《企业人力资源管理人员》
《企业人力资源管理人员》
技能试卷
一、方案设计（三选二，每题20分，共40分）
1、背景描述：
天山钢铁是一家集炼铁、炼钢、轧钢为一体的大型钢铁企业，拥有烧结、高炉、转炉、钢板、型钢等五大生产厂以及辅助生产厂。能够冶炼300个钢号，轧制 650多个品种规格的钢材，已形成120万吨铁、210万吨钢、120万吨材的年生产规模。
1998年，公司进行了体制改革，建立了新的公司领导班子，给公司带来了全新的现代化生产经营理念，为公司二次创业提供了强大的动力。为满足国内不断增长的不锈钢需求，天山公司规划投资建设一个不锈钢精品生产基地，打算总投资80亿的新厂房正在建设之中。估量2年后新产品生产线可建成投产。由于新生产线采纳了当今先进的生产设备和技术，相比公司已有的几条生产线，新生产线的技术含量和自动化程度都有专门大的提高。为了保证新线上马后能够良好运转，目前相关人员的培训预备工作正在有条不紊的进行着。
然而由于天山公司是老厂，职员学历都比较低，生产人员60%只有初中学历，高中学历占30%，大专和大学学历只有10%。目前一些职员正在完成其高中学业，一些已获得和正在考取公司的相关技术职称课程。公司的治理人员刚刚进行了相关运算机知识和操作的培训。目前参加新线脱产培训的职员，开设的课程有：相关高中知识，新线操作的相关英语课程，新线的生产流水线技术，设备操作等。遇到的问题是一些老线上的职工惧怕被抽调去培训，缘故是怕新线上岗不通过，原先的工作又被别人取代而遭遇下岗。人力资源部门的担忧是对抽调的职员通过培训后是否能够担当（胜任）以后新线的要求没有把握。
设计要求：
1、请设计一个合理的培训方案来解决公司面临的问题，实现公司新生产线的顺利投产。
参考答案
进行资料收集，岗位分析，选择出新线工作岗位的一些关键要素。
由于钢铁生产线具有一定刚性，岗位相对比较稳固。因此，能够通过第一步的要素分析建立岗位胜任力模型，并修订完善。
通过对岗位胜任力模型和职员现状的分析，确定两者的差距，确定培训目标。
选择合适的培训方法：演示法、课堂讲授、案例讨论、模拟实习、团队游戏等。
制定培训大纲和内容。新线生产流程、设备操作技术、技术英语、生产治理制度、相关基础知识等。对现有的培训内容进行修订和完善。
做好培训动职员作，明确培训的意义，强化培训纪律。
做好培训的成效评估工作。
2、背景综述：
A公司为一家现代化网络运营商，公司正处于初创时期，目前共有职员20名，其中领导层7名，其余为一样操作人员。然而公司目前的业务专门广泛，与其它厂家、销售网点、广告商等均有联系，各人工作均较为繁忙，因此在公司在其一样职员中擢升部分的领导，同时对现有领导层进行合理的考核时，期望通过在线收集信息的方法，进行360度领导力素养调查，是通过调查对象的上司、同事、下属、客户、合作伙伴、调查对象自己对调查对象的行为表现给出的评分，反映调查对象的领导能力素养。
该领导能力素养调查以各级治理人员、潜在治理人员作为调查对象，期望获知每个调查对象的领导力素养，提醒其提高某些素养，确定其进展方向，又能够把握治理团队领导力素养的整体情形，以及各地域、各层次、各部门的领导力状况，为企业的聘请、培训、人员调配等工作提供有力的支持。
设计要求：
1、现在需要你试针对公司财务部经理设计一个调查方案，
2、并指出各环节所要做的工作与应注意的问题。
参考答案：
1、方案步骤及应注意的问题
设计调查问卷；
选择调查对象，为每个调查对象选择反馈者；
问卷调查，每个职员可能要回答好几个调查对象的调查问卷，问卷的发放、回答、回收都要用大量的时刻，容易出错；
