HR二级2011年二级英语阅读理解练习.doc

一、阅读理解（每题3分，共30分）（一）The promotion and development of performance management processes by HR can make an important contribution to knowledge management, by providing for behavioral expectations which are related to knowledge-sharing to be defined, and ensuring that actual behaviors are reviewed and, where appropriate, rewarded by financial or non-financial means. Performance management reviews can identify weaknesses and development needs in this aspect, and initiate personal development plans which are designed to meet these needs.One starting point for the process could be the cascading of corporate core values for knowledge-sharing to individuals, so that they understand what they are expected to do to support those core values. Knowledge-sharing can be included as an element of a competency framework, and the desired behavior would be spelt out and reviewed. For example, positive indicators such as those listed below could be used as a basis for agreeing competency requirements and assessing the extent to which they are met. The following are examples of positive behavior in meeting competency expectations for knowledge-sharing:. Is eager to share knowledge with colleagues;. Takes positive steps to set up group meetings to exchange relevant information and knowledge;. Builds networks which provide for knowledge sharing;. Ensures as appropriate that knowledge is captured, codified, recorded and disseminated through the intranet and/or other means of communication.Hansen et al (1999) mention that at Ernst & Young, consultants are evaluated at performance reviews along five dimensions, one of which is their contribution to and utilization of the knowledge asset of the firm. At Bain, partners are evaluated each year on a variety of dimensions, including how much direct help they have given colleagues.1.The best title for this article is .A. Knowledge-sharingB. Performance management reviewsC. Performance management processesD. Performance management for knowledge workers2. The following are examples of positive behavior in meeting competency expectations for knowledge-sharing except .A. Is reluctant to share knowledge with colleaguesB.Takes positive steps to exchange relevant information and knowledgeC. Builds networks which provide for knowledge sharingD. Ensures as appropriate that knowledge is captured, codified, recorded and disseminated through some means of communication3.Which of the following is not mentioned by Hansen et al? .A. At Bain, direct help that partners have given colleagues will be evaluated.B. At Ernst & Young, consultants contribution to the knowledge asset of the firm will be evaluated.C. At Bain, partners are eager to share knowledge with colleagues.D. At Ernst & Young, consultants are evaluated at performance reviews along five dimensions.4. The author of this passage would most likely agree that .A. Performance management processes by HR can make little contribution to knowledge management.B. The cascading of corporate core values for knowledge-sharing to individuals could be one starting point for the performance management process.C. Knowledge-sharing cant be included as an element of a competency framework.D. Taking positive steps to exchange relevant information and knowledge isnt an example of positive behavior in meeting competency expectations for knowledge-sharing.5. According to the passage, performance management processes by HR can make an important contribution to knowledge management through the following measures except .A. by providing for behavioral expectations which are related to knowledge-sharing to be definedB. by ensuring that actual behaviors are reviewed C. by ensuring that actual behaviors are rewarded by financial or non-financial meansD. by building networks which provide for knowledge sharingAnswer:1.D 2.A 3.C 4.B 5.D（二）T-group stands for training group, which is not a very helpful description. It is also referred to as sensitivity training, group dynamics, and group relations training. T-group has three aims: 1. To increase sensitivity-the ability to perceive accurately how others are reacting to ones behavior. 2. To increase diagnostic ability-the ability to perceive accurately the state of relationships between others. 3. To increase action skill-the ability to carry out the skillful behavior required by the situation.In a T-group, the trainer will explain the aims of the program and may encourage discussion and contribute his or her own reactions. But he or she does not take a strong lead and the group is largely left to its own devices to develop a structure that takes account of the goals of both the members of the group and the trainer provides a climate where the group members are sufficiently trusting of one another to discuss their own behavior. They do this by giving “feedback” or expressing their reaction to one another. Member may not always accept comments about themselves, but as the T-group develops they will increasingly understand how some aspects of their behavior are hidden to them and will, therefore, be well on the way to an increase in sensitivity, diagnostic ability, and action skill.Follow-up studies have noted three principle areas of change following the attendance of trainees at an external T-group laboratory:1. Increased openness, receptivity, and tolerance of differences.2. Increased operational skill in interpersonal relations, with overtones of increased capacity for collaboration.3. Improved understanding and diagnostic awareness of self, others, and interactive processes in groups. T-groups have been attacked because of the possibility of negative or detrimental effects. But none of the follow-up studies has detected any significant problems. A more valid basis for doubt is that it has been