人力资源三级英语
大学英语三级A级分类模拟题303
大学英语三级A级分类模拟题303Writing1、申请表Directions: This part is to test your ability to do practical writing. You are required to complete an application form according to the following information given in Chinese. Remember to do your writing on the Translation/Composition Sheet.说明：假定你是人力资源部的员工李建新，请根据下列内容填写一份加班申请表。
申请日期：3月1日部门：人力资源部(Human Resources Department)加班时间：3月5日9:00a.m.-5:00p.m.总加班时间：不超过8小时加班原因：公司最近需要招聘各类员工。
人力资源部一周前登了招聘广告，并已收到很多求职信(application letter)。
为了协助各部门安排面试，本人需要在周日加班一天，了解应聘人员情况，并安排面试。
Overtime Request FormRequest Date: ______Employee's Name: ______Department: ______Date of Overtime: March 5Overtime needed: from ______ to 5:00p.m.Total Overtime: not to exceed ______ HoursReasons for Overtime Required:注：最后部分请写成段落。
2、企业产品介绍和推销说明：假设你是一家手提包公司的经理，写信向客户White先生介绍公司产品、争取订单。
内容：1．向对方提供一份产品目录；2．本公司产品以高质量著称，并得到广泛承认；3．对方下一份试订单之后，就会对产品的质量有信心；4．交易条款非常慷慨，欢迎对方早日下单。
人力资源管理专业英语整理完整版
人力资源管理专业英语整理HEN system office room 【HEN16H-HENS2AHENS8Q8-HENH1688】■★■人力资源管理专业英语PART A .管理专业述语一、人力资源管理:(Human Resource Management, HRM)人力资源经理:(Human resource manager)高级管理人员:(Senior executive)职业:(Profession)道德标准:(Ethics)操作工:(Operative employees)专家:(Specialist)人力资源认证协会:(The Human Resource Certification Institute, HRCI)二、外部环境:(External environment)内部环境:(Internal environment)政策:(Policy)企业文化:(Corporate culture)目标:(Mission)股东:(Shareholders)非正式组织:(Informal organization)跨国公司:(Multinational Corporation, MNC)管理多样性:(Managing diversity)三、工作:(Job)职位:(Posting)工作分析:(Job analysis) 工作说明:(Job description)工作规范:(Job specification)工作分析计划表:(Job analysis schedule, AS)职位分析问卷调查法:(Management Position Description Questionnaire, MPDQ)行政秘书:(Executive secretary)地区服务经理助理:(Assistant district service manager)四、人力资源计划:(Human Resource Planning, HRP) 战略规划:(Strategic planning)长期趋势:(Long term trend)要求预测:(Requirement forecast)供给预测:(Availability forecast)管理人力储备:(Management inventory)裁减:(Downsizing)人力资源信息系统:(Human Resource Information System, HRIS)五、招聘:(Recruitment)员工申请表:(Employee requisition)招聘方法:(Recruitment methods)内部提升:(Promotion From Within, PFW)工作公告:(Job posting)广告:(Advertising)职业介绍所:(Employment agency)特殊事件:(Special events)实习:(Internship)六、选择:(Selection)选择率:(Selection rate)简历:(Resume)标准化:(Standardization)有效性:(Validity)客观性:(Objectivity)规范:(Norm)录用分数线:(Cutoff score)准确度:(Aiming)业务知识测试:(Job knowledge tests)求职面试:(Employment interview)非结构化面试:(Unstructured interview)结构化面试:(Structured interview)小组面试:(Group interview)职业兴趣测试:(Vocational interest tests)会议型面试:(Board interview)七、组织变化与人力资源开发人力资源开发:(Human Resource Development, HRD) 培训:(Training)开发:(Development)定位:(Orientation)训练:(Coaching)辅导:(Mentoring) 经营管理策略:(Business games)案例研究:(Case study)会议方法:(Conference method)角色扮演:(Role playing)工作轮换:(Job rotating)在职培训:(On-the-job training, OJT)媒介:(Media)八、企业文化与组织发展企业文化:(Corporate culture)组织发展:(Organization development, OD)调查反馈:(Survey feedback)质量圈:(Quality circles)目标管理:(Management by objective, MBO)全面质量管理:(Total Quality Management, TQM) 团队建设:(Team building)九、职业计划与发展职业:(Career)职业计划:(Career planning)职业道路:(Career path)职业发展:(Career development)自我评价:(Self-assessment)职业动机:(Career anchors)十、绩效评价绩效评价:(Performance Appraisal, PA)小组评价:(Group appraisal)业绩评定表:(Rating scales method)关键事件法:(Critical incident method)排列法:(Ranking method)平行比较法:(Paired comparison)硬性分布法:(Forced distribution method)宽松:(Leniency)严格:(Strictness)3600反馈:(360-degree feedback)叙述法:(Essay method)集中趋势:(Central tendency)十一、报酬与福利报酬:(Compensation)直接经济报酬:(Direct financial compensation) 间接经济报酬:(Indirect financial compensation) 非经济报酬:(no financial compensation)公平:(Equity)外部公平:(External equity)内部公平:(Internal equity)员工公平:(Employee equity)小组公平:(Team equity)工资水平领先者:(Pay leaders)现行工资率:(Going rate)工资水平居后者:(Pay followers) 劳动力市场:(Labor market)工作评价:(Job evaluation)排列法:(Ranking method)分类法:(Classification method)因素比较法:(Factor comparison method)评分法:(Point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method)工作定价:(Job pricing)工资等级:(Pay grade)工资曲线:(Wage curve)工资幅度:(Pay range)十二、福利和其它报酬问题福利(间接经济补偿)员工股权计划:(Employee stock ownership plan, ESOP)值班津贴:(Shift differential)奖金:(Incentive compensation)分红制:(Profit sharing)十三、安全与健康的工作环境安全:(Safety)健康:(Health)频率:(Frequency rate)紧张:(Stress)角色冲突:(Role conflict)催眠法:(Hypnosis)酗酒:(Alcoholism)十四、员工和劳动关系工会:(Union)地方工会:(Local union)行业工会:(Craft union)产业工会:(Industrial union)全国工会:(National union)谈判组:(Bargaining union)劳资谈判:(Collective bargaining)仲裁:(Arbitration)罢工:(Strike)内部员工关系:(Internal employee relations) 纪律:(Discipline)纪律处分:(Disciplinary action)申诉:(Grievance)降职:(Demotion)调动:(Transfer)晋升:(Promotion)PART B. 基本面词汇个人素质>中英文词汇A Useful Glossary for Personal Qualitiesable 有才干的，能干的active 主动的，活跃的adaptable 适应性强的adroit 灵巧的，机敏的aggressive 有进取心的alert 机灵的ambitious 有雄心壮志的amiable 和蔼可亲的amicable 友好的analytical 善于分析的apprehensive 有理解力的aspiring 有志气的，有抱负的audacious 大胆的，有冒险精神的capable 有能力的，有才能的careful 办理仔细的candid 正直的charitable 宽厚的competent能胜任的confident 有信心的conscientious 认真的，自觉的considerate 体贴的constructive 建设性的contemplative 好沉思的cooperative 有合作精神的creative 富创造力的dashing 有一股子冲动劲的，有拼搏精神的dedicated 有奉献精神的devoted 有献身精神的dependable 可靠的diplomatic 老练的，有策略的disciplined 守纪律的discreet （在行动、说话等方面）谨慎的dutiful 尽职的dynamic 精悍的earnest 认真的well-educated 受过良好教育的efficient 有效率的energetic 精力充沛的enthusiastic 充满热情的expressivity 善于表达faithful 守信的，忠诚的forceful （性格）坚强的frank直率的，真诚的friendly 友好的frugal 俭朴的generous 宽宏大量genteel有教养的gentle 有礼貌的hard-working 勤劳的hearty 精神饱满的honest 诚实的hospitable 殷勤的 humble 恭顺的humorous 有幽默impartial 公正的independent 有主见的industrious 勤奋的ingenious 有独创性的initiative 首创精神have an inquiring mind爱动脑筋intellective 有智力的intelligent 理解力强的inventive有发明才能，有创造力的just 正直的kind-hearted 好心的knowledgeable 有见识的learned 精通某门学问的liberal 心胸宽大的logical 条理分明的loyal 忠心耿耿的methodical 有方法的modest 谦虚的motivated 目的明确的objective 客观的open-minded 虚心的orderly 守纪律的original 有独创性的painstaking 辛勤的，苦干的，刻苦的practical 实际的precise 一丝不苟的persevering 不屈不挠的punctual 严守时刻的purposeful 意志坚强的qualified 合格的rational 有理性的realistic 实事求是的reasonable 讲道理的reliable 可信赖的responsible 负责的self-conscious 自觉的selfless 无私的sensible 明白事理的sincere 真诚的smart 精明的spirited 生气勃勃的sporting 光明正大的steady 踏实的straightforward 老实的strict 严格的systematic 有系统的strong-willed 意志坚强的sweet-tempered 性情温和的temperate 稳健的tireless 孜孜不倦的<教育程度>中英文词汇对照A Useful Glossary for Educational Backgroundeducation 学历educational background 教育程度educational history 学历curriculum 课程major 主修minor 副修educational highlights 课程重点部分curriculum included 课程包括specialized courses 专门课程courses taken 所学课程courses completed 所学课程special training 特别训练social