人力资源管理师英语试题

人力资源管理师英语试题

一、翻译题（1至15题，每题2分，共30分，请将下面的英语译成汉语，汉语译成英语。）：

1. human resource planning——

2. bonus——

3. career——

4. selection——.

5. employee——

6. team——

7. labor market——

8. job analysis——

9. training——

10. contract——

11. 积分法——

12. 工作结构——

13. 外包——

14. 纪律——

15. 就业许可证——

二、选词填空题：（16至25题，每题1分，共10分，请将框中最恰当的答案以相应的字母填入括号中）

A.job analysis

B.job evaluation

C.task analysis

D.mediator

E.validity

F.reliabili ty

G.creativity H.appraisal accuracy I. wage survey

J.human resources planning

16.To estimate a test’s consistency or（）,you could administer the

same test to the same people at two different points in time,

comparing their test scores at time 2 with their scores at time 1.

17.A （）serves primarily as a fact finder and to open up a channel

of communication between the parties.

18.The simplest （） method ranks each job relative to all other jobs,

usually based on some overall factor like “job difficulty.”

19.When job evaluation and （）data are used jointly, they serve to

link the likelihood of both internal and external equity.

20.Interviews, questionnaires, observations, and diary/logs are the

most popular methods for gathering （） data.

21.The test has （）to the extent that the people with higher test

scores perform better on the job.

22.Rater training is no panacea for reducing rating errors or for

improving （）.

23.A key component of（）is forecasting the number and type of people

needed to meet organizational objectives.

24.The second step in training-needs assessment is（） which involves

reviewing the job description and specification.

25.A modest level of stress may even lead to more（）if a competitive

situation results in new ideas being generated.

二、单项选择题：（26至35题，每题3分，共30分，请将最恰当答案前的字母填入括号中）

26.People who contribute to the job analysis process include the

following, except for the:（）

A. stockholder

B. job analyst

C. employees

D. supervisor

27.The suitability of college graduates for technical and managerial

positions often depends on their: （）

A. dental records

B. ethnic background

C. religious belief

D. major field of study

28.A statement of the knowledge, skills, and abilities required to

perform a job is a: （）

A. job requirement

B. job specification

C. job position

D. job objective

29.The extent to which two or more methods yields similar results or

are consistent is referred to as: （）

A. validity

B. reliability

C. truth

D. similarity

30.The selection procedure usually begins with: （）

A. employment tests

B. a medical examination

C. a supervisory interview

D. completion of an application form

31.The primary reason organizations train new employees is to: （）

A. increase their knowledge, skill, and ability level

B. help trainees achieve personal career goals

C. comply with government regulations

D. improve the work environment

32.Research has shown that performance appraisal are used most widely

as a basis for: （）

A. transfer

B. criticism

C. assessment centers

D. compensation decisions

33.It is recommended that a diagnosis of poor employee performance focus

on all of the following except: （）

A. skill

B. personality

C. effort

D. external conditions

34.Job evaluation systems provide for internal equity and serve as th

basis for:

A. wage-rate determination

B. job analysis

C. training plan

D. career plan

35.All of the following are common causes of workplace stress except: （）

A. excessive job pressures

B. high workloads

C. disagreements with managers

D. empowerment

四、阅读理解：（36至45题，每题3分，共30分，阅读下列文章并回答问题，请将正确答案以相应的字母填入括号中。）

（一）

There is no standard format you must use in writing a job description, but most descriptions contain sections on: job identification, job summary, relationships、responsibilities、and duties, authority of incumbent, standards of performance, working conditions, and job specifications. An example of a job description is presented in the following figure.

Sample Job Description

Job Title: Supervisor of Data Processing Operations

Status: Exempt Job Code: 012.168

Date: June 3, 2003 Plant/Division: Olympia, Inc.–Main office

Written By: Arthur Allen Section: Data Processing-Systems

Approved By: Juanita Gates Level: 12 Points: 736

Pay Range: $16,760 – $20,760

Title of Immediate Supervisor: Manager of Information Systems

Job Summary –Directs the operation of all data processing, data control, and data preparation requirements.

Job Duties:

1. Follows broadly based directives.

(a)Operates independently.

(b)Informs Manager of Information Systems of actives through weekly,

monthly, and / or quarterly schedules.

2. Selects, trains, and develops subordinate personnel.

(a)Develops spirit of cooperation and understanding among work group

members.

(b) Directs training involving teaching, demonstrating, and/or advising

users in productive work methods and effective communications with

data processing.

3. Reads and analyzes a wide variety of instructional and training

information.

4. Plans , directs, and controls a wide variety of operational

assignments by 5 to 7 subordinates; works closely with other managers,

specialists, and technicians in Information Systems as well as with

managers in other departments.

(a)Receives, interprets, develops, and distributes directives ranging

from the very simple to the highly complex and technological in nature.

(b)Establishes and implements annual budget for department.

5. Interacts and communicates with people representing a wide variety

of units and organizations.

(a)Communicates both personally and impersonally, through oral or

written directives and memoranda, with all involved parties.