difficult to prove that they have been cost effective for organizations who have used them on company or have strongly supported external programs.This criticism could be leveled at any other form of group training or, indeed, most off-the-job training. The degree to which it can be invalidated will depend on the effectiveness of the training design and of the trainer.T-group laboratories in their purest form are unlikely ever to become a major part of company training programs, but the group dynamics approach has valid uses in the modified forms.1. This article might most likely be extracted from the paper about .A.human resource planningB.performance evaluationC.international human resource managementD.training and development2. T-group is referred to as the following except .A.sensitivity training,B.on-the-job trainingC.group dynamicsD.group relations training3. The author of this passage would most likely agree that .A. In a T-group, the trainer will take a strong lead.B. In a T-group, members may always accept comments about themselves.C. In a T-group, the trainer should provide a climate where the group members are sufficiently trusting of one another to discuss their own behaviors.D. In a T-group, members dont express their reaction to one another.4.According to the passage, which of the following cant change the attendance of trainees at an external T-group laboratory? .A. poor effectiveness of the training designB. improved understanding and diagnostic awareness of self and othersC. increased openness, receptivity, and tolerance of differencesD. increased operational skill in interpersonal relations5. From this passage, we can infer that .A. T-group laboratories are likely be used as a major part of training programs by company.B. There is no criticism on T-group laboratories.C. If T-group laboratories are modified well, it has also valid uses.D. T-group laboratories have no use for company.Answer:1.D 2.B 3.C 4.A 5.C二、阅读理解（每题3分，共30分）（一）Demand forecasting is the process of estimating the future numbers of people required and the likely skills and competences they will need. The ideal basis of the forecast is an annual budget and longer-term business plan, translated into activity levels for each function and department or decisions on downsizing, in a manufacturing company the sales budget is translated into a manufacturing plan giving the numbers and types of products to be made in each period. From this information the number of hours to be worked by each skill category to make the quota for each period can be computed.The demand forecasting techniques that can be used to produce quantitative estimates of future requirements are described below.Managerial or expert judgementThis is the most typical method of forecasting. It simply requires managers or specialists to sit down, think about future workloads, and decide how many people are needed. This can be no more than guesswork unless there is reliable evidence available of forecast increases in activity levels or new demands for skills.Ratio-trend analysisThis is carried out by studying past ratios between, say, the number of direct (production) workers and indirect (support) workers in a manufacturing plant, and forecasting future ratios, having made some allowance for changes in organization or methods. Work study techniquesWork study techniques can be used when it is possible to apply work measurement to calculate how long operations should take and the number of people required. Work study techniques for direct workers can be combined with ratio-trend analysis to calculate the number of indirect workers needed.Forecasting skill and competence requirementsForecasting skill requirements is largely a matter of managerial judgement. This judgement should, however, be exercised on the basis of a careful analysis of the impact of projected product-market developments and the introduction of new technology, either information technology of computerized manufacturing.1. Demand forecasting is the process of estimating the following except .A. the future numbers of people requiredB. the likely skills people will needC. the likely competences people will needD. the future numbers and types of products2.Which of the following about demand forcasting in a manufacturing company is false? .A. The ideal basis of the forecast is an annual budget and longer-term business plan.B. The forecast cant be based on decisions on downsizing.C. The sales budget should be translated into a manufacturing plan.D. The number of hours to be worked by each skill category to make the quota for each period can be computed.3. Which of the following demand forecasting techniques cant be used to produce quantitative estimates of future requirements? .A. Managerial or expert judgementB. Ratio-trend analysisC. Critical incident methodD. Work study techniques4. The author of this passage might disagree that .A. Managerial or expert judgement can be a guesswork if there is reliable evidence available of forecast increases in activity levels or new demands for skills.B. When ratio-trend analysis is being carried out, we neednt consider changes in organization.C. Work study techniques for direct workers can be combined with ratio-trend analysis to calculate the number of indirect workers needed.D. Forecasting skill requirements is largely a matter of managerial judgement.5. This article might most likely be extracted from the paper about .A.human resource planningB.recruitment and replacementC.compensation and incentiveD.training and developmentAnswer:1.D 2.B 3.C 4.B 5.A（二）Flexible benefits allow employees to pick and choose from among a menu of benefit options. The idea is to allow each employee to choose a benefit package that is individually tailored to his or her own needs and