practice 社会实践part-time jobs 业余工作summer jobs 暑期工作vacation jobs 假期工作refresher course 进修课程extracurricular actives 体育活动recreational activities娱乐活动academic activities 学术活动social activities 社会活动rewards 奖励scholarship 奖学金“Three Goods student “三好“学生excellent League member 优秀团员excellent leader 优秀干部student council 学生会off-job training 脱产培训in-job training 在职培训educational system 学制academic year 学年semester 学期（美）term 学期（英）president 校长vice-president 副校长academic dean 教务员department chairman 系主任professor 教授associate professor 副教授guest professor 客座教授lecturer 讲师teaching assistant 助教research fellow 研究员research assistant 助理研究员supervisor 论文导师principal 中学校长（美）headmaster 中小学校长（英）master 小学校长（美）dean of students 教务长dean of students 教导主任 teacher 教师probation teacher 代课教师tutor 家庭教师governess 女家庭教师intelligence quotient 智商pass 及格fail 不及格marks 分数grades 分数scores 分数examination 考试grade 年级class 班级monitor 班长vice-monitor 副班长commissary in charge of studies 学习委员commissary in charge of entertainment 文娱委员commissary in charge of sports 体育委员commissary in charge of physical labor 劳动委员Party branch secretary 党支部书记League branch secretary 团支部书记commissary in charge of organization组织委员commissary in charge of publicity 宣传委员degree 学位post doctorate 博士后doctor (PhD) 博士master 硕士bachelor 学士student 学生graduate student 研究生abroad student 留学生returned student 回国留学生foreign student 外国留学生undergraduate 大学肄业生；（尚未取得学位的）大学生senior 大学四年级学生；高中三年级学生Junior 大学三年级学生；高中二年级学生sophomore 大学二年级学生；高中一年级学生freshman大学一年级学生guest student 旁听生（英）auditor 旁听生（美）government-supported student 公费生commoner 自费生extern 走读生day-student 走读生intern 实习生prize fellow 奖学金生boarder 寄宿生classmate 同班同学schoolmate 同校同学graduate 毕业生<工作经历>相关中英文词汇 A Useful Glossary for Work Experiencework experience 工作经历work history 工作经历occupational history 工作经历employment 工作employment history 工作经历experience 经历business experience 工作经历specific experience 具体经历employment record 工作经历business history 工作经历employment experience工作经历business background 工作经历position 职位job title 职位responsibilities 职责duties 职责second job 第二职业achievement 工作成就，业绩administer 管理assist 辅助adapted to 适应于accomplish 完成（任务等）appointed 被任命的adept in 善于analyze 分析authorized 委任的；核准的behave 表现break the record 打破记录control 控制bread through 惊人的进展，关键问题的解决conduct 经营，处理cost 成本；费用create 创造demonstrate 证明，示范decrease 减少design 设计develop 开发，发挥devise 设计，发明direct 指导double 加倍，翻一番earn 获得，赚取effect 效果，作用eliminate 消除enlarge 扩大enrich 使丰富exploit开发（资源，产品）enliven 搞活establish 设立（公司等）；使开业；确立evaluation 估价，评价execute 实行，实施expand 推广；扩大expedite 加快；促进export 出口found 创立generate 产生good at 擅长于guide 指导；操纵implement 完成，实施import 进口improve 改进，提高increase 增加influence 影响initiate 创始，开创introduce 采用，引进innovate 改革，革新inspired 受启发的；受鼓舞的install 安装invest 投资integrate 使结合；使一体化invent 发明justified 经证明的；合法化的launch 开办（新企业）lead 领导lengthen 延长lessen 减少（生产成本）level 水平localize 使地方化manage 管理，经营make 制造maintain 保持；维修manufacture 制造modernize 使现代化mastered 精通的motivate 促进，激发negotiate 谈判nominated 被提名的；被任命的operate 操作，开动（机器等），经营（厂矿）originate 创始，发明organize 组织overcome 克服（困难等）participate in 参加perfect 使完善；改善perform 执行，履行plan 计划promote 生产，制造profit 利润promote 推销（商品）；创立（企业等）be promoted to 被提升为be proposed as 被提名为；被推荐为provide 提供，供应raise 提高reach 达到realize 实现（目标等）；获得（利润）receive 收到，得到，接受reckon 计算（成本等）recognize 认清（职责等）recommended 被推荐的；被介绍的reconsolidate 重新巩固；重新整顿reconstruct 重建recorded 记载的recover 恢复；弥补rectify 整顿，调整redouble 加倍，倍增reduce 减少，降低（成本等）refine 精练，精制reform 改革registered 已注册的regenerate 更新，使更生regularize 使系统化regulate 控制（费用等）rehandle 重铸；重新处理rehash 以新形式处理（旧材料）reinforce 加强renew 重建，换新renovate 革新；修理repair 修复，修补replace 接替，替换representative 代表，代理人research 调查，研究resolve 解决set 创造（纪录等）settle 解决（问题等）shorten 减低......效能show 显示,表明significant 重要的,有效的simplify 简化,精简sort out 清理speed up 加速sponsor 主办spread 传播,扩大solve 解决standard 标准,规格streamline 把......设计流线型strengthen 加强,巩固study 研究succeed 成功supervise 监督,管理supply 供给,满足(需要) systematize 使系统化target 目标,指标test 试验,检验top 头等的,最高的total 总数,总额translate 翻译,转化travel 旅行well-trained 训练有素的type 打字unify 使成一体,统一use 使用，运用utilize 利用valuable 有价值的useful 有用的verify 证实,证明vivify 使活跃work 工作,起作用worth 使......钱的,有......价值的advanced worker 先进工作者working model 劳动模范excellent Party member 优秀党员excellent League member 优秀团员<个人资料>中英文词汇对照 A Useful Glossary for Personal Dataname 姓名alias 别名pen name 笔名date of birth 出生日期birth date 出生日期born 生于birthplace 出生地点birthday 生日age 年龄native place 籍贯province 省city 市autonomous region 自治区prefecture专区country县nationality 民族；国籍citizenship 国籍duel citizenship 双重国籍address 地址current address 目前住址present address 目前住址permanent address 永久住址postal code 邮政编码home phone 住宅电话office phone 办公电话Tel.电话Mobile 手机E-mail 邮箱ext.分机sex 性别male 男female 女Mr.先生Miss 小姐Mrs.太太Ms (小姐或太太)height 身高cm. 厘米ft. 英尺in 英寸weight 体重kg 公斤lbs 磅marital status 婚姻状况family status 家庭状况married 已婚single 未婚unmarried 未婚divorced 离异separated 分居number of children 子女人数none 无street 街lane 胡同，巷road 路district 区Floor 楼层tower A A 座Mansion 大厦house number 门牌health 健康状况blood type 血型A A型B B型O O型excellent （身体）极佳PART C. 面试典型问题Q1：Can you sell yourself in two minutes？Go for it please.（你能在两分钟内自我推荐吗？大胆试试吧！）Q2：Give me a summary of your current job description. （对你目前的工作，能否做个概括的说明。
人力资源三级(助理人力资源管理师)专业英语10套
上海市职业资格鉴定《企业人力资源管理人员》（助理人力资源管理师）专业英语试卷1一、英汉互译（每题2分，共30分）1. Apprenticeship2. Career support3. Outsourcing4. Database5. Employee empowerment6. Goals7. Human resource information system (HRIS)8. Job rotation9. Learning organization10. Psychological contract11. 薪资调查12. 任务分析13. 招募14. 绩效管理15. 工作丰富化Answer:1. 学徒制2. 职业支持3. 外包4. 数据库5. 员工授权6. 目标7. 人力资源信息系统8. 工作轮换9. 学习型组织 10. 