整理分析问卷：整理大量的答卷，把答案输入电脑进行分析，这又需要大量的时刻，输入答案的过程也容易出错。
3、背景材料
A省博方生物工程是一个集科研、生产和销售为一体的高科技企业，由心血管肿瘤研究所和香港国际好时药业公司合作创办。
公司成立以来，以A省名医张圣手的家传效方和现代中医理论为基础，以早期发明并先后获得国际大奖的心血管通片为龙头，借鉴和采纳香港国际好时药业先进的治理和质量保证体系，先后推出了一系列优秀产品，并同时培养了大批技术人才和销售精英，创建和完善了完整的市场治理制度。
随着产品线及人才队伍的壮大成熟，博科公司已成为一家独具竞争力的企业。2003年以来，公司的新药研制与开发业务量有了较大的增长。不久前，该公司通过互联网公布公布了聘请数十名医药销售代表的广告。
此后连续有许多应聘者寄来了应聘申请书，通过初步选择，公司决定对其中20人展开进行面试。
设计要求：
设想你为博方生物工程公司的人力资源主管，请设计一个面试方案，并说明面试应注意的问题。参考答案：
面试提问时应注意的问题包括：注意简历并不能代表本人，应对应聘者提供材料进行提问，鉴别材料的真伪；注意工作经历比学历重要，应了解应聘者过去的实际表现而不是对以后承诺；通过了解应聘者过去工作经历中的一些关键细节，判定其能力，而不要轻信应聘者自己的评判。通过应聘者的工作经历分析应聘者的价值取向，而不轻信应聘者的自己观点；有意提问一些矛盾的问题，引导应聘者作出可能矛盾的回答，来测谎，等等。
二、案例分析（二选一，每题20分，总共20分）
1、背景综述：
南方大学是一所闻名全国的综合性大学，位于广东省南海市。南方大学拥有理学院、法学院、政治学院、工学院、工商治理学院等15个学院。其中，公共关系学系是工商治理学院拥有闻名教授最多的一个系。
武帮涛教授作为公共关系学系的系主任，已在那个地点工作了10余年，而且做系主任也有4年的历史了。公共关系学系是一个师资力量十分雄厚的系，拥有9位在都市规划与设计、公共治理以及治理科学等学科全国知名教授。武帮涛教授依照每位教师的专长，分配给他们最适合的工作。比如关于实际操作能力专门强的人来说，武帮涛教授可不能让他们担任其力不能及的课堂教学工作，而是让他们直截了当同意企业的聘请，到企业去关心解决具体的问题。武帮涛教授认为如此不仅让每位教师能够充分发挥自己的特长，又能为课堂教学的教师制造实际而生动的教学案例，更能够加强学校与企业之间的联系，提高学校乃至公共关系学系的声誉。这些教师们绝大多数都在南海市生活和
居住了10年以上，由于勤奋工作、富有成效，其收入水平也专门高。教授的年薪最高早已超过了20万元，即使最低的也已达9万余元。他们在南海市已成为令人仰慕的一族。
2001年年初，工商治理学院的老院长退休了，常务副院长安瑞教授被学校聘为新院长。上任依始，安瑞依照教授们所提出的增加薪水的要求，于开学后第2周便召集了工商治理学院的7位系主任开会，会上宣布加薪一事差不多过他的慎重考虑同意实施。然而，安瑞要求各位系主任尽快提交一份本系教师加薪实施方案。武帮涛并不担忧拿不出方案来，令其担忧的事是：那个加薪方案如何样才能做到令自己系里的每位教授都感到公平、中意，同时又使安瑞感到方案确实合理、可行而获得首肯。
