助理人力资源管理师英语真题汇编

1、人力资源管理专业英语考试真题汇编目录助理人力资源管理师真题汇编第一部分：词汇表03第二部分：选词填空12第三部分：单项选择22第四部分：阅读理解45第五部分：阅读理解中文翻译93第六部分：参考答案 110第七部分：模拟试题 112助理人力资源管理师真题汇编第一部分：词汇表序号认知词汇中译词意1absence缺席2acceptability可接受性3achievement tests成就测试4action plan行动计划5adverse impact负面影响6allowance津贴，补助7announcement公告8applicant求职者9application申请10appraisal评

2、价,评估11appoint任命12arbitrary仲裁13assessment center评价中心14authority权威15audiovisual instruction视听教学16audit approach审计法17balanced scorecard综合评价卡，平衡计分法18behavior modeling行为模拟19behavior-based program行为改变计划20benchmarks基准21benefits福利22bonus奖金23business planning企业规划24candidate候选人25career anchor职业锚26career couns

3、eling职业咨询27career curves 职业曲线28career development职业发展29centralization集权化30coach教练31cognitive ability认知能力32commitment承诺，义务33communication skill沟通技巧34compensable factors报酬要素35compensation报酬，补偿36competency assessment能力评估37competency model能力模型38competitive advantage竞争优势39compromise妥协40concentration stra

4、tegy集中战略41consultation商量，请教42continuous learning持续学习43coordination training合作培训44core competencies核心竞争力45cost structure成本结构46critical incident method关键事件法47cross-cultural preparation跨文化准备48cross-training交叉培训49cultural environment文化环境50cultural shock文化冲击51customer appraisal顾客评估52data flow diagram数据流程

5、图53decentralization分散化54decision making决策55deficiency缺乏56delayering扁平化57demand forecasting需求预测58depression沮丧59development planning system开发规划系统60differential piece rate差额计件工资61direct costs直接成本62discipline纪律63dismiss解雇64disparate treatment差别性对待65diversity training多元化培训66dividends红利67discrimination 歧视

6、68downsizing精简69downward move降级70efficiency wage theory效率工资理论71egalitarian平等主义72earnings 所得， 收入73efficiency效率74employee empowerment员工授权75employee leasing员工租借76employee survey research雇员调查与研究77entrepreneur企业家78equal employment opportunity (eeo)公平就业机会79ethics道德80exit interview 离职面谈81expatriate外派雇员82ex

7、pert systems专家系统83explicit knowledge显性知识84external growth strategy外部成长战略85external labor market外部劳动力市场86face to face discussion当面讨论87factor comparison system因素比较法88feedback反馈89flat hourly rate小时工资率90flextime灵活的时间91flowchart流程图92formal education programs 正规教育计划93frame of reference参照系94functional job

8、analysis, fja职能工作分析95gain sharing plans收益分享计划96globalization全球化97goals and timetables目标和时间表98group mentoring program群体指导计划99head hunter猎头 100healthy and safety健康安全 101high-performance work systems高绩效工作系统102hourly work计时工资制103human capital人力资本104human resource information system 人力资源信息系统105human reso

9、urce management人力资源管理106human resources planning, hrp人力资源计划107income收入，收益108indirect costs间接成本109inflation通货膨胀110input 投入111insurance保险112intellectual asset知识资产113internal analysis内部分析114internal growth strategy内部成长战略115internal labor force内部劳动力116internet互联网117internship programs实习计划118interview面试1

10、19industrialization产业化120it(information technology)信息技术121invest投资122job analysis工作分析123job classification system工作分类法124job description工作描述125job design工作设计126job enlargement工作扩大化127job enrichment工作丰富化128job evaluation工作评价129job ranking system工作重要性排序法130job rotation工作轮换131job satisfaction工作满意度132jo

11、b specification工作规范133job structure工作结构134labor relations process劳动关系进程135leaderless group discussion无领导小组讨论法136learning organization学习型组织137line manager直线经理138maintenance of membership会员资格维持139management by objectives, mbo目标管理140management forecasts管理预测141management process管理过程142manager appraisal经

12、理评估143managing diversity管理多元化144manpower人力，劳动力145markov analysis马克夫分析法146material incentive物质奖励147mediation调解148mentor导师149merit guideline绩效指南150minimum wage最低工资151morale士气152motivation to learn学习的动机153needs assessment（培训）需要评价154night shift夜班155nonprofit organization 非营利组织156occupation 职业157on-the-j

13、ob training, ojt在职培训158opportunity to perform实践的机会159organization design and development组织设计与发展160organizational analysis组织分析161organization chart组织结构图162organization code组织代码163orientation入职培训164outplacement counseling重新谋职咨询165outsourcing外包166overpay超额工资167panel interview小组面试168pay claim加薪要求169pay

