专业英语复习整理.doc

专业英语复习整理1词组翻译（汉译英，英译汉）（总共20题，每题一分）leverage 举债经营adversary 敌手, 对手downturn 低迷时期 utility companies 公用事业公司collaborate 合作 benchmark 基准 integrally 构成整体所必需地stakeholder 利益相关者cost-effectiveness 成本效率operational ( line) departments 作业部门, 业务部门organizational restructuring 机构重组MBO: Management by objectiveoutplacement (被解雇后的) 新职介绍benefits administration 福利管理executive compensation 高级管理人员报酬incentive pay 激励工资job evaluation 工作评价, 职位评定vacation-leave administration 休假管理profit sharing 利润分享stock plan 股权计划 employee assistance program 雇员援助计划psychological contract 精神契约line manager 基层部门经理 cost-benefit utility 成本 - 收益效用 occupational disease 职业病 advancement system 晋升制度reduction in force 减员 human capital 人力资本Sustained competitive advantage持续竞争优势Sustainable development可持续发展Assumption, hypothesisHinge on, depend onMindset思维模式，定式Underpin: support, back upVertical, horizontalManagement hierarchyContingency management权变管理Heterogeneous firm异质性企业Constant, variableDimension范围value-added taxDependent variable, virtual variablebe contingent onDifferentiation差异化Job specification岗位规范Job description岗位说明书HRP人力资源规划Orientation上岗引导，入职培训Succession planning接班人计划Performance appraisal绩效评估Turnover 人员更替率 Accountability : responsibility 责任，带有必须、强制性。同义辨析：Duty: “责任、职责”， 强调自觉Obligation: “责任、义务”，与权利相对应Right and obligationLiability: “责任、债务”，多与钱相关Be an integral part of是不可或缺的部分Employment agency职业中介机构Heading: headlinejob elements工作元素, tasks任务, duties职责position职位: a job performed by one personjob工作: a grouping of common tasks, duties, and responsibilitiesoccupation 职业job family工作族/簇:Caliber才干，能力 (cadre干部）Precede: more important, superior toInduction就职，上岗Abuse of powerFavoriteThe people concerned相关人士Fringe benefits小额福利Redundancy冗余Premium保险费Public sector 公共部门private sector私营部门Inimitable asset不可模仿的资产Recruitment 招聘 Decruitment 解聘E-recruiting 电子招聘 Weight使加权Pension scheme养老金计划Discrepancy差异，矛盾Administer实施，管理者Optimal最适宜的Constraints约束Written essays evaluation书面报告评价法Checklist method核对表格法Critical incident method关键事件法Central tendency趋中效应Leniency error (effect) 宽容或偏松效应Halo error (effect) 晕轮效应Downsizing（企业）精简Affiliates附属企业，分公司，子公司Entrepreneurship企业家精神，创新精神Strategic alignment 战略匹配, alliance战略联盟Culture hierarchy 文化等级Chain of command 控制链，行政管理系统Relocation expense 安置费Hierarchical divisions 层级部门Cohesiveness凝聚力Bureau 局，办公署Social security社会保障Defined benefit pension plan 固定收益养老计划Defined contribution pension plan 固定缴款养老计划Collective bargaining集体劳资谈判Financial returns财务收益Incentive compensation 激励，奖励Benchmark jobs标杆工作Deficiency theory 匮乏性需要Equity theory 公平理论Hygiene factors保健因素Self-actualization 自我效能感Structured interview结构化面试Job rotation工作轮换Job enlargement 工作扩大化Job enrichment 工作丰富化Job description 职位描述Job specification 工作规范Employment interview 求职面试Board interview 会议型面试二句子翻译（6道题，每题5分，共30分）汉译英1公司也提供康复和健身计划帮助员工减缓压力并增进健康。可口可乐公司发现参加康复和健身计划的员工休病假时间减少，工作效率大大提高。家庭百货公司收到了类似的效果：他们目前为员工提供健身设施和现场课程，帮助他们戒烟，吃健康营养食品及设法协调工作。公司提供这些服务是为了作秀或是有利可图吗?的确不是。这是精明的公司运作。例如，SAS的估计为每年4%，而整个行业员工的流失率一般为每年20%。免费医务室的运营需要100万美元，但公司的支出比员工到其他医院就诊减少50万美元。