HR must champion employee valu to management
英语人力资源管理50题
英语人力资源管理50题1. In a company, the process of identifying and attracting potential employees is called _____.A. recruitmentB. selectionC. trainingD. development答案：A。
本题考查人力资源管理的基本概念。
选项A“recruitment”意为招聘，指识别和吸引潜在员工的过程，符合题意。
选项B“selection”指选拔，侧重于从候选人中挑选合适的人员。
选项C“training”是培训，针对已入职员工提升技能。
选项D“development”是发展，通常指员工在职业上的长期发展规划。
2. The department responsible for managing employees' performance and providing feedback is _____.A. HRB. FinanceC. MarketingD. Operations答案：A。
在公司中，负责管理员工绩效并提供反馈的部门通常是人力资源部门（HR）。
选项B“Finance”是财务部门，主要处理财务相关事务。
选项C“Marketing”是市场营销部门，专注于市场推广和销售。
选项D“Operations”是运营部门，负责日常业务运营。
3. The term used to describe the knowledge, skills, and abilities that an employee brings to a job is _____.A. job descriptionB. job specificationC. competencyD. Workload答案：C。
“Competency”指的是员工带到工作中的知识、技能和能力。
选项A“job description”是工作描述，详细说明了工作的职责和任务。
人力资源岗位英文面试问题
人力资源岗位英文面试问题Here are some sample English interview questions for a human resources position, written in an informal and conversational tone:1. About Your Experience:Can you share a time when you successfully resolved a conflict between two employees? How did you approach the situation?2. Skills and Abilities:Describe how you stay up-to-date with the latest trends and best practices in HR. What resources do you rely on?3. Teamwork:How do you collaborate with other departments in your organization? Give an example of a project where your HRteam's involvement was crucial.4. Recruitment Strategies:What strategies do you use to attract top talent? How do you ensure a smooth onboarding process for new hires?5. Employee Engagement:What initiatives have you implemented to improve employee engagement and retention? How do you measure the success of these initiatives?6. Diversity and Inclusion:How do you promote diversity and inclusion in your workplace? What challenges have you faced in this area, and how have you addressed them?7. Performance Management:How do you approach performance management? What toolsor systems do you use to track and evaluate employee performance?8. Problem-Solving:Give an example of a complex HR issue you faced and how you went about solving it. What was the outcome?。
人力资源管理英语_广东外语外贸大学中国大学mooc课后章节答案期末考试题库2023年
人力资源管理英语_广东外语外贸大学中国大学mooc课后章节答案期末考试题库2023年1.As a recruitment method, _______ invites present employees to recommendprospective candidates for the job offered.答案:employee referral2.The following paragraph is to support an argument. What type of evidencedoes it fall into?Higher education improves standards of living. According to the NationalCenter for Education Statistics, full-time employees in the United States who earned high school diplomas or GEDs received a median income of $25,000 in 2009, whereas those who earned Bachelor’s degrees received a medianincome of $40,000.答案:Figures3.Which one of the following statements is right about business writing?答案:It stresses specificity and accuracy.4.Financial compensation consists of _______.答案:bonusmonly used evidence in business writing includes:答案:DataExperts testimonyExamples6.Motivation is an invisible inner state that energizes human goal-directedbehavior, which determines:答案:how hard the individual will workhow long the individual maintais his/her effortwhat goal to reach7.Maslow's hierarchy of needs is a motivational theory comprising a five-tiermodel of human needs including:答案:self-actualization needsphysiological needssafety needsneeds for belongingness8.Approaches to employee development include答案:Stretch assignments and projects.Enrich jobs.Job shadowing.Mentoring or coaching.9.Job Description and Job Specification are indispensable working documentsfor job applicants, job holders and employers.答案:正确10.Recruitment activities are designed to affect how hard job holders work.答案:错误11.An unstructured selection interview can always provide reliable and validresults.答案:错误12.The selection techniques you choose depends on the particular skills,attributes and knowledge required for the position.答案:正确13.If you want to examine how a candidate interacts with his/her futurecolleagues, you could use a group interview.答案:正确14.We can start a formal business letter with "Dear Mr Michael".答案:正确15.The following sentence is correct "According to your letter of application, wewould like to invite you to an interview."答案:错误16."Yours sincerely", "Best wishes", "Yours" and "Love" are all appropriatecomplimentary close in a formal business letter.答案:错误17. A business memo is the same as a business letter.答案:错误18.Performance appraisal is a formal system of periodic review and evaluationof an individual’s or team’s job performance.答案:正确19.Workplace diversity is about acknowledging differences and adapting workpractices to create an inclusive environment in which diverse skills,perspectives and backgrounds are valued.答案:正确20. A line graph is usually used to visualize the values changing over acontinuous interval or time.答案:正确。
人力资源英语句子结构练习50题