14、grade工资等级170pay structure工资结构171pay-for-performance standard按绩效的报酬标准172pay-policy line工资政策线173payroll职工薪水册174pension养老金，退休金175peer appraisal同事评估176performance appraisal绩效评价177performance feedback绩效反馈178performance management绩效管理179performance planning and evaluation绩效规划与评价系统180post岗位， 职位 181priority

15、优先182person characteristics个人特征183personnel selection人员甄选184piecework计件工资185position analysis questionnaire, paq职位分析问卷调查186power distance权力差距187predictive validation预测效度188profit sharing利润分享189promotion晋升190psychological contract心理契约191questionnaire调查问卷192rapport和谐，亲善193readability易读性194readiness fo

16、r training培训准备195reasoning ability推理能力196reconciliation和解197recognition 认可，承认 198recruitment招募199redundancy冗余200reengineering流程再造201reject拒绝，否决 202reinstatement复职203relational database关联数据库204reliability信度205remuneration报酬206reputation 声誉，名声 207retention plan (核心人员)保持计划 208repatriation归国准备209replace

17、ment charts替换表210return on investment (roi)投资回报211role analysis technique角色分析技术212role play角色扮演213senior management高级管理层 214sick leave病假 215self-appraisal自我评估216subcontracting 转包合同217substantive reason客观存在因素 218successor 后任219supply forecasting 供给预测220talent 才能， 才干221situational interview情景面试222skil

18、l inventories技能量表223skill-based pay技能工资224specificity明确性225spot bonus即时奖金226staffing tables人员配置表227strategic choice战略选择228strategic congruence战略一致性229strategic human resource management战略性人力资源管理230strategy implementation战略执行231subordinate下属232succession planning可持续发展计划233tacit knowledge隐形知识234task a

19、nalysis任务分析235team building团队建设236termination终止237total quality management (tqm)全面质量管理238training administration培训管理239training outcomes培训结果240trend analysis趋势分析241turnover离职，流动242utility效用243validity效度244verbal comprehension语言理解能力245vesting既得利益246voicing发言247wage and salary survey薪资调查248web-based t

20、raining网上培训249welfare system福利体系250work permit/ work certificate就业许可证第二部分：选词填空第一套a.feedback b.benchmarking c.rewards d.human resource management e.benefit f.on-the-job g. performance h.downsizing i. direct cost j. output 1. refers to the practices and policies you need to carry out the people or per

21、sonnel aspects of your management job.2. labor turnover rates provide a valuable means of the effectiveness of hr policies and practices in organizations.3. labor turnover can be costly. of recruiting and training replacements should be considered.4. business process re-engineering techniques are de

22、ployed as instruments for .5. evaluations also fulfill the purpose of providing to employees on how the organization views their performance.6. the of the job analysis should be a training or learning specification.7. coaching is a personal technique designed to develop individual skills, knowledge,

23、 and attitudes.8. extrinsic include direct compensation, indirect compensation, and nonfinancial rewards.9. flexible benefits allow employees to pick and choose from among a menu of options.10. chinas economic reformers have used material incentives in order to stimulate .第二套a. promotion b. job anal

24、ysis c management d. globalization e. job description f. human resource planning g. competence h. recruiting i. mediation j. assessment 1. international human resource management includes qualified personnel for overseas assignments.2. rapid through an extensive staff ranking system is seen in one c

25、ompany as a very important motivational mechanism.3. refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. developing a high-trust organization means creating trust between and employees.5. determines the human resources required by the organization to achie

26、ve its strategic goals.6. the provides information on the nature and functions of the job.7. the halo effect or error is the tendency for an evaluator to let the of an individual on one trait influence his or her evaluation of that person on other traits.8. training is concerned with fitting people

27、to take on extra responsibilities, increasing all-round .9. a training or a learning specification breaks down the broad duties contained in the into the detailed tasks that must be carried out.10. in case of labor disputes between the employer and laborers, the parties concerned can apply for or ar

28、bitration, bring the case to courts, or settle them through consultation.第三套a. reward b. job analysis c human resource management d. ethics e. benefit programs f. human capital g. agency h. goals i. contracts j. recruiting 1. for managers, the challenge of fostering intellectual or lies in the fact

29、that such workers must be managed differently than were those of previous generations.2. in summary, is an integral part of every managers job.3. in the area of and hiring, its the line managers responsibility to specify the qualifications employees need to fill specific positions.4. hr manager also

30、 administers the various (health and accident insurance, retirement, vacation, and so on).5. performance evaluations are used as the basis for allocations.6. staff managers are authorized to assist and advise line managers in accomplishing these basic .7. determining the nature of each employees job

31、 is .8. laborers shall fulfill their tasks of labor, improve their professional skills, follow rules on labor safety and sanitation, and observe labor discipline and professional . 9. labor are agreements reached between laborers and the employer to establish labor relationships and specify the righ

