上海人力资源管理师HR专业英语10套

上海市职业资格鉴定

《企业人力资源管理人员》（人力资源管理师）

专业英语试卷1

一、英汉互译（每题2分，共30分） 1. Behavior modeling 2. Employee leasing 3. Factor comparison system 4. Graphic rating-scale method 5. Panel interview 6. Replacement charts 7. Selection 8. Vesting

9. Team leader training 10. Profit sharing 11. 心理支持 12. 技能工资 13. 网上培训 14. 关键工作 15. 工作扩大化 Answer:

1. 行为模拟 2. 员工租借3. 因素比较法 4. 图式评估法 5. 小组面试 6. 替换表 7. 甄选 8. 既得利益 9. 团队领导培训 10. 利润分

1

享 11. Psychological support 12. Skill-based pay 13. Web-based training 14. Key jobs 15. Job enlargement 二、单项选择（每题2分，共20分）

1. Executives or managers who coach, advise, and encourage employees of lesser rank are called . A. protégés B. teachers C. mentors D. role models

D. the HR manager?s preferences

2. As an appraiser, you should try to do all of the following except . A. minimize criticism

B. change the person, not the behavior C. focus on solving problems D. be supportive

3. Individuals working internationally need to know as much as possible about all of the following host-country characteristics except . A. social and business etiquette B. cultural values and priorities C. political structure and current players D. cultural trends

2

4. Questions contained in structured job interviews should be based on . A. job analysis B. job design C. job specialization D. job utilization

5. Outplacement services are . A.useful methods of attracting individuals into a career B.designed to help terminated employees find a job elsewhere C.rarely given to executive employees D.vital parts of any career management system

6. Which of the following is not a core skill that is critical for success abroad? . A. physical fitness and mental maturity B. effective delegatory skills C. prudent decision-making skills D. cultural adaptability

7. If your primary objective for a performance appraisal is to give employees developmental feedback, which of the following appraisal methods should you use? . A. trait method B. results method

3

C. behavior method D. attitudinal method

8. Compensation programs that compensate employees for the knowledge they possess are known as . A. skill-based pay plans B. performance-based pay plans C. merit-based pay plans D. seniority-based pay plans

9. To implement a successful program in basic and remedial training, managers should do all of the following except . A.explain to employees why training will help them in their jobs B.use a classroom-oriented approach so employees learn by lectures C.provide feedback on employees? progress D.relate the training to the employees? goals

10. Which of the following is not true of self-ratings of performance? . A. They are beneficial when managers seek to increase the employee?s involvement in the review process

B. Critics argue that self-ratings are more lenient

C. Research has shown that self-ratings are as valid as, if not more valid than, test scores

D. They are free of most biases that other rating sources may have

4

Answer:

1.C 2.B 3.D 4.A 5.B 6.B 7.C 8.A 9.B 10.D 三、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;

5

. 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-sharing

B. Performance management reviews C. Performance management processes

D. Performance management for knowledge workers

2. The following are examples of positive behavior in meeting competency expectations for knowledge-sharing except . A. Is reluctant to share knowledge with colleagues

B.Takes positive steps to exchange relevant information and knowledge C. Builds networks which provide for knowledge sharing

D. Ensures as appropriate that knowledge is captured, codified, recorded

6

and disseminated through some means of communication

3.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 can?t be included as an element of a competency framework.

D. Taking positive steps to exchange relevant information and knowledge isn?t 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

7

the following measures except . A. by providing for behavioral expectations which are related to knowledge-sharing to be defined

B. by ensuring that actual behaviors are reviewed

C. by ensuring that actual behaviors are rewarded by financial or non-financial means

D. by building networks which provide for knowledge sharing Answer:

1.D 2.A 3.C 4.B 5.D

（二）

\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 one's 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

8

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

9

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 planning B.performance evaluation

C.international human resource management D.training and development

2. \ . A.sensitivity training, B.on-the-job training C.group dynamics D.group relations training