人力资源英语句子结构练习50题1. In the recruitment process, the candidate's skills ______ carefully evaluated.A. isB. areC. wasD. were答案：B。
本题考查简单句的主谓一致。
主语“the candidate's skills”是复数，且句子描述的是一般情况，所以要用are。
A 选项is 用于主语是单数的情况；C 选项was 是过去式且用于主语是单数；D 选项were 是过去式且用于主语是复数，但此处是一般现在时。
2. The training program ______ designed to improve employees' performance.A. isB. areC. wasD. were答案：A。
此句主语“the training program”是单数，句子陈述的是一般事实，所以用is。
B 选项are 用于复数主语；C 选项was 是过去式且用于单数主语；D 选项were 是过去式且用于复数主语。
3. During the interview, the questions ______ prepared by the HR manager.A. isB. areC. wasD. were答案：D。
“the questions”是复数，“During the interview”表明是过去的时间，所以用were。
A 选项is 用于单数主语且一般现在时；B 选项are 用于复数主语且一般现在时；C 选项was 用于单数主语且过去时。
4. Employee satisfaction ______ an important factor in HR management.A. isB. areC. wasD. were答案：A。
“Employee satisfaction”是单数概念，句子表达一般情况，用is。
人力资源管理英文版选择题题库1
Chapter1Exam Questions1. The human resource management function (56)A. is concerned with ensuring that a firm's human resources have the land, capital, andequipment needed to perform their jobs effectively.B. helps an organization deal effectively with its people during the various phases ofthe employment cycle--pre-selection, selection, and post-selection.C. is necessary only in those organizations where labor-management relations arestrained.D. is irrelevant in an age of rapidly changing work processes.Answer: B2. The dominant activity in the pre-selection phase of the employment cycle isA. planning.B. performance management.C. selection.D. assessment.Answer: A3. Developing human resource practices for effectively managing people is most closelyassociated with which phase of the employment cycle? (38)A. pre-selectionB. selectionC. post-selectionD. management phaseAnswer: C4. Human resource planning has as its primary goal (39)A. gathering, analyzing, and documenting information about jobs.B. locating and attracting job applicants.C. helping managers anticipate and meet the changing need for human resources.D. measuring the adequacy of an employee's job performance.Answer: C5. The decision to use a personality inventory in the employee selection process would bemade based on (43)A. job analysis information.B. human resource planning information.C. performance appraisal information.D. recruitment information.Answer: A6. Which of the following is not among the external factors influencing human resourcemanagement?A. rapid advances in technologyB. a high rate of illiteracy among the work forceC. company policy regarding flexible work arrangementsD. emphasis on quality improvementAnswer: C7. Unions are most likely to influence company policies regarding (59)A. human resource planning, job analysis, and recruitment.B. discipline, promotions, and grievances.C. international human resource management.D. strategic planning and resource allocation.Answer: B8. Which of the following is not one of the issues that needs to be addressed whenestablishing operations in other countries?A. setting performance standardsB. use of expatriatesC. cultural differencesD. compensationAnswer: A9. Which statement below best describes the relationship between line management andHR professionals? (58)A. HR professionals focus more on developing human resource programs, while linemanagers are more involved in implementing those programs.B. HR professionals are solely responsible for evaluating programs designed to managehuman resources.C. Line management requires the services of the HR professional only infrequently.D. Line management focuses more on developing human resource programs, while theHR professional is more involved in implementing programs.Answer: A10 Which of the following activities is most consistent with the HR professional’s role ofdeveloping/choosing HRM methods? (31)A. determining the order in which job applicants should complete selection measures.B. determining that a test of cognitive ability should be used as part of a selectionprocess.C. determining that a personality test has been ineffective in screening job applicants.D. offering a manager instruction on how to appraise employee performance.Answer: B11. Which of the following activities is not part of the line manager's role in the HRMprocess? (32)A. interview job applicantsB. settle grievance issuesC. provide and communicate job performance ratingsD. develop an evaluation strategy for training programsAnswer: D12. A competitive advantage is defined in the text as (33)A. a demonstrated willingness to take on all competitors in the marketplace.B. hiring a workforce that has a high need for achievement.C. achieving a superior marketplace position relative to one’s competition.D. organizational self-confidence.Answer: C13. A cost leadership strategy for gaining competitive advantage can be produced by(34)A. reducing the cost of production, regardless of the number of units produced.B. increasing the number of units produced, regardless of the cost per unit.C. cutting overhead costs while maintaining or increasing the number of unitsproduced.D. performing regularly scheduled maintenance on production