二、选词填空 A. promotion B. job analysis C. management D. Globailzation E. job description F. Human resource planning G. competence H. recruiting I. mediation J. assessment
1. International human resource management includes______qualified personnel foroverseas assignments.
H
2. Rapid______through an extensive staff ranking system is seen in one company asa very important motivational mechanism.
A
3. ______refers to the tendency of firms to extend their sales or manufacturing tonew markets abroad.
D
4. Developing a high-trust organization means creating trust between______andemployees.
C
5. ______determines the human resources required by the organization to achieve itsstrategic goals.
F
6. The______provides information on the nature and functions of the job.
B
7. The halo effect or error is the tendency for an evaluator to let the______of an in-dividual on one trait, influence his or her evaluation of that person on other traits.
J
8. Training is concerned with fitting people to take on extra responsibilities, increasing all-round______.
G
9. A training or a learning specification breaks down the broad duties contained in the______into the detailed tasks that must be carried out.
E
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 themthrough consultation.
I
三、单项选择题
1. The placement of an employee in another job at a higher level in the organizationwith an increase in pay and status is known as a______.
A.job enlargement
B.transfer
C.promotion
D.job rotation
A B C D
C
2. Key jobs have all of the following characteristics except______.
A.they are important to employees and the organization
B.they vary in terms of job requirements
C.they are used in salary surveys for wage determination
D.they are likely to vary in job content over time
A B C D
D
3. A process that goes beyond TQM programs to a more comprehensive approach toprocess redesign is known as______.
A.job redesign
B.process redesign
C.reengineering
D.rightsizing
A B C D
C
4. The job specification describes job requirements relative to______.
A.skill and physical outputs
B.skill and physical demands
C.age and physical demands
D.experience and physical description
A B C D
B
5. When determining where training emphasis should be placed, an examination ofthe goals, resources, and environment of the organization is known as______.
A.task analysis
B.organization analysis
C.resource analysis
D.skills analysis
A B C D
B
6. The job evaluation system in which specific elements of the jobs to be evaluated arecompared against similar elements of key jobs within the organization is known as______.
A.the point method
B.job ranking
C.the comparison method
D.the Hay profile method
A B C D
C
7. The final decision to hire an applicant usually belongs to______.
A.the HR recruiter
B.the HR manager
C.line management
D.co-workers
A B C D
C
8. Determining what the content of a training program should be, based on a study ofthe job duties, is known as______.
A.organization analysis
B.individual analysis
C.job analysis
D.task analysis
A B C D
D
9. Sometimes organizations provide services to terminated employees that help thembridge the gap between their old position and a new job. These services are known as______.
A.downsizing programs
B."headhunting" assistance programs
C.outplacement assistance
D.employee assistance programs (EAPs)
A B C D
C
10. Job______form the basis for the administration of applicable employment tests.
A.outlines
B.specifications
C.requirements
D.details
A B C D
B
四、阅读理解 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 popularcomparisons 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 rec-ommending students to graduate schools. Evaluators are asked to rank the student in thetop five percent, the next five percent, the next fifteen percent, and so forth. But whenused 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, fourmust 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 differ-ence between the first and second employee is the same as that between the twenty-firstand 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 highestperformer 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 pairedcomparisons are made, each employee is assigned a summary ranking based on the numberof superior scores he or she achieved. This approach ensures that each employee is com-pared against every other, but it can obviously become unwieldy when many employees arebeing 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 thegraphic rating scale and the individual ranking method to provide more accurate informationabout its students' performance. The A, B, C, D, or E. A prospective employer or grad-uate school could then look at two students who each got a "B" in their different financialaccounting courses and draw considerably different conclusions about each where next toone grade it says "ranked fourth out of twenty-six", while the other says " ranked seven-teenth out of thirty". Obviously, the latter instructor gives out a lot more high grades!
1. Multiperson comparisons is a (an)______measuring device.
A.absolute
B.relative
C.accurate
D.false
A B C D
B
2. According to the passage, there are three most popular comparisons except______.
A.group order ranking
B.individual ranking
C.graphic rating scales
D.paired comparisons
A B C D
C
3. From this passage, we can infer that______.
A.recommending students to graduate schools often uses individual ranking
B.the paired comparison approach assumes that the difference between the firstand second employee is same
C.group order ranking ensures that each employee is compared against every oth-er
D.each method of multiperson comparisons can be used simultaneously
A B C D
D
4. The following statements about individual ranking are false except______.
A.it rank orders of employees from the lowest performer up to the highest
B.the result is a clean ordering of employees
C.it assumes that the difference between the first and second employee is different
D.this approach allows for some of the employees who may be closely grouped
A B C D
B
5. This article might be extracted from the paper about______.
A.performance appraisal
B.recruitment and replacement
C.training and development
D.reward systems
A B C D
A
Our knowledge of motivation tells us that people do what they want to satisfy needs. Before they do anything, they look for the payoff or reward. Many of these re-wards salary increases, employee benefits, preferred job assignments-are organization-ally controlled. The types of rewards that an organization can allocate are more complex than what 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 anindividual, 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 orany efforts to redesign or restructure work to increase personal worth to the employee maymake his or her work more intrinsically rewarding. Extrinsic rewards include direct compensation, indirect compensation, and nonfinan-cial rewards. Of course, an employee expects some forms of direct compensation: a basicwage or salary, overtime and holiday premium pay, bonuses based on performance, profitsharing, and/or possibly opportunities to purchase stock options. Employees will expecttheir direct compensation generally to align with their assessment of their contribution tothe organization and, additionally, will expect it to be comparable to the direct compensa-tion 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 generallymade uniformly available to all employees at a given job level, regardless of performance,they are rally not motivating rewards. However, where indirect compensation is controlla-ble by management and is used to reward performance, then it clearly needs to be consid-ered as a motivating reward.
6. Rewards are often considered as a______function in human resource manage-ment.
A.planning
B.leading
C.motivating
D.controlling
A B C D
C
7. Extrinsic rewards include the following except______.
A.job enrichment
B.direct compensation
C.indirect compensation
D.nonfinancial rewards
A B C D
A
8. 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 indi-rect 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
A B C D
D
9. Perquisites which the organization provides employees belong to______.
A.intrinsic rewards
B.direct compensation
C.indirect compensation
D.nonfinancial rewards
A B C D
C
10. 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