3. 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

10

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 don?t express their reaction to one another. 4.According to the passage, which of the following can?t change the attendance of trainees at an external T-group laboratory? . A. poor effectiveness of the training design

B. improved understanding and diagnostic awareness of self and others

C. increased openness, receptivity, and tolerance of differences D. increased operational skill in interpersonal relations 5. 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 四、写作（共20分）

某公司欲招聘一位会计主管（chief accountant），需要人力资源管

11

理部门为其编制一份职位说明书（Job Description），假如公司总经理要求你来完成这项工作，请你用英文完成以下职位说明书。

Job Description

Position Department Accountable to Salary/pay grade [ ] 35 – 40 hrs/wk [ ] 20 – 35 hrs/wk [ ] less than 20 hrs/wk

Job summary

Responsibilities/daily tasks

Qualifications

Relations of the position to others in the company

12

Answer:(only for reference)

Job Description

Position chief accountant Department financial department Accountable to CFO Salary/pay grade 3 [ yes ] 35 – 40 hrs/wk [ ] 20 – 35 hrs/wk [ ] less than 20 hrs/wk

Job summary

Work closely with the company?s CFO, and ensure that all of the responsibilities pertaining to the accounting department are met.

Develop and direct the activities of the professional staff involved with the financial aspects of operations, including forecasting, planning, budgeting, credit and collections, cost accounting, and financial control systems.

Responsibilities/daily tasks

Report to the CFO and be responsible for all accounting functions.

Providing analytical budgetary & financial planning/reporting support to senior management.

Establishing and maintaining internal controls,external financial reporting. Interface with external auditors, handling all corporate tax matters.

Qualifications

Master degree or above;

At least 5 years experience in accounting work;

Work experience in foreign or JV company is preferred; Willing to travel.

Relations of the position to others in the company

Administration department; Marketing department; Manufacturing department; R&D department etal.

13

上海市职业资格鉴定

《企业人力资源管理人员》（人力资源管理师）

专业英语试卷2

一、英汉互译（每题2分，共30分） 1. Career counseling 2. Cross-training 3. Employee leasing 4. Expatriate

5. On-the-job training, OJT 6. Pay grade 7. Perquisites 8. Reengineering 9. Spot bonus

10. Total quality management (TQM) 11. 同事评估 12. 情景面试 13. 任务分析 14. 工作设计 15. 晋升 Answer:

1. 职业咨询 2. 交叉培训 3. 员工租借 4. 外派雇员 5. 在职培训 6. 工资等级 7. 津贴 8. 流程再造 9. 即时奖金 10. 全面质量管理 11.

14

Peer appraisal 12. Situational interview 13. Task analysis 14. Job design 15. Promotion

二、单项选择（每题2分，共20分）

1. Performance appraisal methods can be broadly classified as either , , or approaches. A. trait, behavioral, judgmental B. trait, behavioral, results C. behavioral, judgmental, results D. behavioral, judgmental, attitudinal

2.The area from which employers obtain certain types of workers from within the organization is known as the . A. internal labor market B. regional labor market C. recruiting area D. external labor market

3. Coaching is a technique that can be used to develop individual skills, knowledge, and attitudes. A. on-the-job B. off-the-job C. web-based training D.classroom training

4. The primary reason why organizations train new employees is

15

to . A.increase their knowledge, skill, and ability level B.help trainees achieve personal career goals C.comply with government regulations D.improve the work environment

5. The HR department in an overseas unit must be particularly responsive to all of the following environments except . A. political B. cultural C. technological D. legal

6. Which of the following is not a primary impact that technology has had on HRM? . A. It has altered the methods of collecting employment information. B. It has speed up the processing of employment data.

C. It has diminished the role of supervisors in managing employees. D. It has improved the processes of internal and external communications.