心理契约 11. Wage and salary survey 12. Task analysis 13. Recruitment14. Performance management 15. Job enrichment二、选词填空（每题2分，共20分）1. refers to the practices and policies you need to carry out the people or personnel aspects of your management job.2. Labor turnover rates provide a valuable means of the effectiveness of HR policies and practices in organizations.3. Labor turnover can be costly. of recruiting and training replacements should be considered.4. Business process re-engineering techniques are deployed as instruments for .5. Evaluations also fulfill the purpose of providing to employees on how the organization views their performance.6. The of the job analysis should be a training or learning specification.7. Coaching is a personal technique designed to develop individual skills, knowledge, and attitudes.8. Extrinsic include direct compensation, indirect compensation, and nonfinancial rewards.9. Flexible benefits allow employees to pick and choose from among a menu of options.10. China’s economic reformers have used material incentives i n order to stimulate .Answer:1.D2.B3.I4.H5.A6.J7.F8.C9.E 10.G三、单项选择（每题2分，共20分）1. The process of helping redundant employees to find other work or start new careers is.A.replacementB.outplacementC.releaseD.downsizing2. focus the evaluator’s attention on those behaviors that are key in making the difference between executing a job effectively or ineffectively.A. The group order rankingB. Written essayC.The individual rankingD. Critical incidents3. The plan should include plans for attracting good candidates by ensuring that the organization will become an ‘employer of choice’.A. outplacementB. evaluationC. recruitmentD.training4. Organizational and corporate plans indicate the direction in which the organization is going.A. goalsB.resourceC.resultD.process5. aims to broaden experience by moving people from job to job or department to department.A.Job analysisB. Job rotationC.Job satisfactionD.Job involvement6. .HR planning is .A. a technique that identifies the critical aspects of a jobB. the process of determining the human resources required by the organization to achieve its strategic goalsC. the process of setting major organizational objectives and developing comprehensive plans to achieve these objectivesD. the process of determining the primary direction of the firm7. Career development programs benefit organizations in all of the following ways except .A.Giving managers more control over their subordinatesB.Giving managers increased skill in managing their own careersC.Providing greater retention of valued employeesD.Giving an increased understanding of the organization8. The area from which employers obtain certain types of workers is known as the .A. labor marketB. regionC. recruiting areaD. supply region9. A set of standards of acceptable conduct and moral judgment is known as .A. moralesB. ethicsC. rulesD. legislation10. Hiring someone outside the company to perform tasks that could be done internally is known as .A. outplacementB. contractingC. outsourcingD. employee leasing Answer:1.B2.D3.C.4.A5.B.6.B.7.A8.A9.B 10.C四、阅读理解（每题3分，共30分）（一）The context for obtaining the people required will be the labor markets in which the organization is operating which are:1. The internal labor market- the stocks and flows of people within the organization who can bepromoted, trained, or re-deployed to meet future needs.2. The external labor marker- the external local, regional, national and international markets fromwhich different sorts of people can be recruited. There are usually a number of markets, andthe labor supply in these markets may vary considerably. Likely shortages will need to beidentified so that steps can be taken to deal with them, for example by developing a moreattractive ‘employment proposition’.As part of the human resource planning process, an o rganization may have to formulate ‘make or buy’ policy decisions. A ‘make’ policy means that organization prefers to recruit people at a junior level or as trainee, and rely mainly on promotion from within and training programs to meet future needs. A ‘buy’ policy means that more reliance will be placed on recruiting from outside- ‘bringing fresh blood into theorganization’. In practice, organizations tend to mix the two choices together to varying degrees, depending on the situation of the firm and the type of people involves. A highly entrepreneurial company operating in the turbulent conditions, or one which has just started up, will probably rely almost entirely on external recruitment. When dealing with knowledge workers, there may be little choice—they tend to be much more mobile, and resourcing strategy may have to recognize that external recruitment will be the main source of supply. Management consultancies typically fall into this category. Firms which can predict people requirements fairly and accurately may rely more on developing their own staff once they have been recruited.1. A ‘make’ policy means that organization prefers to promote people from.A. regional labor marketB. national labor marketC. internal labor marketD. international labor market2.According to the passge, management consultancies .A.are less mobile than people at a junior levelB.should be recruited from external labor marketC.should be promoted from within the organizationD.are not knowledge workers3. If a firm can predict people requirements fairly accurately, it may not.A.develop their own staffB.formulate training programsC.promote people from within the organizationD.rely more on recruiting from outside4. ‘Make or buy’ policy decision is a part of .A.human resource planningB.training and developmentC.performance appraisalD.job analysis5.The best title of this passage is .A.The organizational context of human resource planningB.Aims of human resource planningC.The labor market context for human resource planningD.Limitations of human resource planningAnswer:1.C2.B3.D4.A5.C（二）Wlaters (1983) identifies nine sources of information which help to identify training priorities. These are:1. Organizational goals and corporate plans which indicate the direction in which the organization is going and, therefore, major training priorities.2. Human resource and succession planning which provides information on future skill requirements and management training needs.3. Personnel statistics on, for example, labor turnover, which highlight HR issues which might be addressed by training.4. Exit interviews which might suggest deficiencies in training arrangements.5. Consultation with senior managers which obtains opinions on training needs from key decision makers.6. Data on productivity, quality and performance which show where there are any gaps between expectations and results or negative trends, and therefore suggest training needs.7. Departmental layout changes which provide information about future developments and related training needs.8. Management requests for training which set out perceived needs.9. Knowledge of financial plans which determine whether the funds will be available for training, and may encourage fresh approaches if resources are limited.Two other sources not directly mentioned by Walters are plans for introducing new technology or developing IT systems, and marketing plans which indicate