说实话，为教师们加薪是南方大学几乎每年都在做的一件事。只只是以往差不多上由校长在自己主持的全校各学院院长和系主任会议上宣布本年度的加薪方案，然而，各档次的加薪幅度以及各档次的人数比例等等事关重大的东西，都由校长决定。各院各系并没有多大的自主权。然而，今年学校的加薪方案的制定权下放到各学院，总体精神是各学院的财务收入水平差异在这些年来有所扩大，关于收入不等的各学院，连续让它们按照全校的统一水平加薪已无法获得更好的“奖勤罚懒”的成效。因此，在学院各系系主任会议上，安瑞院长就强调说：“今年工商治理学院教师的加薪方案再不能连续原先那种按学校规定的比例，依照工商治理学院整体情形，院里决定今年的加薪平均幅度在7%左右。同时，为各层级的教师加薪必须依照各位教师的工作绩效确定其增薪的幅度，使得每位教师所得到的增薪数额有明显的差异，以达到调动教师的工作热情的目的。”
通过数对其他各类因素的综合考虑，武帮涛系主任终于拿出了自己感到十分中意的新的《本年度公共关系学系教师加薪方案》（如表1所示）。
事实上现在最令武帮涛教授担忧的事是，这8个教授的平均加薪率超过了学院提出的7%的加薪幅度，也确实是说，假如这8位教授的加薪率超出7%的平均幅度，就意味着系里的其他老师的利益因此受到阻碍，极有可能阻碍这部分教师的工作积极性，这看起来与院长安瑞的意见相矛盾。
分析要求：
武帮涛教授制定的公共关系学系的加薪方案总体原则是什么？此方案是否存在着与薪酬的鼓舞效应相悖的问题？。
参考答案：
1.从表1能够看出，武帮涛教授制定的公共关系学系的总体加薪原则是：教师薪酬与工作绩效挂钩，但同时也考虑到了教师的级别、工作年限等。因此，尽管许明、张思泉、郑克献三位教授的综合考评分一样，但加薪的幅度却有所差别：许明教授的加薪比率是11.2%，而张思泉教授和郑克献教授的加薪比率则是9.2%。而且，从表1看，其他几位教授的加薪幅度与其综合考评得分之间的关系也不是完全的线性相关。因此，能够确信武帮涛教授在“薪酬与工作绩效挂钩”的基础上，还考虑到了其他阻碍因素，比如，工作年限、教龄等。（6分）
2.尽管表1所反映出的每位教授的加薪幅度和加薪额度与综合考评不完全一致，但并不能说武帮涛教授所制定的公共关系学系的加薪方案就违抗了安瑞院长所提到的“应该依照各位教师的工作绩效来确定其增薪的幅度”的原则。（3分）从表1中的“综合考评得分”栏、“建议加薪额”栏、“建议加薪率”栏的数字变化来看，三者是线性相关，尽管不是同比例变化，但变化的方向是一致的，由此可见，三者的变化基础是一致的，也确实是说，每位教授的增加薪酬的比例要紧是依照综合考评得分来确定的。（3分）因此，总体来看，那个加薪方案并没有与薪酬鼓舞效应相悖。（2分）此方案尽管在总体上没有违抗薪酬的鼓舞效应原则，然而教授们变化幅度的差异假如处理不当，会引起教授们的不满，可能会引发“同工不同酬”的负面阻碍，阻碍教授们的工作热情。因此，武帮涛教授还需从整个公共关系学系的角度重新对此加薪方案加以完善，真正做到薪酬与工作绩效相挂钩，从而更好地调动全系教师的工作积极性。（4分）
2、背景描述
李强打开公司发给他的《劳动合同续订意向书》，见上面写道：“公司与你之间的劳动合同将于下月底期限届满。公司期望与你再续订为期3年的劳动合同，不知你意下如何？请慎重考虑后，告知人事部”。
李强作为某中外合资企业的华东区销售经理，年轻有为，工作能力极强，其个人的销售额占华东区销售收入的50％，因此，公司领导对他十分赏识，专门期望与李强续订劳动合同。但是，李强由于另一公司差不多向他发出正式邀请，因此不想连续续约。
因此李强拨通了公司人事经理的：“专门感谢公司对我的好意，但我已决定不与公司再续劳动合同了，请在我合同到期之前，为我办理离职手续。”人事经理一听，李强的口气专门坚决，也就没说挽留的话，赶忙安排有关人员，开始为李强办理工作交接。
总经理要求李强在走之前的最后一个月，将他的销售客户中对公司尚有欠款的厂家列出清单，并尽可能再去催要,争取收回这些欠款。