equipment.Answer: C14. Product differentiation can offer a firm a competitive advantage because (35)A. it allows a firm to offer a unique product not being offered by competitors.B. it can reduce a product’s cost per unit.C. it reduces a firm’s dependence on one supplier for raw materials.D. imitating a competitor’s strategy is the surest way to be competitive.Answer: A15. Which of the following statements best characterizes the relationship between a firm’sHRM practices and important outcome measures such as productivity, profits, and overall organizational performance? (36)A. HRM practices have little impact on such“hard measures”of organizationalperformance.B. Firms with progressive HRM practices tend to perform better on such hard measuresof organizational performance than those using less sound practices.C. Those firms that use sophisticated HRM practices tend to be only slightly lesssuccessful than other firms.D. The more money a firms spends on salaries for HRM personnel, the more successfulit will be.Answer: B16. According to Jeffrey Pfeffer, a firm that adopts a program of employee participation andempowerment is most likely to generate (37)A. uncertainty among the workforce regarding job responsibilities.B. support from union leadership.C. a decline in short-term profits until the organization adapts to the change.D. a competitive advantage by increasing employee satisfaction and productivity.Answer: D17. According to the model linking HRM practices to competitive advantage discussed inchapter 1, which of the following HRM practices can have a direct effect on achieving competitive advantage?A. performance appraisalB. HR planningC. unionsD. workplace justice programsAnswer: A18. According to the model linking HRM practices to competitive advantage discussed inchapter 1, which of the following employee-centered outcomes is a direct result of implementing progressive HRM practices?A. employee retentionB. legal complianceC. employee competenceD. company imageAnswer: C19. Organizational citizenship concerns(40)A. an employee’s willingness to engage in work behaviors that are not usually specifiedin a job description.B. the relative strength of an employee’s identification with and involvement in aparticular organization.C. the favorableness of an employee’s attitude toward his or her job.D. the tendency of an organization to be involved in the civic affairs of the communityin which it resides.Answer: A20. An employee is overheard saying“I think the company is doing the right thing byintroducing this new product line. I hope I get the chance to work on it.” This statement most likely reflects the employee’s (41)A. organizational commitment.B. organizational citizenship.C. job satisfaction.D. self-efficacy.Answer: A21. Which of the following pairs of HRM practices is most likely to influence employeemotivation?(42)A. job analysis and HR planningB. selection and productivity improvement programsC. training and safety and health programsD. motivation is one of the few variables that cannot be improved using HR practices.Answer: B22. According to the model linking HRM practices to competitive advantage discussed inChapter 1, how can one describe the relationship between organization-centered outcomes and employee-centered outcomes?A. organization-centered outcomes are believed to“cause”employee-centeredoutcomes.B. employee-centered outcomes are believed to“cause”organization-centeredoutcomes.C. both employee-centered and organization-centered outcomes are believed to havedirect paths to competitive advantage but no effect on each other.D. organization-centered outcomes are directly influenced by certain HRM practices,while employee-centered outcomes are not.Answer: B23. Which of the following strategies is not used by HR professionals to achieve costleadership? (44)A. motivating workers to be more productive by introducing a productivityimprovement program.B. developing a performance appraisal system that provides workers with the feedbacknecessary to be more productive.C. introducing a new piece of equipment to improve worker efficiency.D. using a more efficient recruitment strategy to reduce the cost of hiring new workers.Answer: C24. The use of HRM practices can promote a sustained competitive advantage because(45)A. being the first to institute an innovative HR practice discourages a firm'scompetition.B. HR practices cannot be imitated.C. people are a firm’s most valuable resource.D. the organizational environment in which innovative HR practices are implementedcan rarely be duplicated.Answer: D25. Which of the following HR practices is likely to have the greatest and most directimpact on achieving competitive advantage through product differentiation?A. compensationB. selectionC. job analysisD. performance appraisalAnswer: B。
人力资源三级考试英语选词填空-附中文
1.一_ D. Human resource management _ refers to the practices and policies you need to carry outthe people or personnel aspects of your management job人力资源管理指的是对组织的人实行的各样操作和政策。