where new skills are required to market new products or services, use different selling techniques or operate in new territories.1.According to Wlaters, is (are) major training priorities.A.human resource and succession planningB. personnel statisticsC. exit interviewsD. organizational goals and corporate plans2. Human resource and succession planning provides information on .A. the direction in which the organization is goingB. future skill requirements and management training needsC. deficiencies in training arrangementsD. any gaps between expectations and results or negative trends3. The following sources of information which help to identify training priorities are mentioned by Wlaters except .A. marketing plansB. departmental layout changesC. data on productivity, quality and performanceD. consultation with senior managers4.According to the passage, the following statements are true except .A. Departmental layout changes provide information about future developments and related training needs.B. Exit interviews highlight HR issues which might be addressed by training.C. Data on productivity, quality and performance show where there are any gaps between expectations and results or negative trends.D. Marketing plans indicate where new skills are required to market new products or services.5.The main topic about this passage is illustrating .A. sources of information which provide information on management training needsB. sources of information of major training prioritiesC. sources of information which help to identify training prioritiesD. sources of information which provide information about future developments and related training needs.Answer:1.D2.B3.A4.B5.C上海市职业资格鉴定《企业人力资源管理人员》（助理人力资源管理师）专业英语试卷2一、英汉互译（每题2分，共30分）1. Centralization2. Assessment center3. Cultural shock4. Expatriate5. Hourly work6. Internship programs7. Job involvement8. Management by objectives（MBO）9. Pay-policy line10. Self-appraisal11. 360度反馈12. 甄选13. 绩效评价14. 工作规范15. 间接成本Answer:1. 集权化2. 评价中心3. 文化冲击4. 外派雇员5. 计时工资制6. 实习计划7. 工作认同8. 目标管理9. 工资政策线10. 自我评估11. 360-degree feedback 12. Selection 13. Performance appraisal 14. Job specification 15. Indirect costsqualified personnel for overseas assignments.2. Rapid through an extensive staff ranking system is seen in one company as a very important motivational mechanism.3. refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. Developing a high-trust organization means creating trust between and employees.5. determines the human resources required by the organization to achieve its strategic goals.6. The provides information on the nature and functions of the job.7. The halo effect or error is the tendency for an evaluator to let the of an individual on one trait influence his or her evaluation of that person on other traits.8. Training is concerned with fitting people to take on extra responsibilities, increasing all-round .9. A training or a learning specification breaks down the broad duties contained in theinto the detailed tasks that must be carried out.10. In case of labor disputes between the employer and laborers, the parties concerned can apply for or arbitration, bring the case to courts, or settle them through consultation.Answer:1.H2.A3.D4.C5.F6.B7.J8.G9.E 10.I三、单项选择（每题2分，共20分）1. The placement of an employee in another job at a higher level in the organization with an increase in pay and status is known as a .A.job enlargementB.transferC.promotionD.job rotation2. Key jobs have all of the following characteristics except .A. they are important to employees and the organizationB. they vary in terms of job requirementsC. they are used in salary surveys for wage determinationD. they are likely to vary in job content over time3. A process that goes beyond TQM programs to a more comprehensive approach to process redesign is known as .A. job redesignB. process redesignC. reengineeringD. rightsizing4. The job specification describes job requirements relative to .A. skill and physical outputsB. skill and physical demandsC. age and physical demandsD. experience and physical description5. When determining where training emphasis should be placed, an examination of the goals, resources, and environment of the organization is known as .A.task analysisanization analysisC.resource analysisD.skills analysis6. The job evaluation system in which specific elements of the jobs to be evaluated are compared againstsimilar elements of key jobs within the organization is known as .A. the point methodB. job rankingC. the comparison methodD. the Hay profile method7. The final decision to hire an applicant usually belongs to .A. the HR recruiterB. the HR managerC. line managementD. co-workers8. Determining what the content of a training program should be, based on a study of the job duties, is known as .anization analysisB.individual analysisC.job analysisD.task analysis9. Sometimes organizations provide services to terminated employees that help them bridge the gap between their old position and a new job. These services are known as .A. downsizing programsB. “headhunting” assistance programsC. outplacement assistanceD. employee assistance programs(EAPs)10. Job form the basis for the administration of applicable employment tests.A. outlinesB. specificationsC. requirementsD. detailsAnswer:1.C2.D3.C4.B5.B6.C7.C8.D9.C 10.B四、阅读理解（每题3分，共30分）（一）Multiperson comparisons evaluate one individual’s performance against one or more others. It is a relative rather than an absolute measuring device. The three most popular comparisons are group order ranking, individual ranking, and paired comparisons.The group order ranking requires the evaluator to place employees into a particular classification, such as top one-fifth or second one-fifth. This method is often used in recommending students to graduate schools. Evaluators are asked to rank the student in the top five percent, the next five percent, the next fifteen percent, and so forth. But when used by managers to appraise employees, managers deal with all their subordinates. Therefore, if a rater has twenty subordinates, only four can be in the top fifth and, of course, four must also be relegated to the bottom fifth.The individual ranking approach rank orders of employees from best to worst. If the manager is required to appraise thirty subordinates, this approach assumes that the difference between the