Companies are also offering wellness and exercise programs to help employees alleviate and enhance their heath at the same time. Coca-cola founded that employees who participated in wellness and exercise programs used fewer sick days and tended to be more productive on their jobs. Home Depot founded similar results and now provides exercise facilities and classes onsite for employees to help them stop to smoking, eat healthy nutritious foods, and manage work-nonwork conflicts. Are companies providing these services to look good to the community or because they are financially successful? Not really. It is shrewd(精明的)business operation. For example, it is estimated that SAS turnover rate is 4 percent per year compared to the industry norm of more than 20 percent per year. While the free health clinic costs $1 million to operate, It is $500,000 less than the costs the company would realize if employees were treated elsewhere.2在以资源为基础的观点框架内进行的经验主义分析显示，实际上多数公司将公司的产品和声誉珍视为他们最重要的财富，雇员们的专门技能位居其后，排在第三位。例如，很难说对于英国航空公司来说什么能比他们在伦敦希斯罗机场的飞机着落点更加重要。 通常，只靠人不能维持公司绩效“超级巨星”般的成功。更有效的是看不同的战略资产如何相互支持，而不是参与到关于哪一种在分析上更优先或更重要的无益讨论中。人力资源必须在公司广泛的资源框架内加以分析：对公司保持其宝贵的产品声誉来说雇员是最重要的，但同时反之亦然（即，对公司留住其员工来说产品声誉是最重要的）；一个名望极高的公司更容易吸引高度胜任的员工。Empirical（经验主义的）analyses conducted within a resource-based view framework have shown that in fact most companies value their company and product reputation as their most important asset, followed in third place by employee know-how. It is difficult to see, for example, what could be more important for British Airways than its landing spots at London Heathrow Airport. Often people alone cannot sustain in the success of the super star of corporate performance. It is more fruitful to look at how different strategic assets sustain each other, rather than engage in a sterile debate about which are analytically prior or more important. Human resources have to be seen within the context of the firms broad array of resources: employees are central for a firm to retain its valued product reputation, but also vice versa; a highly reputable company will find it easier to attract highly qualified employees.(鉴于第二段平时有做过作业，考的可能性不是很大。) 3人力资源信息系统在组织中有两个主要目的。一个与管理和运转效率有关，另一个涉及效果。人力资源信息系统的第一个目的是提高雇员和人力资源活动数据编辑的效率。如果使用计算机自动化技术，许多人力资源活动可以更高效率的进行，不需要那么多文书工作。当使用网上数据输入，必须存储的表格变少，需要人工保存的记录也减少。多数人力资源活动的流程再造关注人力资源数据的流程识别，以及数据如何能够更有效率的为授权用户检索。工作流程，一些人力资源活动的自动化，以及人力资源记录保存是通过提高工作流程效率来改进人力资源营运的关键。An HRIS serves two major purpose in organizations. One relates to administrative and operational efficiency, the other to effectiveness. The first purpose of an HRIS is to improve the efficiency with which data on employees and HR activities is compiled. Many HR activities can be performed more efficiently and with less paperwork if automated. When on-line data input is used, fewer forms must be stored, and less manual record keeping is necessary. Much of the reengineering of HR activities has focused on identifying the flow of HR data and how the data can be retrieved more efficiently for authorized users. Workflow, automation of some HR activities, and automation of HR record keeping are key to improving HR operations by making workflow more efficient.4目前美国劳动力正在发生变化，预测显示接下来几年它会发生更多变动。为了分析美国雇员和工作的构成，美国劳动统计局开展研究对现在和未来预测构成进行分析。由于经济变化及其在不同工业的影响，某些类型的员工数量少，但需求量很大，然而另外一些类型的员工数量过剩。据美国劳工统计局和不同工业组织的研究，医疗保健和与健康相关的工作在增加，部分是由于逐步步入老龄的美国人口。技术的迅速发展正在创造对有特殊技术能力员工的需求。然而，许多像汽车和航空这样的制造业在职位和员工数量上有显著下降。这些加上其他因素使得劳动力构成可能继续发生改变。（英文93-94面）5文化和招聘的主要关系与员工吸引、选拔和保持相关。从吸引的角度来说，文化主要是关于一个公司投射出的产品形象。重视文化的公司积极向候选人宣传自己的文化。这会吸引那些将在组织中成功的人，排斥那些在其他地方能更有效工作的人。这种做法可以获得直接或间接的回报。另外一个围绕文化招聘的原因是，尽管工作要求和需求不断发生变化，文化的一个明确特征就是他面对变化时保持稳定。部分基于他与组织文化的契合度而得到雇佣的人更有可能成为公司宝贵的资源，哪怕他最初受雇的职位已经不存在了。实际上，一个有效的公司文化帮助人们共同工作以适应商业变化。（英文137面） 6选拔的系统方法从一个界定明确的职位和一个分析明确的工作规范开始。这种方法假定有一种开展工作的最好方法，还假定一个颇为理想的候选人，他的背景和性格将预示他将出色的承担这个工作。这种方法通常还假定工作在未来不会发生太大的变化。另外一种方法由Herriot(1948)提出。这种方法更强调各方谈判的过程。谈判中职位性质的弹性大得多。（英文158-159面）7绩效管理是各企业尤其是人力资源专业人士广泛使用的一个术语。他通过应用各种流程、技巧和系统来保持和提升个人业绩，同时增进整个企业的表现。