英文版旅游人力资源管理期末考题

大连大学 2011 /2012 学年第二学期考试卷（A 卷）考试科目： HRM in the Tourism and Hospitality Industry (共 2 页)适用专业 国 旅 一、单选题（共 30 分，每题 2 分） 1. People who contribute to the job analysis process include the following, except for the ( ) A. stockholder B. job analyst C. employee D. supervisor 2. The suitability of college graduates for technical and managerial positions often depends on their ( ) A. dental records B. ethnic background C. religious belief D. major field of study 3. A statement of knowledge, skills, and abilities required to perform a job is a ( ) A. job requirement B. job specification C. job position D. job objective 4. The extent to which two or more methods yields similar results or are consistent is referred to as ( ) A. validity B. reliability C. truth D. similarity 5. The selection procedure usually begins with ( ) A. employment tests B. a medical examination C. a supervisory interview D. completion of an application form 6. The primary reason organizations train new employees is to ( ) A. increase their knowledge, skill, and ability level B. help trainees achieve personal career goals C. comply with government regulations D. improve the work environment 7. Research has shown that performance appraisal is used most widely as a basis for ( ) A. transfer B. criticism C. assessment centers D. compensation decisions 8. It is recommended that a diagnosis of poor employee performance focus on all of the following except ( ) A. skill B. personality C. effort D. external conditions 9. Job evaluation systems provide for internal equity and serve as the basis for ( ) A. wage-rate determination B. job analysis C. training plan D. career plan 10. All of the following are common causes of workplace stress except ( ) A. excessive job pressures B. high workloads C. disagreements with manager D. empowerment 11. Which is not the advantage of employee orientation ( )? A. Reducing savings B. Foster positive attitude C. Make a sense of commitment D. Improve the possibility of new employee quitting 12. Which is not the objective of performance appraisal ( )? A. Rewarding performance B. Developing employees C. Giving feedback to employees D. Monitor the employees to avoid they don’t work hard 13. Which feather is belonging to the theory X ( )? A. Employees are counter-effective in most modern practice B. Employees are ambitious C. Employees are self-motivated D. Employees are exercise self-control 14. Which approach is the internal recruitment method ( )? A. University recruiting B. Employee referrals C. Job Rotation D. Advertisement 15. To the functions of the training, which is wrong ( )? A. It emphasizes the improvement of present job performance 第 1 页，共3页适用年级 2010 级 考核形式 闭 卷送卷单位 国际学院 任课教师 柏 丹总 印 数附答题纸 数(16 开)教研室 （系） 主 任教学院长同学请注 意： 请用答题 纸答题，在 本试卷上 答题无效！B. Its benefits to employees are throughout their whole life C. It can reduce the activity of employees D. It helps employees to promotion in the future career 二、名词解释 （共 30 分，每题 5 分） 1. HRM 2. Job analysis 3. Employment planning 4. Performance appraisal 5. Apprenticeship training 6. Graphic rating scale 三、简答题（共 20 分，每题 10 分） 1. Tell about the steps in job analysis. 2. Describe the advantages and disadvantages of the internal sources of candidates. 四、案例分析题（共 20 分） Finding People Who Are Passionate About What They Do Trilogy Software, Inc., of Austin, Texas, is one of the fastest-growing software companies in the industry, with current earnings in the $100million to $200million range. It pries itself on its unique and unorthodox culture. Many of its approaches to business practice are unusual, but in Trilogy’s fast-changing and highly competitive environment they seem to work. There is no dress code and employees make their own hours, often very long. They tend to socialize together, both in the office’s well-stocked kitchen and on company-sponsored events and trips to places like local dance clubs and retreats in Las Vegas and Hawaii. An in-house jargon has developed, and the shared history of the 8-year-old firm has taken on the status of legend. Responsibility is heavy and comes early, with a “just do it now” attitude that dispenses with long apprenticeships. New recruits are given a few weeks of intensive training, known as Trilogy University and described by participants as “more like boot camp than business school.” information is delivered as if with “a fire hose,” and new employees are expected to commit their expertise and vitality to everything they do. Jeff Daniel, director of college recruiting and only 28 himself, admits the intense and unconventional firm is not the employer for everybody. “But it’s definitely an environment where people who are passionate about what they do can thrive.” The firm employs about 700 such passionate people. Trilogy’s managers know the rapid growth they seek depends on having a staff of the best people they can find, quickly trained and given broad responsibility and freedom as soon as possible. Founder and CEO Joe Liemandt says, “at a software company, people are everything. You can’t build the next great software company, which is what we’re trying to do here, unless you’re totally committee to that. Of course, the leaders at every company say,’ people are everything.’ but they don’t act on it.” Trilogy makes finding the right people a companywide mission. Recruiters actively pursue the freshest if least experienced people in the job market, scouring college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instincts. Top managers conduct the first rounds of interviews, letting prospects know they will be pushed to achieve but will be well rewarded. Employees take top recruits and their significant others out on the town when they fly into Austin for the standard three day preliminary visit. A typical day might begin with grueling interviews but ends with mountain biking, Roller Blading, or laser tag. Liemandt has been known to fly out to meet and woo hot prospects who couldn’t make the trip. In one recent year, Trilogy reviewed 15000 resumes, conducted 4000 on-campus interviews, flew 850 prospects in for interviews, and hired 262 college graduates, who account for over a third of its current employees. The cost per hire was $13000; Jeff Daniel believes it was worth every penny. Questions: 1. Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent. 2. Would Trilogy be an appealing employer for you? Why or why not? If not, what would it take for you to accept a job offer from Trilogy?第 2 页，共3页第 3 页，共3页。