32、ts, interests and obligations of each party.10. in a public employment , which served workers seeking employment and employers seeking workers, employment interviewers were appraised by the number of interviews they conducted.第四套a. competition b. arbitration c external labor markets d. careers e. ou

33、tplacement f. job description g. forecasting h. expatriate i. halo effect j. skills 1. the analysis of the number of people leaving the organization (labor turnover of wastage) provides data for use in supply .2. demand forecasting is the process of estimating the future numbers of people required a

34、nd the likely and competences they will need.3. the are the external local, regional, national and international markets from which different sorts of people can be recruited.4. from tapping the global labor force to formulating selection, training, and compensation policies for employees managing g

35、lobalization will thus be a major hr challenge in the next few years.5. the pressure for improved performance to meet more intense global _ explains why many organizations are seeing higher standards for employees.6. people also leave organizations voluntarily to further their , get more money or mo

36、ve away from the district.7. organizational release activities deal with redundancy, , dismissal, voluntary turnover and retirement.8. once a labor dispute occurs, the party that has objections to the ruling of the labor committee can bring the case to a peoples court.9. a training or a learning spe

37、cification breaks down the broad duties contained in the _ into the detailed tasks that must be carried out.10. the is the tendency for an evaluator to let the assessment of an individual on one trait influence his or her evaluation of that person on other traits.第五套a. job satisfaction b. recruiting

38、 c organizational learning d. pay systems e. strategic plan f. wage levels g. motivational h. needs i. performance j. productive 1. in the management of international joint ventures, pucik (1988) argues that one of the main challenges anywhere is the capacity of the partners within the joint venture

39、.2. rapid promotion through an extensive staff ranking system is seen in one company as a very important mechanism.3. generally money is seen as important for and retaining employees, but not as a real motivator.4. chinas economic reformers have used material incentives in order to stimulate .5. new

40、 labor laws permit companies to set their own . 6. organizations are finding that ihrm activities are best handled by linking them to the enterprises .7. an extensive review of the literature indicates that the more important factors conducive to include mentally challenging work, equitable rewards,

41、 supportive working conditions, and supportive colleagues.8. employees want and promotion policies that they perceive as being just, unambiguous, and in line with their expectations.9. the early views on the satisfaction-performance relationship can be essentially summarized in the statement “a happ

42、y worker is a worker.”10. giving all employees the same benefits assumes all employees have the same .第六套a. assessment b. benefits c job analysis d. critical incident e. human capital f. recruitment g. selection h. on-the-job i. forecasts j. costs 1. the provides information on the nature and functi

43、ons of the job.2. hr is focusing on the acquisition and development of the required by the organization.3. the downsizing plan should be based on the timing of reductions and of the extent to which these can be achieved by natural wastage or voluntary redundancy.4. rapid turnover can result simply f

44、rom poor or promotion decisions.5. a flexibility plan can contain proposals to reduce overtime through the use of flexible hours.6. job-sharing is an arrangement where by two employees share the work of one full-time position, dividing pay and between them according to the time each works.7. the pla

45、n should include plans for attracting good candidates by ensuring that the organization will become an employer of choice.8. behaviorally anchored rating scales combine major elements from the and graphic rating scale approaches.9. 360-degree feedback is also referred to as multi-source or multi-rat

46、er feedback.10. coaching is a personal technique designed to develop individual skills, knowledge, and attitudes.第七套a. careers b. arbitration c pay levels d. apprenticeship e. employment agencies f. alternative g. benefit package h. recruiting i. contract j. training 1. refers to the practices and p

47、olicies you need to carry out the people or personnel aspects of your management job.2. labor turnover rates provide a valuable means of the effectiveness of hr policies and practices in organizations.3. labor turnover can be costly. of recruiting and training replacements should be considered.4. bu

48、siness process re-engineering techniques are deployed as instruments for .5. evaluations also fulfill the purpose of providing to employees on how the organization views their performance.6. the of the job analysis should be a training or learning specification.7. coaching is a personal technique de

49、signed to develop individual skills, knowledge, and attitudes.8. extrinsic include direct compensation, indirect compensation, and nonfinancial rewards.9. flexible benefits allow employees to pick and choose from among a menu of options.10. chinas economic reformers have used material incentives in

50、order to stimulate .第八套a. promotion b. job analysis c management d. globalization e. job description f. human resource planning g. competence h. recruiting i. mediation j. assessment 1. international human resource management includes qualified personnel for overseas assignments.2. rapid through an

51、extensive staff ranking system is seen in one company as a very important motivational mechanism.3. refers to the tendency of firms to extend their sales or manufacturing to new markets abroad.4. developing a high-trust organization means creating trust between and employees.5. determines the human resources required by the organization to achieve its strategic goals.6. the provides information on the nature and functions of the job.7. the halo effect or error is the tendency for an