人力三级英语阅读理解英汉互译含答案.pdf

一 The labor market context for human resource planning The context for obtaining the people required will be the labor markets in which the organization is operating which are: 本文讲的是将来企业为了得到运营所需要的人的主要途径将会是劳动力市场 1. The internal labor market- the stocks and flows of people within the organization who can be promoted, trained, or re-deployed to meet future needs. 1. 内部劳动力市场-组织内的人可以提升，企业内部人力资源的的储备和流动，可以被提升的、培训或者 调配岗位为了未来的发展 2. The external labor marker- the external local, regional, national and international markets from which different sorts of people can be recruited. There are usually a number of markets, and the labor supply in these markets may vary considerably. Likely shortages will need to be identified so that steps can be taken to deal with them, for example by developing a more attractive employment proposition. 2.外部劳动力市场-外部的地方、区域、国家和国际市场中不同类型可以招募的人。通常有大量的市场，在 这些市场的劳动力供给可能有很大的不同。可能的不足都需要确定，可以采取措施来对付他们，例如通过 开发一个更具吸引力的就业命题。 As part of the human resource planning process, an organization 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 the organization. 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 choicethey 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. 作为人力资源规划过程的一部分，一个组织可能是“制造或购买的决策。“制造”的政策意味 着组织更倾向于招募人处于初级阶段或实习，主要依靠内部晋升和培训计划，以满足未来 的需求。“购买”政策意味着更多的依赖从外部招聘“为公司带来新鲜血液”。在实践 中，组织倾向于将两个选择不同程度的混合在一起，取决于企业所处的环境和人们的意 愿。一个在动荡的环境中运营的高度创业的公司，或者刚刚起步的公司，可能几乎完全依 赖于外部招聘。在与知识性员工打交道时，可能有一些选择，他们往往更容易移动，而战 略外包可能需要认识到外部招聘将是主要的供给来源。管理咨询顾问通常都属于这一类， 能够适当准确地预测人们需求的公司，一旦录用，就更依赖于开发自己的员工。 1. A make policy means that organization prefers to promote people from internal labor market . C “制定”政策意味着组织更喜欢从内部劳动力市场提拔员工 A. regional labor market 区域劳动力市场 B. national labor market 国家劳动力市场 C. internal labor market 内部劳动力市场 D. international labor market 国际劳动力市场 2. According to the passage, management consultancies should be recruited from external labor market. 根据文章，管理咨询顾问应该从外部劳动力市场招聘 B A. are less mobile than people at a junior level 流动性比年轻人低 B. should be recruited from external labor market 应该从外部劳动力市场招聘 C. should be promoted from within the organization 应该从组织内部提拔 D. are not knowledge workers 不是知识型工作者 3. If a firm can predict people requirements fairly accurately, it may not： D 如果一个企业能相当准确地预测人们的要求，就不可能更多地依赖于从外部招聘组织。 A. develop their own staff 开发企业内部员工 B. formulate training programs 建立培训项目 C. promote people from within the organization 提升内部员工 D. rely more on recruiting from outside 更多地依赖于从外部招聘组织 4. Make or buy policy decision is a part of: “制定或购买”的决策是：人力资源规划的一部分 A A. human resource planning 人力资源规划 B. training and development 培训和发展 C. performance appraisal 绩效考核 D. job analysis 工作分析 5.The best title of this passage is : 这篇文章的最佳标题是人力资源规划的劳动力市场环境 C A. The organizational context of human resource planning. 人力资源规划的组织背景 B. Aims of human resource planning.人力资源规划的目的 C. The labor market context for human resource planning 人力资源规划的劳动力市场环境 D. Limitations of human resource planning 人力资源规划的局限性 2Wlaters (1983) identifies nine sources 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. Wlaters （ 1983）提出了九种可 以帮助确认哪些项目应该优先培 训的方法。它们是： 1. 组织目标和企业计划， 它表明了组 织发展方向， 因此， 它是主要的优 先培训的。 2. 人力资源和接班计划， 提供有关未 来技能需求和管理培训需求的信 息。 3. 人事统计，例如，劳动力流动率， 突出了人力资源问题， 可能通过培 训来解决。 4. 离职面谈可能会在培训安排方面 提出不足 5. 与高级管理人员协商， 从关键决策 者那里获得培训需求的意见。 6. 关于生产力、质量和性能的数据， 显示了期望与结果之间存在差距， 因此提出了培训需求。 7. 部门布局变更， 提供有关未来发展 和相关培训需求的信息。 8. 培训需求的管理要求 9. 了解财务计划， 确定资金是否可用 于培训， 如果资源有限， 可以鼓励 新方法 Walters没有直接提到的另外两个来源 是引进新技术或开发IT系统的计划， 以及市场营销计划， 这些计划表明新技 术需要在哪里销售新产品或服务， 使用 不同的销售技术或在新界运营。 1.According to Wlaters, is (are) major training priorities. 根据Wlaters的说法，以下那个是主要的训练重点 A. human resource and succession planning B. personnel statistics 人力资源和继任计划 人事统计 C. exit interviews D. organizational goals and corporate plans 离职面谈 组织目标和企业计划 2. Human resource and succession planning provides information on . 