bor turnover rates provide a valuable means of B. benchmarking the effectiveness of HRpolicies and practices and organization.劳动更改率供应了一个有价值的方法来权衡组织人力资源政策和操作的有效性。
bor turnover can be costly. __I. Direct cost __ of the recruiting and training replacements shouldbe considered.劳动更改的成本很昂贵。
招聘和培训代替人员的直接成本一定被考虑在内。
4.Business process re-engineering techniques are deployed as instruments for __H. downsizing __ .业务流程再造技术能够被使用来作为规模精简的工具。
5.Evaluations also fulfill the purpose of providing __A.feedback__to employees on how theorganization views their performance.绩效评估仍是实现了这样一个目的：它见告员工组织是怎样对待他们绩效的6.The __J. output __ of the job analysis should be a training or learning specification工作剖析的结果能够使培训或学习规范书。
如何成为杉杉的一名合格员工英语作文
如何成为杉杉的一名合格员工英语作文How to Become a Qualified Employee at Shan ShanIntroductionShan Shan is a well-known company in the industry, known for its innovation, creativity, and excellent work environment. To become a qualified employee at Shan Shan, there are certain qualities, skills, and characteristics that one must possess. In this article, we will discuss how to become a valuable employee at Shan Shan.Qualities of a Qualified Employee at Shan Shan1. Creativity: Shan Shan values creativity and innovation. Employees are encouraged to think outside the box and come up with new ideas and solutions to problems. A qualified employee at Shan Shan should be creative, able to think critically, and come up with unique solutions.2. Teamwork: Working at Shan Shan requires collaboration and teamwork. Employees must be able to work effectively with others, communicate well, and contribute to the overall success of the team. A qualified employee at Shan Shan should be a team player and able to work well in a group setting.3. Adaptability: The business world is constantly changing, and employees must be able to adapt to new situations and environments. A qualified employee at Shan Shan should be adaptable, able to learn new skills and technologies quickly, and open to change.4. Professionalism: Shan Shan values professionalism and integrity. Employees must conduct themselves with professionalism at all times, be honest and ethical in their work, and maintain a high level of integrity. A qualified employee at Shan Shan should be professional, reliable, and trustworthy.5. Communication: Effective communication is crucial in any workplace. Employees must be able to communicate clearly and effectively with their colleagues, superiors, and clients. A qualified employee at Shan Shan should have strong communication skills, both verbal and written.Skills Required at Shan ShanIn addition to the qualities mentioned above, there are certain skills that are essential for success at Shan Shan. These include:1. Technical skills: Employees at Shan Shan must have a strong technical skillset related to their job function. Whether it'scoding, design, marketing, or sales, employees must be proficient in the tools and technologies required for their role.2. Time management: Shan Shan is a fast-paced environment, and employees must be able to manage their time effectively to meet deadlines and deliver high-quality work. A qualified employee at Shan Shan should have excellent time management skills and be able to prioritize tasks efficiently.3. Problem-solving: In any job, there will be challenges and obstacles to overcome. Employees at Shan Shan must be able to identify problems, come up with solutions, and implement them effectively. A qualified employee at Shan Shan should be a strong problem solver and able to think critically.4. Leadership: While not every employee at Shan Shan will be in a leadership position, leadership skills are still valuable. Employees should be able to take initiative, motivate others, and lead by example. A qualified employee at Shan Shan should have strong leadership qualities and be able to inspire and empower their colleagues.ConclusionBecoming a qualified employee at Shan Shan is a rewarding experience that requires a combination of qualities, skills, andcharacteristics. By cultivating creativity, teamwork, adaptability, professionalism, and communication skills, and by developing technical skills, time management, problem-solving, and leadership qualities, one can become a valuable member of the Shan Shan team. Remember, Shan Shan values its employees and invests in their growth and development, so take advantage of the opportunities available and strive to be the best employee you can be.。
Human Resourses人力资源管理
Workers’ Compensation
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
11–5
FIGURE 11–1 Independent Contractor
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
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TABLE 11–1
Developing an Aligned Reward Strategy
Questions to Ask: 1. What must our company do, (for instance in terms of improving customer service), to be successful in fulfilling its mission or achieving its desired competitive position? 2. What are the employee behaviors or actions necessary to successfully implement this competitive strategy?
