人力资源专业英语试题
别妄想泡我
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2021年01月22日 23:42
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-敬老院活动感想
专业英语试卷样题（师）
一、英汉互译（每题
2
分，共
30
分）
1.
Behavior
modeling
2.
Employee
leasing
3.
Factor
comparison
system
4.
Graphic
rating-scale
method
5.
Panel
interview
6.
Replacement
charts
7.
Selection
8.
Vesting
9.
Team
leader
training
10.
Profit
sharing
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
二、单项选择（每题
2
分，共
20
分）
1.
Executives
or
managers
who
coach,
advise,
and
encourage
employees
of
lesser
rank
are
called
.
A.
Proté
gé
s
B.
teachers
C.
mentors
D.
role
models
2.
As
an
appraiser,
you
should
try
to
do
all
of
the
following
except
.
A.
minimize
criticism
B.
change
the
person,
not
the
behavior
C.
focus
on
solving
problems
D.
be
supportive
3.
Individuals
working
internationally
need
to
know
as
much
as
possible
about
all
of
the
following
host-country
characteristics
except
.
A.
social
and
business
etiquette
B.
cultural
values
and
priorities
C.
political
structure
and
current
players
D.
cultural
trends
4.
Questions
contained
in
structured
job
interviews
should
be
based
on
.
A.
job
analysis
B.
job
design
C.
job
specialization
D.
job
utilization
1
5.
Outplacement
services
are
.
methods
of
attracting
individuals
into
a
career
ed
to
help
terminated
employees
find
a
job
elsewhere
given
to
executive
employees
parts
of
any
career
management
system
6.
Which
of
the
following
is
not
a
core
skill
that
is
critical
for
success
abroad?
.
A.
Physical
fitness
and
mental
maturity
B.
Effective
delegate
skills
C.
Prudent
decision-making
skills
D.
Cultural
adaptability
7.
If
your
primary
objective
for
a
performance
appraisal
is
to
give
employees
dev
elopmental
feedback,
which
of
the
following
appraisal
methods
should
you
use?
.
A.
Trait
method
B.
Results
method
C.
Behavior
method
D.
Attitudinal
method
8.
Compensation
programs
that
compensate
employees
for
the
knowledge
they
pos
sess
are
known
as
.
A.
skill-based
pay
plans
B.
performance-based
pay
plans
C.
merit-based
pay
plans
D.
seniority-based
pay
plans
9.
To
implement
a
successful
program
in
basic
and
remedial
training,
managers
sh
ould
do
all
of
the
following
except
.
A.
explain
to
employees
why
training
will
help
them
in
their
jobs
a
classroom-oriented
approach
so
employees
learn
by
lectures
ovide
feedback
on
employees’
progress
the
training
to
the
employees’
goals
10.
Which
of
the
following
is
not
true
of
self-ratings
of
performance?
.
A.
They
are
beneficial
when
managers
seek
to
increase
the
employee’s
involveme
nt
in
the
review
process
B.
Critics
argue
that
self-ratings
are
more
lenient
C.
Research
has
shown
that
self-ratings
are
as
valid
as,
if
not
more
valid
than,
te
st
scores
D.
They
are
free
of
most
biases
that
other
rating
sources
may
have
三、阅读理解（每题
3
分，共
30
分）
（一）
The
promotion
and
development
of
performance
management
processes
by
HR
can
make
an
important
contribution
to
knowledge
management,
by
providing
for
behavioral
expectations
which
are
related
to
knowledge-sharing
to
be
defined,
and
2
ensuring
that
actual
behaviors
are
reviewed
and,
where
appropriate,
rewarded
by
fi
nancial
or
non-financial
means.
Performance
management
reviews
can
identify
wea
knesses
and
development
needs
in
this
aspect,
and
initiate
personal
development
pl
ans,
which
are
designed
to
meet
these
needs.
One
starting
point
for
the
process
could
be
the
cascading
of
corporate
core
val
ues
for
knowledge-sharing
to
individuals,
so
that
they
understand
what
they
are
ex
pected
to
do
to
support
those
core
values.
Knowledge
sharing
can
be
included
as
an
element
of
a
competency
framework,
and
the
desired
behavior
would
be
spelt
out
and
reviewed.
For
example,
positive
indicators
such
as
those
listed
below
coul
d
be
used
as
a
basis
for
agreeing
competency
requirements
and
assessing
the
exte
nt
to
which
they
are
met.
The
following
are
examples
of
positive
behavior
in
me
eting
competency
expectations
for
knowledge-sharing:
.
Is
eager
to
share
knowledge
with
colleagues;
.
Takes
positive
steps
to
set
up
group
meetings
to
exchange
relevant
informa
tion
and
knowledge;
.