人力资源和继任规划提供了信息 A. the direction in which the organization is going 组织前进的方向 B. future skill requirements and management training needs 未来的技能需求和管理培训需求 C. deficiencies in training arrangements 缺陷在训练安排 D. any gaps between expectations and results or negative trends 期望与结果或负面趋势之间的差距 3. The following sources of information which help to identify training priorities are mentioned by Wlaters except . 下面的信息来源有助于确定培训优先事项，除了 A. marketing plans 营销方案 B. departmental layout changes部门布 局变化 C. data on productivity, quality and performance D. consultation with senior managers 有关生产力、质量和性能的数据 与高级经理协商 4.According to the passage, the following statements are true except . 根据短文，下面的陈述是真实的，除了 A. Departmental layout changes provide information about future developments and related training needs. 部门布局变更提供了有关未来发展和相关培训需求的信息。 B. Exit interviews highlight HR issues which might be addressed by training. 离职面谈突出了人力资源问题，这些问题可能通过培训来解决 C. Data on productivity, quality and performance show where there are any gaps between expectations and results or negative trends. 生产率、质量和性能方面的数据显示，预期与结果之间存在差距，或出现负面趋势 D. Marketing plans indicate where new skills are required to market new products or services. 市场营销计划表明新产品或服务需要新技能。 5.The main topic about this passage is illustrating . 这篇文章的主要主题是说明 A. sources of information which provide information on management training needs 提供有关管理培训需求的信息来源 B. sources of information of major training priorities 主要培训优先事项的资料来源 C. sources of information which help to identify training priorities 有助于确定培训优先次序的信息来源 D. sources of information which provide information about future developments and related training needs. 提供有关未来发展及相关培训需求的资料来源。 三. Multiperson comparisons 多人比较法 Multiperson comparisons evaluate one individuals 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 ranks 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 performance. 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 多人比较，评估一个人的绩效相对于 其他人。它是一个相对的而不是绝对 的测量设备。三种最流行的比较是： 分组排序， 个人排序， 和配对比较法。 小组顺序排列法需要评价者把员 工放进一个特定的分类，如顶部的五 分之一或第二五分之一。这种方法通 常用在推荐学生到研究生院。评估人 员被要求在前百分之五，接下来的百 分之五，接下来的百分之十五，诸如 此类。但是当管理者用来评价员工 时，管理者应对其所有下属。因此， 如果评估者有二十下属，只有四个人 可以在前百分之五，当然，有四个人 必须在最后面的百分之五。 个人排序法是将所有员工从最好的 到最差的进行排列。如果管理者需要 评估30名下属，该方法假定第一个 和第二个雇员之间的差距与第二十 一和第二十二之间是一样的。尽管一 些员工可以密切分组，这种方法允许 没有关系。其结果是员工从最好的排 到最差的井然有序。 配对比较法，每个员工与其他所有 员工和各率无论是上级还是对的较 弱的成员进行比较。毕竟配对比较制 成，每个员工都将根据他或她取得优 异成绩的人数汇总排名。这种方法确 保每个员工进行比较的对方，但是当 很多员工都进行比较可以明显变得 难以处理。 多人比较可以用其他方法来混合 最好从绝对和相对标准之一进行组 合。例如，一所大学可以使用图形评 定量表和个人排名方法，以提供有关 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! 学生表现的更准确的信息。 在A，B ， C，D或E未来的雇主或读研可以再 看看两个学生谁各自在不同的财务 会计课程有一个“B”并绘制每个地 方挨着一个档次了相当不同的结论 说： “排名第四出26 ” ，而另一 个说： “排第十七位出30的” 。显 然，后者教练给出了更大量的高档 次！ 1.Multiperson comparisons is a(an) measuring device. 多人比较是一种 的测量装置 A. absolute 绝对 B. relative 相对 C. accurate 精确 D. false 错误的 2.According to the passage, there are three most popular comparisons except . 根据文章，有三个最流行的比较方法，不包括 A. group order ranking 小组排序法 B. individual ranking 个人排序法 C. graphic rating scales 量表法 D. paired comparisons 配对排序法 3.From this passage, we can infer that . 从这篇文章，我们可以推断出 A. recommending students to graduate schools often uses individual ranking 向研究生推荐研究生往往使用个人排名 B. the paired comparison approach assumes that the difference between the first and second employee is same他配对比较方法假设第一个和第二个员工的区别是相同的 C. group order ranking ensures that each employee is compared against every other 集团订单排名确保每个员工都能与其他员工进行比较 D each method of multiperson comparisons can be used simultaneously 每一种多人比较的方法都可以同时使用 4.The following statements about individual ranking are false except . 以下关于个人排名的陈述是错误的，除了 A. it rank orders of employees from from the lowest performer up to the highest 它将员工的排名从最低的提升到最高 B. the result is a clean ordering of employees其结果是员工的整洁有序 C. it assumes that the difference between the first and second employee is different 它假设第一个和第二个员工之间的区别是不同的 D this approach allows for some of the employees who may be closely grouped 这种方法允许一些可能被紧密分组的员工 5. This article might be extracted from the paper about . 