• Aligned Reward Strategy
The employer’s basic task:
To create a bundle of rewards—a total reward package—that specifically elicits the employee behaviors that the firm needs to support and achieve its competitive strategy.
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‘‘The only barrier to entry left for most businesses into the marketplace is an organization’s talent and people,’’ Reich said. ‘‘Everything else is equally available to all other employers. Employees’ talents, skills, understandings, relations to the business and the customers are only becoming more important.’’
and countries, which impacts a myriad of factors including wages and the labor force, he said. Also challenging, Reich said, is the country’s quickly changing demographics. ‘‘As the population ages, the talent pool keeps on shrinking,’’ he said.
Data analytics. Conference speakers asserted that data analytics play a crucial role in helping HR support business goals and initiatives.
Demand for data is increasing, the complexity of data usage is growing and the data user base is growing, Jennifer Mann, vice president of HR for business analytics software company SAS in Cary, N.C., told conference attendees.
CONFERENCE CALENDAR: APRIL
3-4—ADA & FMLA Compliance Update; location: San Francisco; sponsor: National Employment Law Institute; fee: $945 (Early Registration $895); telephone: 303-861-5600; web: http:// /programs2.asp?programid=39
For example, HR could use statistical analyses to correlate employment test scores with employee performance metrics. The assessment would predict future employee performance; thus new hires who went through the assessment might have more de-
Mann said HR needs to use data analytics to meet workforce challenges. Companies are increasingly challenged by changing demographics, including an older workforce; a growing skills gap; competition for talent; developing leadership and planning for successful succession, she said. ‘‘Analyzing employee
For senior management, she said, ‘‘privacy training should be combined with sensitivity training. We’re in an era of corporate accountability. It’s important to think before you speak.’’
Dornfeld said that even for employers that aren’t covered by HIPAA, ‘‘training on privacy is essential, including at the corporate directorship and governance levels. It’s just good business practice.’’
April 2014
COPYRIGHT 2014 BY THE BUREAU OF NATIONAL AFFAIRS, INC. HRF ISSN 1059-6038
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data on employee retention and productivity can help solve some of these challenges,’’ Mann said.
However, HR workforce planning can be easier said than done, Reich said. He said HR must stay aware of changing laws and public policy. Another problem, he said, is that ‘‘everything is coming from everywhere.’’ Organizations now span towns, states
Employee Relations HR Must Champion Employee Value to Management, Reich Says
Human resources professionals play a unique role in championing the importance of a high-quality workforce, former Secretary of Labor Robert Reich said Feb. 12 at the Human Capital Institute’s 2014 Workforce Planning and Analytics Conference.
Predicting performance, longevity. Kathleen Creech, senior HR business partner and global workforce strategy lead for NCR, a provider of consumer transaction technologies in Duluth, Ga., told conference attendees that data analytics can be used to meet a range of needs, depending on an organization’s unique goals.
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higher-ups in training, but they should be,’’ Rothermel said.
• Establishing oversight and complaint mechanisms.
• Taking steps to ensure that business associates—such as third-party administrators and consultants—also maintain appropriate safeguards.
For example, Mann said, banking and financial services company HSBC is using data to detect fraud, and using analytics to prevent it in real time. GE Health Care is also using data analytics to ensure proper patient care and prevent adverse medical events, while Staples has used analytics to improve their online shopping revenue, she said.
By Martin Berman-Gorvine
To contact the reporter on this story: Martin
Berman-Gorvine
in
Washington
at
mbermangorvine@
To contact the editor responsible for this story: Simon Nadel at snadel@
sirable traits, 源自uch as stronger problem solving skills, communication skills and customer focus.
Analysis of data on first-year attrition can also help businesses, Creech said. In one NCR study, she said, attrition was highest for employees with a bachelor’s degree or higher, and new hires from referrals had a higher attrition rate than candidates that came through a career site. Being able to predict an employee’s length of stay in an organization would help workforce planning, Creech said.