人力资源管理师二级十套试题.docx

人力资源管理师二级十套试题.docx

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人力资源管理师二级十套试题

上海市职业资格鉴定

《企业人力资源管理人员》（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.Behaviormodeling

2.Employeeleasing

3.Factorcomparisonsystem

4.Graphicrating-scalemethod

5.Panelinterview

6.Replacementcharts

7.Selection

8.Vesting

9.Teamleadertraining

10.Profitsharing

11.心理支持

12.技能工资

13.网上培训

14.关键工作

15.工作扩大化

Answer:

1.行为模拟2.员工租借3.因素比较法4.图式评估法5.小组面试6.替换表7.甄选8.既得利益9.团队领导培训10.利润分享11.Psychologicalsupport12.Skill-basedpay13.Web-basedtraining14.Keyjobs15.Jobenlargement

二、单项选择（每题2分，共20分）

1.Executivesormanagerswhocoach,advise,andencourageemployeesoflesserrankarecalled.

A.protégés

B.teachers

C.mentors

D.rolemodels

D.theHRmanager’spreferences

2.Asanappraiser,youshouldtrytodoallofthefollowingexcept.

A.minimizecriticism

B.changetheperson,notthebehavior

C.focusonsolvingproblems

D.besupportive

3.Individualsworkinginternationallyneedtoknowasmuchaspossibleaboutallofthefollowinghost-countrycharacteristicsexcept.

A.socialandbusinessetiquette

B.culturalvaluesandpriorities

C.politicalstructureandcurrentplayers

D.culturaltrends

4.Questionscontainedinstructuredjobinterviewsshouldbebasedon.

A.jobanalysis

B.jobdesign

C.jobspecialization

D.jobutilization

5.Outplacementservicesare.

A.usefulmethodsofattractingindividualsintoacareer

B.designedtohelpterminatedemployeesfindajobelsewhere

C.rarelygiventoexecutiveemployees

D.vitalpartsofanycareermanagementsystem

6.Whichofthefollowingisnotacoreskillthatiscriticalforsuccessabroad?

.

A.physicalfitnessandmentalmaturity

B.effectivedelegatoryskills

C.prudentdecision-makingskills

D.culturaladaptability

7.Ifyourprimaryobjectiveforaperformanceappraisalistogiveemployeesdevelopmentalfeedback,whichofthefollowingappraisalmethodsshouldyouuse?

.

A.traitmethod

B.resultsmethod

C.behaviormethod

D.attitudinalmethod

8.Compensationprogramsthatcompensateemployeesfortheknowledgetheypossessareknownas.

A.skill-basedpayplans

B.performance-basedpayplans

C.merit-basedpayplans

D.seniority-basedpayplans

9.Toimplementasuccessfulprograminbasicandremedialtraining,managersshoulddoallofthefollowingexcept.

A.explaintoemployeeswhytrainingwillhelpthemintheirjobs

B.useaclassroom-orientedapproachsoemployeeslearnbylectures

C.providefeedbackonemployees’progress

D.relatethetrainingtotheemployees’goals

10.Whichofthefollowingisnottrueofself-ratingsofperformance?

.

A.Theyarebeneficialwhenmanagersseektoincreasetheemployee’sinvolvementinthereviewprocess

B.Criticsarguethatself-ratingsaremorelenient

C.Researchhasshownthatself-ratingsareasvalidas,ifnotmorevalidthan,testscores

D.Theyarefreeofmostbiasesthatotherratingsourcesmayhave

Answer:

1.C2.B3.D4.A5.B6.B7.C8.A9.B10.D

三、阅读理解（每题3分，共30分）

（一）

ThepromotionanddevelopmentofperformancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagement,byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefined,andensuringthatactualbehaviorsarereviewedand,whereappropriate,rewardedbyfinancialornon-financialmeans.Performancemanagementreviewscanidentifyweaknessesanddevelopmentneedsinthisaspect,andinitiatepersonaldevelopmentplanswhicharedesignedtomeettheseneeds.

Onestartingpointfortheprocesscouldbethecascadingofcorporatecorevaluesforknowledge-sharingtoindividuals,sothattheyunderstandwhattheyareexpectedtodotosupportthosecorevalues.Knowledge-sharingcanbeincludedasanelementofacompetencyframework,andthedesiredbehaviorwouldbespeltoutandreviewed.Forexample,positiveindicatorssuchasthoselistedbelowcouldbeusedasabasisforagreeingcompetencyrequirementsandassessingtheextenttowhichtheyaremet.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing:

.Iseagertoshareknowledgewithcolleagues;

.Takespositivestepstosetupgroupmeetingstoexchangerelevantinformationandknowledge;

.Buildsnetworkswhichprovideforknowledgesharing;

.Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughtheintranetand/orothermeansofcommunication.