依照总经理这一要求，李强通过30多天的努力，收回了大部分欠款，只有一笔2.5万元的欠款没有收回，缘故是：这笔欠款来自是山东省济宁市的一个企业，该企业的营业场所差不多搬迁，李强在济宁反复查找，也没找到那个企业的新地址。无奈之下李强只好回来，将该企业的欠款情形及相关证据交给了公司总经理，同时建议，以后能够派人再去查找并催要欠款。总经理听完李强的汇报，说道：“因为是你向这家企业销售了产品，但最终却没把货款收回来，公司预备扣发你最后一个月的工资”。
李强说明说：“可我是因为劳动合同到期终止，不在公司连续工作了，才无法连续做那个收款工作，而且，我差不多将详细的资料提供给公司，公司完全能够让其他人接替我的工作。”
“然而从现在的情形看，今后找到这家企业并收回2.5万元欠款是今后的情况。收不回这笔欠款，确实是公司的缺失，而那个缺失，就应该由你来赔偿。因此公司决定扣发你这月的工资。你不要觉得委屈，事实上，只扣你一个月工资，没让你赔款，差不多是廉价你了。”
李强离开公司那天，公司果然扣发了他的当月工资。
问题：你认为该公司扣发李强公司的作为做法妥当吗？什么缘故？
参考答案与评分标准：
1、公司的做法不妥当。（4分）
2、缘故（18分）：
（1）工资是劳动者通过劳动而依法获得的劳动酬劳，企业不得克扣或者无故拖欠劳动者的工资。凡是需要停发或扣发劳动者工资时，都必须有可靠的法律依据才行。否则，确实是对劳动者工资权益的侵犯，就应承担违法责任。（4分）
（2）市场上大部分产品差不多上供大于求，总体上说是买方市场。关于生产型企业来说，销售自己的产品因此成了一大难题。为了促销，许多企业采取了先发货，后收款的方法。本案中的公司，确实是采取了这种方法，因此，才显现了李强在离开公司之前，尚有他销出的产品未收回货款的现象。明显，这要紧是公司经营策略造成的后果，不应由李强一人单独来承担责任。（6分）
（3）李强与公司的劳动合同到期自然终止，李强在离职前尽职尽责的完成了追款的工作。（4分）
（4）综上，能够看出，公司以李强造成了2.5万元的缺失为理由，来扣发他的当月工资，既没有事实依据，也没有法律依据。完全是一种侵犯李强合法权益的行为。（2分）
《企业人力资源治理人员》（助理人力资源治理师）英语试卷
2003.7
一、英汉互译（每题2分，共30分。）
1.human resource planning
2.bonus
3.career
4.selection
5.employee
6.team
https://www.wendangku.net/doc/fa14025664.html,bor 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
ANSWERS1. 1. 人力资源打算 2. 奖金 3. 职业 4. 甄选 5. 职员 6. 团队7. 劳动力市场8. 工作分析9. 培训10. 合同11.point system12.job structure13.outsourcing14.discipline15. work permit/certificate
二、选词填空（每题1分，共10分。）
A.job analysis
B. job evaluation
C. task analysis
D.mediator
E. validity
F. reliability
G.creativity H. appraisal accuracy I. wage survey
J.human resources planning
1.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.