first and second employee is the same as that between the twenty-first and twenty-second. Even though some of the employees may be closely grouped, this approach allows for no ties. The result is a clean ordering of employees, from the highest performer down to the lowest.The paired comparison approach compares each employee with every other employee and rates each as either the superior or the weaker member of the pair. After all paired comparisons are made, each employee is assigned a summary ranking based on the number of superior scores he or she achieved. This approach ensures that each employee is compared against every other, but it can obviously become unwieldy when many employees are being compared.Multiperson comparisons can be combined with one of the other methods to blend the best from both absolute and relative standards. For example, a college might use the graphic rating scale and the individual ranking method to provide more accurate information about its students’ p erformance. The A, B, C, D, or E. A prospective employer or graduate school could then look at two students who each got a “B” in their different financial accounting courses and draw considerably different conclusions about each where next to one grade it says “ranked fourth out of twenty-six”, while the other says “ ranked seventeenth out of thirty”. Obviously, the latter instructor gives out a lot more high grades!1.Multiperson comparisons is a(an) measuring device.A. absoluteB. relativeC. accurateD. false2.According to the passage, there are three most popular comparisons except .A. group order rankingB. individual rankingC. graphic rating scalesD. paired comparisons3.From this passage, we can infer that .A. recommending students to graduate schools often uses individual rankingB. the paired comparison approach assumes that the difference between the first and second employee is sameC. group order ranking ensures that each employee is compared against every otherD. each method of multiperson comparisons can be used simultaneously4.The following statements about individual ranking are false except .A. it rank orders of employees from from the lowest performer up to the highestB. the result is a clean ordering of employeesC. it assumes that the difference between the first and second employee is differentD. this approach allows for some of the employees who may be closely grouped5.This article might be extracted from the paper about .A.performance appraisalB.recruitment and replacementC.training and developmentD.reward systemsAnswer:1.B2.C3.D4.B5.A（二）Our knowledge of motivation tells us that people do what they to satisfy needs. Before they do anything, they look for the payoff or reward. Many of these rewards – salary increases, employee benefits, preferred job assignments – are organizationally controlled.The types of rewards that an organization can allocate are more complex than is generally thought. Obviously, there is direct compensation. But there are also indirect compensation and nonfinancial rewards. Each of these types of rewards can be distributed on an individual, group, or organization wide basis.Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the worker’s satisfaction with his or her job. Techniques like job enrichment or any effort s to redesign or restructure work to increase personal worth to the employee may make his or her work more intrinsically rewarding.Extrinsic rewards include direct compensation, indirect compensation, and nonfinancial rewards. Of course, an employee expects some forms of direct compensation: a basic wage or salary, overtime and holiday premium pay, bonuses based on performance, profit sharing, and/or possibly opportunities to purchase stock options. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization and, additionally, will expect it to be comparable to the direct compensation given to other employees with similar abilities and performance.The organization will provide employees with indirect compensations: insurance, pay for holidays and vacations, services, and perquisites. In as much as these are generally made uniformly available to all employees at a given job level, regardless of performance, they are rally not motivating rewards. However, where indirect compensation is controllable by management and is used to reward performance, then itclearly needs to be considered as a motivating reward.1.Rewards are often cnsidered as a function in human resource management.A.planningB.leadingC.motivatingD.controlling2. Extrinsic rewards include the following except .A.job enrichmentB.direct compensationC.indirect compensationD.nonfinancial rewards3.According to the passage, the following statements are false except .A. Nonfinancial rewards belong to intrinsic rewards.B. Overtime and holiday premium pay belongs to indirect compensation.C. Employees will expect their direct compensation to be comparable to the indirect compensation given to other employees with similar abilities and performance.D. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization.4.Perquisites which the organization provides employees belong to .A.intrinsic rewardsB.direct compensationC.indirect compensationD.nonfinancial rewards5. The author of this passage would most likely agree that .A.If indirect compensation is controllable by management ,then it can’t be considered as a motivating reward.B.If indirect compensations are made uniformly available to all employees at a given job level, regardless of performance, they will lose their motivating function.C.Techniques like job enrichment or nonfinancial rewards to increase personal worth to the employee may make his or her work more intrinsically rewarding.D. Each type of rewards can be distributed on an individual or group, not organization wide basis. Answer:1.C2.A3.D4.C5.B上海市职业资格鉴定《企业人力资源管理人员》（助理人力资源管理师）专业英语试卷3一、英汉互译（每题2分，共30分）1. Bonus2. Compensable factors3. Delayering4. Forecasting5. Gain sharing plans6. Job classification system7. Minimum wage8. Performance feedback9. Staffing tables10. Wage-rate compression11. 培训12. 即时奖金13. 工资结构14. 劳动力市场15. 精简Answer:1. 奖金2. 报酬要素3. 扁平化4. 预测5. 收益分享计划6. 工作分类法7. 最低工资8. 绩效反馈9. 人员配置表10. 