7. Which management group has primary responsibility for the development of disciplinary policies and procedures? . A. the legal department B. top-level management

16

C. the HR department D. middle management

8. To create a more flexible pool of employees, managers might most likely . A. rely on job-based pay structures B. rely on skill-based pay structures C. implement a gainsharing incentive system D. implement an employee stock ownership plan

9. Which of the following does not alter the nature of jobs and the requirements of individuals needed to successfully perform these jobs? . A. downsizing B. adoption of teams

C. stable growth in product demand D. global change

10. Wage survey data will normally be collected with the use of . A. low-rated jobs B. key jobs C. high-rated jobs D. strategic jobs Answer:

17

1.B 2.A 3.A 4.A 5.C 6.C 7.C 8.B 9.C 10.B 三、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 judgement

This 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.

18

Ratio-trend analysis

This 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 techniques

Work 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 requirements

Forecasting 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 required

19

B. the likely skills people will need C. the likely competences people will need D. the future numbers and types of products

2.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 can?t 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 can?t be used to produce quantitative estimates of future requirements? . A. Managerial or expert judgement B. Ratio-trend analysis C. Critical incident method D. Work study techniques

4. 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 needn?t consider

20

上海市职业资格鉴定

《企业人力资源管理人员》（人力资源管理师）

专业英语试卷3

一、英汉互译（每题2分，共30分） 1. Wage-rate compression 2. Vesting 3. Arbitrary

4. Behavior-based program 5. Coach

6. Differential piece rate 7. Functional job analysis, FJA 8. Group mentoring program 9. Job ranking system 10. Management forecasts 11. 在职培训 12. 工资水平 13. 招募 14. 任务分析 15. 学习型组织 Answer:

1. 工资压缩 2. 既得利益 3. 仲裁 4. 行为改变计划 5. 教练 6. 差额计件工资 7. 职能工作分析 8. 群体指导计划 9. 工作重要性排序

26

法 10. 管理预测 11. On-the-job training, OJT 12. Pay level 13. Recruitment 14. Task analysis 15. Learning organization 二、单项选择（每题2分，共20分）

1. When setting performance measures for incentive systems, we can say that the best measures are . A. quantitative, simple to understand, and show a clear relationship between output and reward

B. qualitative, flexible, and create competition between employees C. those that allow employers to “ratchet up ” standards and base rewards on qualitative standards

D. those that reduce administrative costs, determine rewards based only on quantity, and reward only exceptional employees

2. To facilitate an egalitarian environment, which of the following HR practices should managers implement? . A. team-based training B. HRIS technologies C. profit sharing D. team-based selection

3. If a job analyst doubt the accuracy of information provided by employees, he or she should . A. challenge the employees with their false statements B. report them to their supervisors

27

C. turn the task of job analysis over to someone with more HRM experience

D. obtain additional information from them or from their supervisors 4. Reasons for not hiring from within include all of the following except . A. motivational concerns

B. lack of qualified internal candidates C. a need for new ideas

D. the risk of “employee cloning ”

5. Executives or managers who coach, advise, and encourage employees of lesser rank are called . A. protégés B. teachers C. mentors D. role models

6. Which of the following is an example of a well-written performance standard? . A. Desk clerks are expected to check out approximately fifteen customers every half-hour

B. Customer service representatives should be energetic and pleasant to customers

C. Resident dorm advisers should be easily accessible to students

28

D. Police should respond to a call within a short period of time

7. In the development of a factor comparison scale, key jobs are normally ranked against all of the following factors except . A. skill B. performance C. mental effort D. responsibility

8. An incentive plan is more likely to succeed in an organization when all of the following are true except . A. employees? morale is high

B. employees believe they are being treated fairly C. there is harmony between employees and management D. employees believe that incentive payment are deferred

9. If you were developing a performance appraisal system for individuals on international assignments, it would be best to base individual?s appraisals on information from . A. host-country evaluations B. home-country evaluations

C. both home- and host-country evaluations D. peer evaluations

10. Human capital of a firm include the following except . A. the knowledge of a firm?s workers

29

B. skills of a firm?s workers C. the expertise of a firm?s workers D. the behavior of a firm?s workers Answer:

1.A 2.C 3.D 4.A 5.C 6.A 7.B 8.D 9.C 10.D 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

30

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 3

This 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 4

Your 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.