situation. They replace the traditional “one-benefit-plan-fits-all” programs that have dominated organizations for fifty years.The average organization provides fringe benefits worth approximately forty percent of an employees salary. But traditional benefit programs were designed for the typical employee of the 1950s a male with a wife and two children at home. Less than ten percent of employees now fit this stereotype. Twenty-five percent of todays employees are single and a third are part of two-income families without any children. As such, these traditional programs dont tend to meet the needs of todays more diverse workforce. Flexible benefits, however, do meet these diverse needs. An organization sets up a flexible spending account for each employee, usually based on some percentage of his or her salary, and then a price tag is put on each benefit. Options might include inexpensive medical plans with high deductibles; expensive medical plans with low or no deductibles; hearing, dental, and eye coverage; vacation options; extended disability; a variety of savings and pension plans; life insurance; college tuition reimbursement plans; and extended vacation time. Employees then select benefit options until they have spent the dollar amount in their account.Giving all employees the same benefits assumes all employees have the same needs. Of course, we know this assumption is false. So flexible benefits turn the benefits expenditure into a motivator.Consistent with expectancy theorys thesis that organizational rewards should be linked to each individual employees goals, flexible benefits individualize rewards by allowing each employee to choose the compensation package that best satisfies his or her current needs. That flexible benefits can turn the traditional homogeneous benefit program into a motivator was demonstrated at one company: Eighty percent of the organizations employees changed their benefit packages when a flexible plan was put into effect.1. Organizations had been using the “one-benefit-plan-fits-all” programs for years.A.30B.40C.50D.602. According to the passage, of todays employees are single and are part of two-income families without any children.A.1/4,1/3B.1/3,1/4C.1/5,1/3D.1/4,1/23. Benefit options employees can select include the following except .A. inexpensive medical plans with high deductiblesB. expensive medical plans with high deductiblesC a variety of savings and pension plansD. college tuition reimbursement plans4. The author of this passage would most likely agree that .A. The “one-benefit-plan-fits-all” programs assumes all employees have different needs.B. This assumption all employees have the same needs is true.C. Flexible benefits are inconsistent with expectancy theorys thesisD. Flexible benefits turn the benefits expenditure into a motivator.5.From this passage, we can infer that .A. The domination of “one-benefit-plan-fits-all” programs has been replaced by flexible benefits.B. The domination of “one-benefit-plan-fits-all” programs will be replaced by flexible benefits.C. Employees can select benefit options when they have spent the dollar amount in their account.D. The traditional benefit programs are designed for the typical employees who belong to two-income families without any children.Answer:1.C 2.A 3.B 4.D 5.A三、阅读理解（每题3分，共30分）（一）The steps in doing a job analysis are as follows:Step 1 Start by identifying the use to which the information will be put, since this will determine the type of data you collect and the technique you use to collect them.There are many methods for collecting job analysis data; they range from qualitative interviews to highly quantified questionnaires. Some techniques - like interviewing the employee and asking the person what the job entails and what his responsibilities are - are uniquely suited for uses like writing job descriptions and selecting employees for the job. Other job analysis techniques such as position analysis questionnaires do not provide descriptive information for job descriptions, but do provide numerical ratings for each job; these can then be used to compare jobs with one another for compensation purposes. Your first step should therefore be to determine the use of the job analysis information. Then you can decide how to collect the information.Step 2.Next, review available information such as organization charts, process charts, the job descriptions. Organization charts show you how the job in question relates to other jobs and where it fits in the overall organization. The organization chart should identitify tile title of each position and, by means of its interconnecting lines, show who reports to whom and with whom the job incumbent is expected to communicate. A process chart provides you with a more detailed understanding of the flow of work than you can obtain from the organization chart alone. In its simplest form, a process chart shows the flow of inputs to and outputs from the job under study. Finally, the existing job description, if there is one, can provide a good starting point from which to build your revised job description. Step 3This step is necessary where many similar jobs are to be analyzed and where it is too time-consuming to analyze, say, the jobs of all assembly line workers.Step 4Your next step is to gather data on job activities, required employee behaviors, working conditions and human requirements (like the traits and abilities needed to perform the job). For this, you would use one or more of the job analysis techniques.Step5The job analysis provides information on the nature and functions of the job, and this information should be verified with the worker performing the job and the persons immediate supervisor. Verifying the information will help to determine if it is factually correc