工资压缩11. Training 12. Spot bonus 13. Pay structure 14. Labor market 15. Downsizingbe managed differently than were those of previous generations.2. In summary, is an integral part of every manager’s job.3. In the area of and hiring, it’s the line manager’s responsibility to specify the qualifications employees need to fill specific positions.4. HR manager also administers the various (health and accident insurance, retirement, vacation, and so on).5. Performance evaluations are used as the basis for allocations.6. Staff managers are authorized to assist and advise line managers in accomplishing these basic .7. Determining the nature of each employee’s job is .8. Laborers shall fulfill their tasks of labor, improve their professional skills, follow rules on labor safety and sanitation, and observe labor discipline and professional .9. Labor are agreements reached between laborers and the employer to establish labor relationships and specify the rights, interests and obligations of each party.10. In a public employment , which served workers seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted. Answer:1.F2.C3.J4.E5.A6.H7.B8.D9.I 10.G三、单项选择（每题2分，共20分）1. The tendency for an evaluator to let the assessment of an individual on one trait influence his or her evaluation of that person on other traits is known as .A.similarity errorB. halo effect or errorC.leniency errorD. single criterion2. The performance evaluation approach which compares each employee with every other employee and rates each as either the superior or the weaker member of the pair is known as .A. the paired comparisonB. the individual rankingC. the group order rankingD.critical incidents3. Determining whether or not task performance is acceptable and studying the characteristics of individuals and groups that will be placed in the training environment are known as .A. person analysisB. demographic analysisC. individual analysisD. group and individual analysis4. The lines of advancement for an individual within an organization are known as .A. career pathsB. job progressionsC. career linesD. job paths5. Freedom from criterion deficiency of performance appraisals refers to the extent to which .A. standards relate to the overall objectives of the organizationB. s tandards capture the entire range of an employee’s responsibilitiesC. individuals tend to maintain a certain level of performance over timeD. factors outside the employee’s control can influence performance6. The Hay profile method uses which three factors for evaluating jobs? .A. knowledge, skill, and responsibilityB. mental ability, skill, and responsibilityC. knowledge, mental ability, and responsibilityD. knowledge, mental ability, and accountability7. Which of the following is not an important component of a meaningful gainsharing plan? .A. establishing fair and precise measurement standardsB. ensuring that bonus payout formulas are easy to calculateC. ensuring that bonus payouts are large enough to encourage future employee effortD. depending on top management to develop the gainsharing program8. Giving employees more control over decisions about who their co-workers will be is known as .A. empowered selectionB. collaborationC. team selectionD. group development9. Which of the following is a technique used to elicit employee views in order to make decisions and initiate change? .A. suggestion systemB. downward communicationC. attitude surveyD. empowerment10. Assessing the degree to which what employees learned during the training program is translated into enhanced employee performance is known as .A. results evaluationB. reaction evaluationC. behavior evaluationD. learning evaluationAnswer: 1.B 2.A 3.A 4.A 5.B 6.D 7.D 8.C 9.C 10.C四、阅读理解（每题3分，共30分）（一）A training or a learning specification is a product of job analysis. It breaks down the broad duties contained in the job description into the detailed tasks that must be carried out. It then sets out the characteristics or attributes that the individual should have in order to perform these tasks successfully. These characteristics are:●knowledge– what the individual needs to know. It may be professional, technical or commercialknowledge. Or it may be about the commercial, economic, or market environment; the machines to be operated; the materials or equipment to be used or the procedures to be followed; or the customers, clients, colleagues and subordinates he or she is in contact with and the factors that affect their behavior. Or it may refer to the problems that occur and how they should be dealt with.●skills –what the individual needs to be able to do if results are to be achieved and knowledge isto be used effectively. Skills are built progressively by repeated training or other experience.They may be manual, intellectual or mental, perceptual or social.●Competences –the behaviors’ competences needed to achieve the levels of performancerequired.●attitudes –the disposition to behave or to perform in a way that is in accordance with therequirements of the work.●performance standards – what the fully competent individual has to be able to achieve.1. A training or a learning specification is a product of .A. job structureB. job evaluationC. job designD. job analysis2. According to this passage, which of the following isn’t the characteristic or attribute that the individual should have in order to perform the task successfully? .A. knowledgeB. mental abilityC. competencesD. attitudes。
人力资源专业英语词汇
人力资源管理专业英语词汇一、人力资源管理:Human Resource Management ,HRM人力资源经理: human resource manager高级管理人员:executive / i`gzekjutiv职业:profession道德标准:ethics操作工:operative employees专家:specialist人力资源认证协会:the Human Resource Certification Institute,HRCI二、外部环境:external environment内部环境:internal environment政策:policy企业文化:corporate culture目标:mission股东:shareholders非正式组织:informal organization跨国公司:multinational corporation,MNC管理多样性:managing diversity三、工作:job职位:posting工作分析:job analysis工作说明:job description工作规范:job specification工作分析计划表:job analysis schedule,JAS职位分析问卷调查法:Management Position Description Questionnaire,MPDQ 行政秘书:executive secretary地区服务经理助理:assistant district service manager四、人力资源计划:Human Resource Planning,HRP战略规划:strategic planning长期趋势:long term trend要求预测:requirement forecast供给预测:availability forecast管理人力储备:management inventory裁减:downsizing人力资源信息系统:Human Resource Information System,HRIS五、招聘:recruitment员工申请表:employee requisition招聘方法:recruitment methods内部提升:Promotion From Within ,PFW工作公告:job posting广告:advertising职业介绍所:employment agency特殊事件:special events实习:internship六、选择:selection选择率:selection