2. A ______ serves primarily as a fact finder and to open up a channel of communication
between the parties.
3. The simplest ______ method ranks each job relative to all other jobs, usually based on
some overall factor like “job difficulty.”
4. When job evaluation and ______ data are used jointly, they serve to link the likelihood of both
internal and external equity.
5. Interviews, questionnaires, observations, and diary/logs are the most popular methods for
gathering ______data.
6. The test has______ to the extent that the people with higher test scores perform better on
the job.
7. Rater training is no panacea for reducing rating errors or for improving ______ .
8. A key component of ______ is forecasting the number and type of people needed to meet
organizational objectives.
9. The second step in training-needs assessment is ______ which involves reviewing the job
description and specification.
10. A modest level of stress may even lead to more ______ if a competitive situation results in
new ideas being generated.
1. F
2. D
3. B
4. I
5. A
6. E
7. H
8. J
9. C 10. G
三、单项选择（每题3分，共30分。）
1.People who contribute to the job analysis process include the following, except for the:
A.stockholder
B.job analyst
C.employees
D.supervisor
2.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
3.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
4.The extent to which two or more methods yields similar results or are consistent is referred to as:
A.validity
B.reliability
D.similarity
5.The selection procedure usually begins with:
A. employment tests
B. a medical examination
C. a supervisory interview
D. completion of an application form
6. The primary reason organizations train new employees is to:
A.increase their knowledge, skill, and ability level
B.help trainees achieve personal career goals
https://www.wendangku.net/doc/fa14025664.html,ply with government regulations
D.improve the work environment
7. Research has shown that performance appraisal are used most widely as a basis for:
A.transfer
B.criticism
C.assessment centers
https://www.wendangku.net/doc/fa14025664.html,pensation decisions
8.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
9.Job evaluation systems provide for internal equity and serve as the basis for:
A.wage-rate determination
B.job analysis
C.training plan
D.career plan
10.All of the following are common causes of workplace stress except:
A. excessive job pressures
B. high workloads
C. disagreements with managers
D. empowerment
ANSWER:1.A2.D3.B4.B5.D6.A7.D8.B9.A10.D
四、阅读明白得（每题3分，共30分。）
（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.
1. A ccording to the passage, the immediate supervisor’s title is also shown in the
___________ section as is info rmation regarding the job’s salary and / or pay scale.
( A ) job summary ( B ) job identification
( C ) job relationships ( D ) job title
2. It would appear from the passage that ___________ permits easy referencing of
all jobs since it represents important characteristics of the job.
( A ) job code ( B ) job status
( C ) pay range ( D ) job summary
3. According to the Sample Job Description in the passage, when a supervisor of data
processing operations is at work, he or she ___________ .
( A ) doesn’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
4. 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
5. 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
answer:
1. B
2. A
3. D
4. A
5. C
（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:
①Lack of standards. Without standards, there can be no objective evaluation of results,
only a subjective guess or feeling about performance.
②Irrelevant or subjective standards. Standards should be established by analyzing the
job output to ensure that standards are job related.
③Unrealistic standards. Standards are goals with motivating potential. Those that are
reasonable but challenging have the most potential to motivate.
④Poor 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.
⑤Rater errors. Rater errors include rater bias or prejudice, halo effect, constant error,
central tendency, and fear of confrontation.
⑥Poor feedback to employee. Standards and/or ratings must be communicated to the
employee in order for the performance evaluation to be effective.
⑦Negative communications. The evaluation process is hindered by communication of
negative attitudes, such as inflexibility, defensiveness, and a non-developmental
approach.
⑧Failure 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.
1. 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
2. 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
3. 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 would 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 phrases to define each trait.
4. By “ halo effect ” the author m eans ___________ .
( 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
5. 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 cur rent
performance is perceived
( D ) a job description often isn’t sufficient to clarify what the supervisors want their subordinates to do.
answer:
1. C
2. A
3. B
4. D
5. B