Step5

The 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 person?s immediate supervisor. Verifying the information will help to determine if it is factually correct, complete, and easily understood by all concerned. And this ?review? step can help gain the person?s acceptance of the job analysis data you collected by giving that person a chance to modify your description of the activities

31

he or she performs.

1. The best title of this article might be . A. methods for job analysis B. steps in job analysis

C. methods for collecting job analysis data D. steps for collecting job analysis data

2. Which of the following isn?t a method for collecting job analysis data? . A. interviews B. questionnaires

C. asking the person what the job entails D. critical incident methods

3. According to the passage, which of the following statement is false? . A. Organization charts show you where it fits in some area of the organization.

B. The organization chart should show who reports to whom and with whom the job incumbent is expected to communicate.

C. A process chart shows the flow of inputs to and outputs from the job.

D. Your revised job description can be based on the existing job description.

32

4. About the steps in doing job analysis, the author of this passage would most likely disagree that . A. Step 1 should be to determine the use of the job analysis information.

B. Step 2 should review available existing information. C. Step 3 might be necessary for any job analysis. D. Step 5 should verify the collected information. 5. From this passage, we can infer that . A. We can collect job analysis data by qualitative methods and quantified methods.

B. We must review the existing job description in doing job analysis. C. In gathering data on job activities, required employee behaviors, working conditions and human requirements, we can?t use any one of the job analysis techniques.

D. In doing job analysis, we shouldn?t give any person a chance to modify his or her description of the activities he or she performs. Answer:

1.B 2.D 3.A 4.C 5.A

（二）

What kind of practices would characterize an organization that understood the value of career development? The following summarizes a few of the more effective practices.

33

There is an increasing body of evidence indicating that employees who receive especially challenging job assignments early in their careers do better on later jobs. More specifically, the degree of stimulation and challenge in a person?s initial job assignment tends to be significantly related to later career success and retention in the organization. Initial challenges, particularly if they are successfully met, stimulate a person to perform well in subsequent years.

To provide information to all employee about job openings, job opportunities should be posted. Job postings list key job specification data – abilities, experience, and seniority requirements to qualify for vacancies – and are typically communicated through bulletin board displays or organizational publications.

One of the most logical parts of career development is career counseling. An effective program will cover the following issues with employees:

1. the employee?s career goals, aspirations, and expectations for five years or longer.

2. Opportunities available within the organization and the degree to which the employee?s aspirations are realistic and match the opportunities available

3. Identification of what the employee would have to do in the way of further self-development to qualify for new opportunities.

34

4. Identification of the actual next steps in the form of plans for new development activities or new job assignments that would prepare the employee for further career growth.

Organizations can offer group workshops to facilitate career development. By bringing together groups of employees with their supervisors and managers, problems and misperceptions can be identified and, it is hoped, resolved. These workshops can be general , or they can be designed to deal with problems common to certain groups of employees-new members, minorities, older workers, and so forth. Periodic job changes can prevent obsolescence and stimulate career growth. The changes can be lateral transfers, vertical promotions, or temporary assignments. The important element in periodic job changes is that they give the employee a variety of experience that offer diversity and new challenges.

1.According to the passage, which of the following isn?t key job specification data listed in job postings? . A. abilities B. experience C. knowledge

D. seniority requirements to qualify for vacancies

2. An effective career counseling program will cover the following issues with employees except .

35

A. the employee?s career goals

B. opportunities available from outside the organization C. the degree to which the employee?s aspirations are realistic D. the employee?s career expectations for five years or longer

3.About group workshops, which of the following statements is true? . A. Group workshops can facilitate career development.

B. Group workshops can?t resolve problems and misperceptions . C. Group workshops can be general.

D. Group workshops can be designed to deal with problems common to certain groups of new members.

4. The author of this passage would most likely agree that . A. There is little evidence indicating that employees who receive challenging job assignments early in their careers do better on later jobs. B. Initial challenges that aren?t successfully met can stimulate a person to perform well in next years.