rate简历:resume标准化:standardization有效性:validity客观性:objectivity规范:norm录用分数线:cutoff score准确度:aiming业务知识测试:job knowledge tests求职面试:employment interview非结构化面试:unstructured interview结构化面试:structured interview小组面试:group interview职业兴趣测试:vocational interest tests会议型面试:board interview七、组织变化与人力资源开发人力资源开发:Human Resource Development,HRD 培训:training开发:development定位:orientation训练:coaching辅导:mentoring经营管理策略:business games案例研究:case study会议方法:conference method角色扮演:role playing工作轮换:job rotating在职培训:on-the-job training ,OJT媒介:media八、企业文化与组织发展企业文化:corporate culture组织发展:organization development,OD调查反馈:survey feedback质量圈:quality circles目标管理:management by objective,MBO全面质量管理:Total Quality Management,TQM 团队建设:team building九、职业计划与发展职业:career职业计划:career planning职业道路:career path职业发展:career development自我评价:self-assessment职业动机:career anchors十、绩效评价绩效评价:Performance Appraisal,PA小组评价:group appraisal业绩评定表:rating scales method关键事件法:critical incident method排列法:ranking method平行比较法:paired comparison硬性分布法:forced distribution method晕圈错误:halo error宽松:leniency严格:strictness3600反馈:360-degree feedback叙述法:essay method集中趋势:central tendency十一、报酬与福利报酬:compensation直接经济报酬:direct financial compensation间接经济报酬:indirect financial compensation非经济报酬:no financial compensation公平:equity外部公平:external equity内部公平:internal equity员工公平:employee equity小组公平:team equity工资水平领先者:pay leaders现行工资率:going rate工资水平居后者:pay followers劳动力市场:labor market工作评价:job evaluation排列法:ranking method分类法:classification method因素比较法:factor comparison method评分法:point method海氏指示图表个人能力分析法:Hay Guide Chart-profile Method 工作定价:job pricing工资等级:pay grade工资曲线:wage curve工资幅度:pay range十二、福利和其它报酬问题福利间接经济补偿员工股权计划:employee stock ownership plan,ESOP值班津贴:shift differential奖金:incentive compensation分红制:profit sharing十三、安全与健康的工作环境安全:safety健康:health频率:frequency rate紧张:stress角色冲突:role conflict催眠法:hypnosis酗酒:alcoholism十四、员工和劳动关系工会:union地方工会:local union行业工会:craft union产业工会:industrial union全国工会:national union谈判组:bargaining union劳资谈判:collective bargaining仲裁:arbitration罢工:strike内部员工关系:internal employee relations 纪律:discipline纪律处分:disciplinary action申诉:grievance降职:demotion调动:transfer晋升:promotion。
大学英语三级A级分类模拟题303
大学英语三级A级分类模拟题303Writing1、申请表Directions: This part is to test your ability to do practical writing. You are required to complete an application form according to the following information given in Chinese. Remember to do your writing on the Translation/Composition Sheet.说明：假定你是人力资源部的员工李建新，请根据下列内容填写一份加班申请表。
申请日期：3月1日部门：人力资源部(Human Resources Department)加班时间：3月5日9:00a.m.-5:00p.m.总加班时间：不超过8小时加班原因：公司最近需要招聘各类员工。
人力资源部一周前登了招聘广告，并已收到很多求职信(application letter)。
为了协助各部门安排面试，本人需要在周日加班一天，了解应聘人员情况，并安排面试。
Overtime Request FormRequest Date: ______Employee's Name: ______Department: ______Date of Overtime: March 5Overtime needed: from ______ to 5:00p.m.Total Overtime: not to exceed ______ HoursReasons for Overtime Required:注：最后部分请写成段落。
2、企业产品介绍和推销说明：假设你是一家手提包公司的经理，写信向客户White先生介绍公司产品、争取订单。
内容：1．向对方提供一份产品目录；2．本公司产品以高质量著称，并得到广泛承认；3．对方下一份试订单之后，就会对产品的质量有信心；4．交易条款非常慷慨，欢迎对方早日下单。
人力资源三级考试模拟试卷英语选词填空汇总-附译文
1._ D. Human resource management _ refers to the practices and policies you need to carry out the people orpersonnel aspects of your management job人力资源管理指的是对组织的人实施的各种操作和政策。
bor turnover rates provide a valuable means of B. benchmarking the effectiveness of HR policies andpractices and organization.劳动变更率提供了一个有价值的方法来衡量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 should be considered.劳动变更的成本很昂贵。
招聘和培训替代人员的直接成本必须被考虑在内。
4.Business process re-engineering techniques are deployed as instruments for __H. downsizing __ .业务流程再造技术可以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 the organization viewstheir performance.绩效评估还是实现了这样一个目的：它告知员工组织是如何看待他们绩效的6.The __J. output __ of the job analysis should be a training or learning specification工作分析的结果可以使培训或学习规范书。
上海人力资源管理师三级专业英语
上海人力资源管理师三级专业英语人力资源管理师三级-英语l.Absence 缺席2.Acceptability 可接受性3Achievement tests 成就测试4Action plan行动计划5Adverse impact 负面影响6Allowance津贴，补助7Announcement 公告8Applicant 求职者9Application 申请10Appraisal评价，评估11Appoint 任命12Arbitrary 仲裁13Assessment center 评价中心14Authority 权威15Audiovisual instruction 视听教学16Audit approach 审计法17Balanced scorecard综合评价卡，平衡计分法18Behavior modeling 行为模拟19Behavior-based program 行为改变计划20Benchmarks 基准21Benefits 福利22Bonus 奖金23Business planning 企业规划24Candidate 候选人25Career anchor 职业锚26Career counseling 职业咨询27Career curves 职业曲线28Career development 职业发展29Centralization 集权化30Coach 教练31Cognitive ability 认知能力32Commitment 承诺，义务33Communication skill 沟通技巧34Compensable factors 报酬要素35Compensation 报酬，补偿36Competency assessment 能力评估37Competency model 能力模型38Competitive advantage 竞争优势39Compromise 妥协40Concentration strategy 集中战略41Consultation 商量，请教42Continuous learning 持续学习43Coordination training 合作培训44Core competencies 核心竞争力45Cost structure 成本结构46Critical incident method 关键事件法47Cross-cultural preparation 跨文化准备48Cross-training 交叉培训49Cultural environment 文化环境50Cultural shock 文化冲击51Customer appraisal 顾客评估52Data flow diagram 数据流程图53Decentralization 分散化54Decision making 决策55Deficiency 缺乏56Delayering 扁平化57Demand forecasting 需求预测58Depression 沮丧59Development planning system 开发规划系统60Differential piece rate 差额计件工资61Direct costs 直接成本62Discipline 纪律63Dismiss 解雇64Disparate treatment 差别性对待65Diversity training 多元化培训66Dividends 红利67Discrimination 歧视68Downsizing 精简69Downward move 降级70Efficiency wage theory 效率工资理论71Egalitarian 平等主义72Earnings所得，收入73Efficiency 效率74Employee empowerment 员工授权75Employee leasing 员工租借76Employee survey research 雇员调查与研究77Entrepreneur 企业家78Equal employment opportunity (EEO)公平就业机会79Ethics 道德80Exit interview 离职面谈81Expatriate外派雇员82Expert systems 专家系统83Explicit knowledge 显性知识84External growth strategy 外边成长战略85External labor market外部劳动力市场86Face to face discussion 当面讨论87Factor comparison system 因素比较法88Feedback 反馈89Flat hourly rate 小时工资率90Flextime灵活的时间91Flowchart 流程图92Formal education programs 正规教育计划93Frame of reference 参照系94Functional job analysis, FJA 职能工作分析95Gain sharing plans收益分享计划96Globalization 全球化97Goals and timetables 目标和时间表98Group mentoring program 群体指导计划U99 Head hunter 猎头100 Healthy and safety 健康安全101 High-performance work systems 高绩效工作系统102 Hourly work计时工资制103 Human capital 人力资本104 Human resource information system 人力资源信息系统105 Human resource management 人力资源管理106 Human resources planning, HRP 人力资源计划107 Income收入，收益108 Indirect costs 间接成本109 Inflation通货膨胀110 Input 投入111 Insurance 保险112 Intellectual asset 