Hansenetal（1999）mentionthatatErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions,oneofwhichistheir‘contributiontoandutilizationoftheknowledgeassetofthefirm’.AtBain,partnersareevaluatedeachyearonavarietyofdimensions,includinghowmuchdirecthelptheyhavegivencolleagues.

1.Thebesttitleforthisarticleis.

A.Knowledge-sharing

B.Performancemanagementreviews

C.Performancemanagementprocesses

D.Performancemanagementforknowledgeworkers

2.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharingexcept.

A.Isreluctanttoshareknowledgewithcolleagues

B.Takespositivestepstoexchangerelevantinformationandknowledge

C.Buildsnetworkswhichprovideforknowledgesharing

D.Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughsomemeansofcommunication

3.WhichofthefollowingisnotmentionedbyHansenetal?

.

A.AtBain,directhelpthatpartnershavegivencolleagueswillbeevaluated.

B.AtErnst&Young,consultants’contributiontotheknowledgeassetofthefirmwillbeevaluated.

C.AtBain,partnersareeagertoshareknowledgewithcolleagues.

D.AtErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions.

4.Theauthorofthispassagewouldmostlikelyagreethat.

A.PerformancemanagementprocessesbyHRcanmakelittlecontributiontoknowledgemanagement.

B.Thecascadingofcorporatecorevaluesforknowledge-sharingtoindividualscouldbeonestartingpointfortheperformancemanagementprocess.

C.Knowledge-sharingcan’tbeincludedasanelementofacompetencyframework.

D.Takingpositivestepstoexchangerelevantinformationandknowledgeisn’tanexampleofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing.

5.Accordingtothepassage,performancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagementthroughthefollowingmeasuresexcept.

A.byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefined

B.byensuringthatactualbehaviorsarereviewed

C.byensuringthatactualbehaviorsarerewardedbyfinancialornon-financialmeans

D.bybuildingnetworkswhichprovideforknowledgesharing

Answer:

1.D2.A3.C4.B5.D

（二）

"T-group"standsfor"traininggroup,"whichisnotaveryhelpfuldescription.Itisalsoreferredtoassensitivitytraining,groupdynamics,andgrouprelationstraining.T-grouphasthreeaims:

1.Toincreasesensitivity-theabilitytoperceiveaccuratelyhowothersarereactingtoone'sbehavior.

2.Toincreasediagnosticability-theabilitytoperceiveaccuratelythestateofrelationshipsbetweenothers.

3.Toincreaseactionskill-theabilitytocarryouttheskillfulbehaviorrequiredbythesituation.

InaT-group,thetrainerwillexplaintheaimsoftheprogramandmayencouragediscussionandcontributehisorherownreactions.Butheorshedoesnottakeastrongleadandthegroupislargelylefttoitsowndevicestodevelopastructurethattakesaccountofthegoalsofboththemembersofthegroupandthetrainerprovidesaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehavior.Theydothisbygiving“feedback”orexpressingtheirreactiontooneanother.Membermaynotalwaysacceptcommentsaboutthemselves,butastheT-groupdevelopstheywillincreasinglyunderstandhowsomeaspectsoftheirbehaviorarehiddentothemandwill,therefore,bewellonthewaytoanincreaseinsensitivity,diagnosticability,andactionskill.

Follow-upstudieshavenotedthreeprincipleareasofchangefollowingtheattendanceoftraineesatanexternalT-grouplaboratory:

1.Increasedopenness,receptivity,andtoleranceofdifferences.

2.Increasedoperationalskillininterpersonalrelations,withovertonesofincreasedcapacityforcollaboration.

3.Improvedunderstandinganddiagnosticawarenessofself,others,andinteractiveprocessesingroups.T-groupshavebeenattackedbecauseofthepossibilityofnegativeordetrimentaleffects.Butnoneofthefollow-upstudieshasdetectedanysignificantproblems.Amorevalidbasisfordoubtisthatithasbeendifficulttoprovethattheyhavebeencosteffectivefororganizationswhohaveusedthemoncompanyorhavestronglysupportedexternalprograms.

Thiscriticismcouldbeleveledatanyotherformofgrouptrainingor,indeed,mostoff-the-jobtraining.Thedegreetowhichitcanbeinvalidatedwilldependontheeffectivenessofthetrainingdesignandofthetrainer.

T-grouplaboratoriesintheirpurestformareunlikelyevertobecomeamajorpartofcompanytrainingprograms,butthegroupdynamicsapproachhasvalidusesinthemodifiedforms.

1.Thisarticlemightmostlikelybeextractedfromthepaperabout.

A.humanresourceplanning

B.performanceevaluation

C.internationalhumanresourcemanagement

D.traininganddevelopment

2."T-group"isreferredtoasthefollowingexcept.

A.sensitivitytraining,

B.on-the-jobtraining

C.groupdynamics

D.grouprelationstraining

3.Theauthorofthispassagewouldmostlikelyagreethat.

A.InaT-group,thetrainerwilltakeastronglead.

B.InaT-group,membersmayalway