD.increasedoperationalskillininterpersonalrelations5.Fromthispassage,wecaninferthat_.A.T-grouplaboratoriesarelik
30、elybeusedasamajorpartoftrainingprogramsbycompany.B.ThereisnocriticismonT-grouplaboratories.C.IfT-grouplaboratoriesaremodifiedwell,ithasalsovaliduses.D.T-grouplaboratorieshavenouseforcompany.四、写作（共20分）某公司欲招聘一位会计主管（chiefaccountant），需要人力资源管理部门为其编制一份职位说明书（JobDescription），假如公司总经理要求你来完成这项工作，请你用英文完成以下职位说明书
31、。JobDescriptionPositionDepartmentAccountabletoSalary/paygrade3540hrs/wk2035hrs/wklessthan20hrs/wkJobsummaryResponsibilities/dailytasksQualificationsRelationsofthepositiontoothersinthecompany一、单项选择题1.Executivesormanagerswhocoach,advise,andencourageemployeesoflesserrankarecalled.A.protgsB.teachersC.me
32、ntorsD.rolemodels2.Asanappraiser,youshouldtrytodoallofthefollowingexcept.A.minimizecriticismB.changetheperson,notthebehaviorC.focusonsolvingproblemsD.besupportive3.Individualsworkinginternationallyneedtoknowasmuchaspossibleaboutallofthefollowinghost-countrycharacteristicsexcept.A.socialandbusinesset
33、iquetteB.culturalvaluesandprioritiesC.politicalstructureandcurrentplayersD.culturaltrends4.Questionscontainedinstructuredjobinterviewsshouldbebasedon.A.jobanalysisB.jobdesignC.jobspecializationD.jobutilization5.Outplacementservicesare.A.usefulmethodsofattractingindividualsintoacareerB.designedtohelp
34、terminatedemployeesfindajobelsewhereC.rarelygiventoexecutiveemployeesD.vitalpartsofanycareermanagementsystem6.Whichofthefollowingisnotacoreskillthatiscriticalforsuccessabroad?.A.physicalfitnessandmentalmaturityB.effectivedelegatoryskillsC.prudentdecision-makingskillsD.culturaladaptability7.Ifyourpri
35、maryobjectiveforaperformanceappraisalistogiveemployeesdevelopmentalfeedback,whichofthefollowingappraisalmethodsshouldyouuse?.A.traitmethodB.resultsmethodC.behaviormethodD.attitudinalmethod8.Compensationprogramsthatcompensateemployeesfortheknowledgetheypossessareknownas.A.skill-basedpayplansB.perform
36、ance-basedpayplansC.merit-basedpayplansD.seniority-basedpayplans9.Toimplementasuccessfulprograminbasicandremedialtraining,managersshoulddoallofthefollowingexcept.A.explaintoemployeeswhytrainingwillhelpthemintheirjobsB.useaclassroom-orientedapproachsoemployeeslearnbylecturesC.providefeedbackonemploye
37、esprogressD.relatethetrainingtotheemployeesgoals10.Whichofthefollowingisnottrueofself-ratingsofperformance?.A.TheyarebeneficialwhenmanagersseektoincreasetheemployeesinvolvementinthereviewprocessB.Criticsarguethatself-ratingsaremorelenientC.Researchhasshownthatself-ratingsareasvalidas,ifnotmorevalidt
38、han,testscoresD.Theyarefreeofmostbiasesthatotherratingsourcesmayhave11.Performanceappraisalmethodscanbebroadlyclassifiedaseither,orapproaches.A.trait,behavioral,judgmentalB.trait,behavioral,resultsC.behavioral,judgmental,resultsD.behavioral,judgmental,attitudinal12.Theareafromwhichemployersobtaincer
39、taintypesofworkersfromwithintheorganizationisknownasthe.A.internallabormarketB.regionallabormarketC.recruitingareaD.externallabormarket13.Coachingisatechniquethatcanbeusedtodevelopindividualskills,knowledge,andattitudes.A.on-the-jobB.off-the-jobC.web-basedtrainingD.classroomtraining14.Theprimaryreas
40、onwhyorganizationstrainnewemployeesisto.A.increasetheirknowledge,skill,andabilitylevelB.helptraineesachievepersonalcareergoalsC.complywithgovernmentregulationsD.improvetheworkenvironment15.TheHRdepartmentinanoverseasunitmustbeparticularlyresponsivetoallofthefollowingenvironmentsexcept.A.politicalB.c
41、ulturalC.technologicalD.legal16.WhichofthefollowingisnotaprimaryimpactthattechnologyhashadonHRM?.A.Ithasalteredthemethodsofcollectingemploymentinformation.B.Ithasspeeduptheprocessingofemploymentdata.C.Ithasdiminishedtheroleofsupervisorsinmanagingemployees.D.Ithasimprovedtheprocessesofinternalandexte
42、rnalcommunications.17.Whichmanagementgrouphasprimaryresponsibilityforthedevelopmentofdisciplinarypoliciesandprocedures?.A.thelegaldepartmentB.top-levelmanagementC.theHRdepartmentD.middlemanagement18.Tocreateamoreflexiblepoolofemployees,managersmightmostlikely.A.relyonjob-basedpaystructuresB.relyonsk
43、ill-basedpaystructuresC.implementagainsharingincentivesystemD.implementanemployeestockownershipplan19.Whichofthefollowingdoesnotalterthenatureofjobsandtherequirementsofindividualsneededtosuccessfullyperformthesejobs?.A.downsizingB.adoptionofteamsC.stablegrowthinproductdemandD.globalchange20.Wagesurv
44、eydatawillnormallybecollectedwiththeuseof.A.low-ratedjobsB.keyjobsC.high-ratedjobsD.strategicjobs21.Whensettingperformancemeasuresforincentivesystems,wecansaythatthebestmeasuresare.A.quantitative,simpletounderstand,andshowaclearrelationshipbetweenoutputandrewardB.qualitative,flexible,andcreatecompet
45、itionbetweenemployeesC.thosethatallowemployersto“ratchetup”standardsandbaserewardsonqualitativestandardsD.thosethatreduceadministrativecosts,determinerewardsbasedonlyonquantity,andrewardonlyexceptionalemployees22.Tofacilitateanegalitarianenvironment,whichofthefollowingHRpracticesshouldmanagersimplem
46、ent?.A.team-basedtrainingB.HRIStechnologiesC.profitsharingD.team-basedselection23.Ifajobanalystdoubtstheaccuracyofinformationprovidedbyemployees,heorsheshould.A.challengetheemployeeswiththeirfalsestatementsB.reportthemtotheirsupervisorsC.turnthetaskofjobanalysisovertosomeonewithmoreHRMexperienceD.ob
47、tainadditionalinformationfromthemorfromtheirsupervisors24.Reasonsfornothiringfromwithinincludeallofthefollowingexcept.A.motivationalconcernsB.lackofqualifiedinternalcandidatesC.aneedfornewideasD.theriskof“employeecloning”25.Executivesormanagerswhocoach,advise,andencourageemployeesoflesserrankarecalled.