知识资产113 Internal analysis 内部分析114 Internal growth strategy 内部成长战略115 Internal labor force 内部劳动力116 Internet 互联网117 Internship programs 实习计划118 Interview 面试119 Industrialization 产业化120 IT(Information Technology)信息技术121 Invest 投资122 Job analysis 工作分析123 Job classification system 工作分类法124 Job description 工作描述125 Job design工作设计126 Job enlargement 工作扩大化127 Job enrichment 工作丰富化128 Job evaluation 工作评价129 Job ranking system 工作重要性排序法130 Job rotation 工作轮换131 Job satisfaction 工作满意度132 Job specification 工作规范133 Job structure 工作结构134 Labor relations process 劳动关系进程135 Leaderless group discussion 无领导小组讨论法136 Learning organization 学习型组织137 Line manager 直线经理138 Maintenance of membership 会员资格维持139 Management by objectives, MBO 目标管理140 Management forecasts 管理预测141 Management process 管理过程142 Manager appraisal 经理评估143 Managing diversity 管理多元化144 Manpower人力，劳动力145 Markov analysis马克夫分析法146 Material incentive 物质奖励147 Mediation 调解148 Mentor 导师149 Merit guideline 绩效指南150 Minimum wage 最低工资151 Morale 士气152 Motivation to learn 学习的动机153 Needs assessment （培训）需要评价154 Night shift 夜班155 Nonprofit organization 非营利组织156 Occupation 职业157 On-the-job training, OJT 在职培训158 Opportunity to perform 实践的机会159 Organization design and development 组织设计与发展160 Organizational analysis 组织分析161 Organization chart 组织结构图162 Organization code 组织代码163 Orientation 入职培训164 Outplacement counseling 重新谋职咨询165 Outsourcing 夕卜包166 Overpay超额工资167 Panel interview 小组面试168 Pay claim 加薪要求169 Pay grade工资等级170 Pay structure 工资结构171 Pay-for-performance standard 按绩效的报酬标准172 Pay-policy line 工资政策线173 Payroll职工薪水册174 Pension养老金，退休金175 Peer appraisal 同事评估176 Performance appraisal 绩效评价177 Performance feedback 绩效反馈178 Performance management 绩效管理179 Performance planning and evaluation 绩效规划与评价系统180 Post岗位，职位181 Priority 优先182 Person characteristics 个人特征183 Personnel selection 人员甄选184 Piecework计件工资185 Position analysis questionnaire, PAQ 职位分析问卷调查186 Power distance 权力差距187 Predictive validation 预测效度188 Profit sharing 利润分享189 Promotion 晋升190 Psychological contract 心理契约191 Questionnaire 调查问卷192 Rapport和谐，亲善193 Readability 易读性194 Readiness for training 培训准备195 Reasoning ability 推理能力196 Reconciliation 和解197 Recognition 认可，承认198 Recruitment 招募199 Redundancy 冗余200 Reengineering 流程再造201 Reject拒绝，否决202 Reinstatement 复职203 Relational database 关联数据库204 Reliability 信度205 Remuneration 报酬206 Reputation 声誉，名声207 Retention plan (核心人员)保持计划208 Repatriation 归国准备209 Replacement charts 替换表210 Return on investment (ROI)投资回报211 Role analysis technique 角色分析技术212 Role play角色扮演213 Senior management 高级管理层214 Sick leave 病假215 Self-appraisal 自我评估216 Subcontracting 转包合同217 Substantive reason 客观存在因素218 Successor 后任219 Supply forecasting 供给预测220 Talent才能，才干221 Situational interview 情景面试222 Skill inventories 技能量表223 Skill-based pay 技能工资224 Specificity 明确性225 Spot bonus即时奖金226 Staffing tables 人员配置表227 Strategic choice 战略选择228 Strategic congruence 战略一致性229 Strategic human resource management 战略性人力资源管理230 Strategy implementation 战略执行231 Subordinate 下属232 Succession planning可持续发展计划233 Tacit knowledge 隐形知识234 Task analysis 任务分析235 Team building 团队建设236 Termination 终止237 Total quality management (TQM)全面质量管理238 Training administration 培训管理239 Training outcomes 培训结果240 Trend analysis 趋势分析241 Turnover离职，流动242 Utility 效用243 Validity 效度244 Verbal comprehension 语言理解能力245 Vesting既得利益246 Voicing 发言247 Wage and salary survey 薪资调查248 Web-based training 网上培训249 Welfare system 福利体系250 Work permit/ work certificate 就业许可证。
人力资源助理师三级英语词汇(音标)(按字母顺序排列)
['hju:mən] [ri'sɔ:s] ['mænidʒmənt]
['hju:mən] [ri'sɔ:s] ['plæniŋ]
['həu'listik] ['inkʌm] [,indi'rekt] [kɔst]
企业人力资源管理师（三级）专业词汇表-新版
音标 ['æbsəns] [ək,septə'biləti] [ə'tʃi:vmənt] [testc] ['ækʃən] [plæn] ['ædvə:s] [im'pækt] [ə'lauəns] [ə'naunsmənt] ['æplikənt] [,æpli'keiʃən] [ə'preizəl] [ə'pɔint] [,ɑ:bi'treiʃn] [əə'sesmənt] [krai'tiriə] [,ɔ:diəu'vizjuəl] [in'strʌkʃən] ['ɔ:dit] [ə'prəutʃ]
13 Assessment center
14 Assessment criteria
15 Audiovisual instruction
16 Audit approach
17 Balanced scorecard
18 bargaining- impasse
19 Behavior modeling 20 Behavior-based program 21 Benchmark 22 Benefit 23 Bonus 24 Business planning 25 Candidate
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Because of the progress of technology, human resource managers are better also to service the needs of their colleagues and their employer. As Human Resource Manager, the challenges posed to them in the age of advancing technology are great and each manager must utilize the resources available to them in order to perform their functions effectively. HR personnel must constantly keep up to date with change and therefore must experience on going training to keep abreast with development. A wonderful resource is internet and here at this venue, managers are able to obtain current information on technological changes through web-based training.
In today’s society, everything now is computer based. Standard systems have been developed to record and store information. Programs have been designed to analyze inputted information thereby giving the HR professional a wide variety of information. Information is easy to store and easily accesses.
Emailing is now a necessity. Instantaneous communication is possible not only with words but with sound and picture. It is easy to interface with employees, colleagues, and business partners and associates.
It is apparent that technology will continue to grow at a rapid pace. It is the responsibility of the Human Resource Personnel to be aware of these changes and their implication for their department. Training and computer learning are essential if the HR Manager hopes to continue as a professional and contributing worker.
●According to the passage, who do not the human resource managers service
to ______?
A.the co-workers
B.the customers
C.the line manager
D.the senior management
●What is not the element of the instantaneous communication? ______
A.Photo
B.Music
C.Text
D.Smell
●According to the passage, the author might most likely disagree that ____.
A.Managers can obtain current information on technological changes
trough web-based training.
B.Programs have been designed to analyze inputted information.
C.Email is difficult to interface with employees, colleagues, and business
partners and associates.
D.Training and computer learning are essential if the HR Manager hopes to
continues as a professional and contributing worker.。