这篇文章可以从 的论文里提取出来 A.performance appraisal 绩效评价 B.recruitment and replacement 招聘和替换 C.training and development 培训与开发 D. reward systems 薪酬体系 Answer:1.B 2.C 3.D 4.B 5.A 四. 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 increase, employee benefits, preferred job assignments are organizationally controlled. While we previously discussed some organizationally controlled. While we previously discussed some organizational rewards programs in chapter 8, we should spend a moment to describe rewards that are under managerial discretion and the important role they can play in influencing employee behavior. 我们对动机的了解告诉我们，人们做什么来满足他们的需求。在他们做任何事情之前，他们 都在寻找回报或回报。这些奖励中的许多加薪、员工福利、更喜欢的工作分配都是 由组织控制的。 我们之前讨论过一些组织控制。 当我们在第8章讨论了一些组织奖励计划的 时候， 我们应该花一点时间来描述管理自由裁量权下的奖励， 以及他们在影响员工行为方面 可以发挥的重要作用。 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. Figure 6-1 presents a structure for looking at rewards. 组织能够分配的奖励类型比一般认为的要复杂得多。显然，有直接的补偿。但也有间接补偿 和非财务奖励。每一种奖励都可以在个人、团体或组织范围内进行分配。图6 - 1展示了一 个观察奖励的结构。 Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the workers satisfaction with his or her job. As we noted in other article, techniques like job enrichment or any efforts to redesign or restructure work to increase personal worth to the employee may make his or her work more intrinsically rewarding. 内在奖励是那些个体接受的奖励。 他们很大程度上是工人对工作满意的结果。 正如我们在其 他文章中提到的， 像工作充实或任何重新设计或重组工作以增加员工个人价值的工作， 可能 会使他或她的工作更有意义。 Extrinsic rewards include direct compensation, indirect compensation, and nonfinancial rewards. Of course, an employee expects some form 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. 外部奖励包括直接补偿、 间接补偿和非经济报酬。 当然， 员工希望得到某种形式的直接补偿: 基本工资、工资、加班和假日奖金、基于业绩的奖金、分红和/或购买股票期权的机会。雇 员将期望他们的直接报酬通常与他们对组织的贡献的评估相一致， 并且， 他们期望它可以与 其他具有类似能力和表现的员工的直接补偿相比较。 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 it clearly needs to be considered as a motivating reward. 该组织将向员工提供间接补偿:保险、度假、度假、服务和额外津贴的支付。在一个给定的工 作水平上， 所有员工都能得到统一的服务， 无论表现如何， 他们都是团结而不是激励。 然而， 间接补偿在管理上是可控的，被用来奖励绩效，因此它显然需要被认为是激励的奖励。 1.Rewards are often cnsidered as a function in human resource management. 在人力资源管理中，奖励通常被认为是一种 的功能。 A.planning B.leading C.motivating 激励 D.controlling 2. Extrinsic rewards include the following except . 外在奖励包括以下内容，除了 A.job enrichment 工作丰富化 B.direct compensation 直接薪酬 C.indirect compensation 间接薪酬 D.nonfinancial rewards 非财务性报酬 3.According to the passage, the following statements are false except . 根据短文，下列陈述是错误的，除了 A. Nonfinancial rewards belong to intrinsic rewards. 非金钱奖励属于内在奖励。 B. Overtime and holiday premium pay belongs to indirect compensation. 加班费和假日保险费属于间接补偿。 C. Employees will expect their direct compensation to be comparable to the indirect compensation given to other employees with similar abilities and performance. 员工将期望他们的直接补偿与其他具有类似能力和表现的员工的间接补偿相当 D. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization. 雇员将期望他们的直接补偿通常与他们对组织贡献的评估一致。 4. Perquisites which the organization provides employees belong to . 额外津贴是组织提供员工的 A.intrinsic rewards 内在报酬 B.direct compensation 直接补偿 C.indirect compensation 间接补偿 D.nonfinancial rewards 非财务性报酬 5. The author of this passage would most likely agree that . 这篇文章的作者很可能同意这一点 A. If indirect compensation is controllable by management ,then it cant be considered as a motivating reward. 如果间接补偿是由管理控制的，那么它就不能被认为是激励的奖励。 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. 如果在给定的工作水平上，对所有员工都有间接的补偿，不管表现如何，他们都将失去他们的激励功能。 C Techniques like job enrichment or nonfinancial rewards to increase personal worth to the employee may make his or her work more intrinsically rewarding. 像工作浓缩或非财务奖励这样的技巧可以增加员工的个人价值，这可能会使他或她的工作更有意义 D. Each type of rewards can be distributed on an individual or group, not organization wide basis. 每一种奖励都可以分配给个人或团体，而不是组织范围。 Answer:1.C 2.A 3.D 4.C 5.B 五. 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: 培训或学习规范是职业分析的产物。它将工作描述中包含的广泛职责分解为必须执行的详细任务。然后， 它列出了个人应该拥有的特征或属性，以便成功地执行这些