在合理开展的前提下，绩效管理可以协助企业实现目标，帮助雇员实现个人的发展和满足感。本课介绍了不同类型的绩效管理流程并指出其长处与不足。这些方法没有哪一个是可以好到可以行使（发挥，担当）所有绩效管理的功能，因此，想要实现综合而有效的绩效管理最好是将几种方法综合运用。（英文175-176面）8培训对新招和现招的员工来说都十分重要。培训针对的是现有的工作技术与能力，旨在增进当前或今后的员工业绩。培训是改变员工行为从而提升企业目标的系统化过程。雇主通过正是的培训计划为雇员提供获取工作相关技能，态度和知识的机会。雇员培训是雇主的一项重要工作。几乎所有的大型企业和大多数中型企业都有自己的培训计划。要想培训取得成效，管理高层必须大张旗鼓地给予支持。雇员必须要看到，管理高层对培训亲自过问并给予财力支持。（英文191页）9尽管相关研究浩如烟海，有基础性的也有应用性的，但激励这一课题人们仍未能清楚的理解，实施起来也常常不得要领。对什么能使雇员得到或失去动力有一个基本的了解是有效激励员工的前提，因而也是高效的管理和领导的前提。从本质上来说，一个人的实际状况与某个理想状况之间是有差距的，而激励则是减小这一差距的一个途径。当然，激励系统必须同当时的情况和企业政策协调一致。俗话说你能把马领到河边，但不能强迫他喝水；他只有渴了才会喝水，人也是一样。无论是要在工厂的车间技压群雄或是在象牙塔里崭露头角，人们必须要受到他们自己或是外部的激励，或者说被赶到那里。（英文208页）10通常，员工总会对他们的直接和间接薪酬提出很多问题，并越来越倾向于向他们的经理，主管和人力资源代表表达这种关注。没有一个正式的薪酬机制就无法客观真实的处理这些问题。在这些情况下，回答必须建立在客观的基础上。一个正式的计划能为所有薪酬决策建立一个真实的基础，从而解决这一问题。当然，形式化并不能保证员工接受这些回答，但他确实在增进薪酬的理解上增进了一大步。从一个构建良好的薪酬计划中得来的好处是实实在在的。薪酬是企业达成其盈利，生产率、增长与生存等目标的一个重要工具。在当今竞争激烈的劳动力市场，一个正式的薪酬机制对企业来说并不是奢侈品，而是必需品。（英文225-226页）11薪酬是人力资源管理的一个职能，涉及个人完成企业任务后得到的各种酬劳。薪酬职能旨在建立一个老板和雇员都认为公平合理的薪酬制度，并希望能使员工热爱工作，有动力为老板出色的完成任务。总经理和人力资源专家都参与薪酬决策。薪酬要受到一系列内部和外部因素的影响。影响薪酬系统最重要的因素之一是每一个员工的本质。一些外部因素政府、工会、经济大环境和劳动力市场状况这些都会影响薪水和工资调查。（英文243-244页）12在过去的几十年里，员工福利的重要性不断增长，种类不断翻新。员工福利管理曾被看做是企业为其员工提供的附加性待遇，而如今他转变成经过深思熟虑，精心组织而来的一套系统。雇主们认识到，为员工提供的福利会影响到求职者是否接受他们的雇佣邀请，及受雇之后是否会在本企业继续工作。因此，福利是一个有效运作的薪酬计划的必要组分。然而，具有讽刺意味的是，尽管福利作为吸引和保有良好员工的手段是不可或缺的。但总体上说福利并不直接影响工人的业绩。另一方面，没有足够的福利机会导致员工不满、日益增加的矿工和人员更替。相应地，因为不提供足够福利的后果十分严重，企业要花费上百亿美元来保证每个员工都能享受到有价值的福利待遇。（英文261页）Employee benefits have grown in importance and variety over the past several decades. Once perceived as an added feature for an organization to provide its employees, employee benefit administration has transformed itself into a well-thought-out, well-organized package. Employee realize that the benefits provided to employee have an effect on whether applicants accept their employment offers or, once employed, whether workers will continue to stay with the organization. Benefits, therefore, are necessary components of an effectively functioning compensation program. The irony, however, is that while benefits must be offered to attract and retain good workers, benefits as a whole do not directly affect a workers performance. The absence of adequate benefits, on the other hand, contributions to employee dissatisfaction and increased absenteeism and turnover. Accordingly, because the negative effective of failing to provided adequate benefits is so great, organizations spend tens of billions of dollars to ensure that valuable benefits are available for each worker.三问答题（3*10分=30分）主要是概念、流程、步骤、因素等（考3、4、10单元）第三单元（1）HR planning processConsider the organizational objectives and strategies.Do external and internal assessments of HR needs and supply sources.Forecast HR supply and demand.Develop HR strategies and plans to provide overall and specific direction.This allocation requires knowledge of any foreseen expansions or reductions in operations and any technological changes that may affect the organization.Factors to consider include the current level of employee knowledge, skills and abilities in an organization and the expected vacancies resulting from retirement, promotion, transfer, sick leave or discharge.The HR planning provides a road map for the future, identifying where employees are likely to be obtained, when employees will be needed and what training and development employees must have.The most telling evidence of successful HR planning is an organization in which the human resources are consistently aligned with the needs of