C. Temporary assignments can?t stimulate career growth. D. Periodic job changes can prevent obsolescence. 5. The main topic about this passage is . A. effective career development practices B. group workshops C. periodic job changes

36

D. effective career counseling program Answer:

1.C 2.B 3.B 4.D 5.A 四、写作（共20分）

由于近年来的持续经济衰退，Addison Systems 公司打算在年底进行一次裁员，辞退的对象主要是公司去年招聘的临时工（temporary workers），Thomas就是即将被辞退的临时工。根据当初公司与Thomas签订的服务协议，如果公司辞退员工的话，公司须按照每服务满两个月支付员工一个星期薪水的补偿金，Thomas已在公司工作满12个月，将得到一笔相当于6个星期薪水的补偿。假设你是Addison Systems 公司的人力资源管理人员，请你为用英文为Thomas写一封员工辞退信（Employee Termination Letter），向他说明辞退的原因以及相关事宜。（你的署名请勿用真实姓名，一律用XXX表示。）

37

Answer:(only for reference)

Employee Termination Letter

Dear Thomas:

It is with sincere regret that I must inform you that your employment at Addison Systems Inc. will be terminated as of December 31, 2003.

As you know, the Downsizing Task Force delivered their report to the general manager in late December, 2002. Among the task force recommendations was the elimination of all temporary and contract positions. Since you occupy a temporary position, your position is automatically subject to the task force recommendations. I would like to make it absolutely clear that in no way does your termination reflect that the company is in any way unhappy with your work performance over the past 12 months. In fact, you have been highly regarded as one of our most productive contract staff. Unfortunately, you and the other non-permanent staff that are being let go are simply a reflection of the general economic downturn over the past year.

In an effort to try to reduce the impact of this termination, the company has worked out a severance arrangement that will give you one week's pay for each month you worked beyond 12 months. In your case this will amount to six (6) weeks of severance pay. In addition, your medical coverage will remain in effect until the end of the severance period. You will soon receive a letter from the Human Resources Department with all of the details on the severance package.

Thomas, given your qualifications and proven abilities, I am confident that you will be able to find another position in the relatively near future. If you would like, I would be pleased to write a recommendation letter for you, to help with your job search.

Sincerely

(Name) XXX (Title) XXX

38

上海市职业资格鉴定

《企业人力资源管理人员》（人力资源管理师）

专业英语试卷4

一、英汉互译（每题2分，共30分） 1. Apprenticeship 2. Benchmarks

3. Competency assessment 4. Differential piece rate 5. Flextime

6. Hay profile method 7. Job rotation 8. Mentor

9. Performance planning and evaluation (PPE) 10. Team leader training 11. 全面质量管理 12. 网上培训 13. 甄选 14. 产出 15. 工作分析 Answer:

1. 学徒制 2. 基准 3. 能力评估 4. 差额计件工资 5. 灵活的时间 6. 海氏剖析法 7. 工作轮换 8. 导师 9. 绩效规划与评价系统 10. 团队

39

领导培训 11. Total quality management (TQM) 12. Web-based training 13. Selection 14. Output 15. Job analysis 二、单项选择（每题2分，共20分）

1. In general, in recent years the role of people in a determining a firm?s competitive advantage has . A. decreased in importance in manufacturing firms but increased in service firms

B. increased in importance in service firms but decreased in manufacturing firms

C. increased in importance in both service and manufacturing firms D. decreased in importance in both service and manufacturing firms 2. Objectives accomplished through job analysis include all of the following except . A. establishing the job-relatedness of selection requirements B. determining the relative worth of a job

C. eliminating discrepancies between internal wage rates and market rates D. proving criteria for evaluating the performance of an employee 3. 360-degree feedback might be used for the following except . A. personal development B. appraisal C. pay D. recruitment

40

本文来源：https://www.bwwdw.com/article/xbf3.html