Builds
networks
which
provide
for
knowledge
sharing;
.
Ensures
as
appropriate
that
knowledge
is
captured,
codified,
recorded
and
d
isseminated
through
the
intranet
and/or
other
means
of
communication.
Hansen
et
al
(1999)
mention
that
at
Ernst
&
Young,
consultants
are
evaluated
at
performance
reviews
along
five
dimensions,
one
of
which
is
their
‘contribution
to
and
utilization
of
the
knowledge
asset
of
the
firm’.
At
Bain,
partners
are
eval
uated
each
year
on
a
variety
of
dimensions,
including
how
much
direct
help
they
have
given
colleagues.
best
title
for
this
article
is
.
A.
Knowledge-sharing
B.
Performance
management
reviews
C.
Performance
management
processes
D.
Performance
management
for
knowledge
workers
2.
The
following
are
examples
of
positive
behavior
in
meeting
competency
expect
ations
for
knowledge-sharing
except
.
A.
Is
reluctant
to
share
knowledge
with
colleagues
positive
steps
to
exchange
relevant
information
and
knowledge
C.
Builds
networks
which
provide
for
knowledge
sharing
D.
Ensures
as
appropriate
that
knowledge
is
captured,
codified,
recorded
and
disse
minated
through
some
means
of
communication
of
the
following
is
not
mentioned
by
Hansen
et
al?
.
A.
At
Bain,
direct
help
that
partners
have
given
colleagues
will
be
evaluated.
B.
At
Ernst
&
Young,
consultants’
contribution
to
the
knowledge
asset
of
the
fir
m
will
be
evaluated.
C.
At
Bain,
partners
are
eager
to
share
knowledge
with
colleagues.
D.
At
Ernst
&
Young,
consultants
are
evaluated
at
performance
reviews
along
fiv
e
dimensions.
4.
The
author
of
this
passage
would
most
likely
agree
that
.
3
A.
Performance
management
processes
by
HR
can
make
little
contribution
to
kno
wledge
management.
B.
The
cascading
of
corporate
core
values
for
knowledge-sharing
to
individuals
co
uld
be
one
starting
point
for
the
performance
management
process.
C.
Knowledge-
sharing
can’t
be
included
as
an
element
of
a
competency
framewor
k.
D.
Taking
positive
steps
to
exchange
relevant
information
and
knowledge
is
n’t
an
example
of
positive
behavior
in
meeting
competency
expectations
for
knowledge-s
haring.
5.
According
to
the
passage,
performance
management
processes
by
HR
can
make
an
important
contribution
to
knowledge
management
through
the
following
measu
res
except
.
A.
by
providing
for
behavioral
expectations
which
are
related
to
knowledge-sharin
g
to
be
defined
B.
by
ensuring
that
actual
behaviors
are
reviewed
C.
by
ensuring
that
actual
behaviors
are
rewarded
by
financial
or
non- financial
me
ans
D.
by
building
networks
which
provide
for
knowledge
sharing
（二）
stands
for
group,
which
is
not
a
very
helpful
descrip
tion.
It
is
also
referred
to
as
sensitivity
training,
group
dynamics,
and
group
relations
training.
T-group
has
three
aims:
1.
To
increase
sensitivity-the
ability
to
perceive
accurately
how
othe
rs
are
reacting
to
one's
behavior.
2.
To
increase
diagnostic
ability-the
ability
to
perceive
accurately
th
e
state
of
relationships
between
others.
3.
To
increase
action
skill-the
ability
to
carry
out
the
skillful
behav
ior
required
by
the
situation.
In
a
T-group,
the
trainer
will
explain
the
aims
of
the
program
and
may
encourage
discussion
and
contribute
his
or
her
own
reactions.
But
he
or
she
does
not
take
a
strong
lead
and
the
group
is
largely
left
to
its
own
device
s
to
develop
a
structure
that
takes
account
of
the
goals
of
both
the
member
s
of
the
group
and
the
trainer
provides
a
climate
where
the
group
members
are
sufficiently
trusting
of
one
another
to
discuss
their
own
behavior.
They
do
this
by
giving
“feedback”
or
expressing
their
reaction
to
one
another.
Member
may
not
always
accept
comments
about
themselves,
but
as
the
T-gr
oup
develops
they
will
increasingly
understand
how
some
aspects
of
their
be
havior
are
hidden
to
them
and
will,
therefore,
be
well
on
the
way
to
an
in
crease
in
sensitivity,
diagnostic
ability,
and
action
skill.
Follow-up
studies
have
noted
three
principle
areas
of
change
following
th
e
attendance
of
trainees
at
an
external
T-group
laboratory:
1.
Increased
openness,
receptivity,
and
tolerance
of
differences.
4