(b)Attends local meetings of professional organizations in the field

of data processing.

36.According to the passage, the immediate supervisor’s title is also

shown in the（）section as is information regarding the job’s

salary and / or pay scale.

A.job

summary

B.job identification

C.job relationships

D.job title

37.It would appear from the passage that（）permits easy referencing

ofall jobs since it represents important characteristics of the job.

A.job code

B.job status

C.pay range D .job summary

38.According to the Sample Job Description in the passage, when a

supervisor of data processing operations is at work, he or she （）.

Adoesn’t need to report to the immediate supervisor

B.needs to attend business meetings at least once a week

C.doesn’t need to explain directives to his or her subordinates

D.needs to show others how to communicate with data processing

39.In the figure the duty “reads and analyzes a wide variety of

instructional and training information ” can be further defined as

follows, not including（）.

A.ensures that work group members receive specialized training as

necessary in the proper functioning or execution of procedures and

methods

B.applies latest concepts and ideas to changing organizational

requirements

C.assists in developing and / or updating manuals, procedures,

specifications, etc., relative to organizational requirements and

needs

D.assists in the preparation of specifications and related

evaluations of supporting software and hardware

40.The author of the passage would most likely agree that （）.

A.a job description should portray the work of the position so well

that the duties are clear with reference to other job descriptions

B.a job description should have fixed format for defining a position

C.for writing up job descriptions, we should select the most specific

Words to show the kind of work and the degree of complexity

D.long statements usually best accomplish the purpose when we are

writing up job descriptions

（二）

When appraisals fail, they do so for reasons that parallel these three steps –defining the job, appraising performance, and providing feedback. Some appraisals fail because subordinates are not told ahead of time exactly what is expected of them in terms of good performance. Others fail because of problems with the forms or procedures used to actually appraise the performance; a lenient supervisor might rate all subordinates “high”, for instance, although many are actually unsatisfactory. Still other problems arise during the interview-feedback session, which include arguing and poor communications. These and other problems are summarized in the following figure. Common Performance Evaluation Problems

Problems can occur at any stage in the evaluation process. Some of the pitfalls to avoid in performance appraisals are:

（1）Lack of standards. Without standards, there can be no objective evaluation of results, only a subjective guess or feeling about

performance.

（2）Irrelevant or subjective standards. Standards should be established

by analyzing the job output to ensure that standards are job

related.

（3）Unrealistic standards. Standards are goals with motivating

potential. Those that are reasonable but challenging have the

most potential to motivate.

（4）Poor measures of performance. Objectivity and comparison require that progress toward standards or accomplishment of standards be

measurable. Example of measurable standards include quantifiable

measures such as 10 rejects per 1,000 units or 10 sales per 100

calls, as well as qualitative measures, such as projects completed

or not completed.

（5）Rater errors. Rater errors include rater bias or prejudice, halo effect, constant error, central tendency, and fear of confrontation. （6）Poor feedback to employee. Standards and/or ratings must be

communicated to the employee in order for the performance

evaluation to be effective.

（7）Negative communications. The evaluation process is hindered by communication of negative attitudes, such as inflexibility,

defensiveness, and a non-developmental approach.

（8）Failure to apply evaluation data. Failure to use evaluations in personnel decision making and personnel development negates the

primary purpose of performance evaluations. The use and weighting

of multiple criteria as well as the frequency of evaluation also

present problems.

41.In writing about the subject, the author of this passage apparently

（）.

A. gloats over the errors of some supervisors

B. slyly introduces the fact that there is no necessity to appraise

performance

C. wants to share his opinions on how to appraise performance

effectively

D. remains cautiously optimistic about performance appraisals

42.According to this passage, we may conclude that to result in the

success of performance appraisals（）.

A. supervisors and their subordinates should agree on duties and job

standards of the employees

B. plans are made for any development that is required when defining

the job

C. a supervisor might rate all subordinates “fair”

D. supervisors have to make decision whether or not they should let

their subordinates know the standards of some appraisals

43.The author of this passage would probably agree with which of the

following ? （）

A. The traits and degrees of merit must be open to interpretation

in order to avoid unclear standards in performance appraisals

B. Different supervisors wo uld probably define “quality of work ”

differently

C. The best way to avoid unclear standards in performance appraisals

is to rank employees instead of using a graphic rating scale

D. We don’t need to develop and include descriptive ph rases to define

each trait.

44.By “ halo effect ” the author means（）.

A. the tendency to allow individual differences to affect the

appraisal rates employees receive

B. the problem that occurs when a supervisor has a tendency to rate

all subordinates either high or low

C. the tendency to rate all employees average

D. the influence of a rater’s general impression on ratings of

specific rate qualities

45.In this passage , the author implies all the following aspects which

would probably present problems on performance appraisal except that （）.

A. some supervisors tend to rate all their subordinates consistently

high

B. some supervisors tend to rate all their subordinates consistently

low

C. an employee’s previous performance can also affect how his or

her current performance is perceived

D. a job description often isn’t sufficient to clarify what the

supervisors want their subordinates to do.