HR二级二级英语阅读.docx
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HR二级二级英语阅读.docx
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HR二级二级英语阅读
一、阅读理解(每题3分,共30分)
(一)
ThepromotionanddevelopmentofperformancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagement,byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefined,andensuringthatactualbehaviorsarereviewedand,whereappropriate,rewardedbyfinancialornon-financialmeans.Performancemanagementreviewscanidentifyweaknessesanddevelopmentneedsinthisaspect,andinitiatepersonaldevelopmentplanswhicharedesignedtomeettheseneeds.
Onestartingpointfortheprocesscouldbethecascadingofcorporatecorevaluesforknowledge-sharingtoindividuals,sothattheyunderstandwhattheyareexpectedtodotosupportthosecorevalues.Knowledge-sharingcanbeincludedasanelementofacompetencyframework,andthedesiredbehaviorwouldbespeltoutandreviewed.Forexample,positiveindicatorssuchasthoselistedbelowcouldbeusedasabasisforagreeingcompetencyrequirementsandassessingtheextenttowhichtheyaremet.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing:
.Iseagertoshareknowledgewithcolleagues;
.Takespositivestepstosetupgroupmeetingstoexchangerelevantinformationandknowledge;
.Buildsnetworkswhichprovideforknowledgesharing;
.Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughtheintranetand/orothermeansofcommunication.
Hansenetal(1999)mentionthatatErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions,oneofwhichistheir‘contributiontoandutilizationoftheknowledgeassetofthefirm’.AtBain,partnersareevaluatedeachyearonavarietyofdimensions,includinghowmuchdirecthelptheyhavegivencolleagues.
1.Thebesttitleforthisarticleis.
A.Knowledge-sharing
B.Performancemanagementreviews
C.Performancemanagementprocesses
D.Performancemanagementforknowledgeworkers
2.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharingexcept.
A.Isreluctanttoshareknowledgewithcolleagues
B.Takespositivestepstoexchangerelevantinformationandknowledge
C.Buildsnetworkswhichprovideforknowledgesharing
D.Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughsomemeansofcommunication
3.WhichofthefollowingisnotmentionedbyHansenetal?
.
A.AtBain,directhelpthatpartnershavegivencolleagueswillbeevaluated.
B.AtErnst&Young,consultants’contributiontotheknowledgeassetofthefirmwillbeevaluated.
C.AtBain,partnersareeagertoshareknowledgewithcolleagues.
D.AtErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions.
4.Theauthorofthispassagewouldmostlikelyagreethat.
A.PerformancemanagementprocessesbyHRcanmakelittlecontributiontoknowledgemanagement.
B.Thecascadingofcorporatecorevaluesforknowledge-sharingtoindividualscouldbeonestartingpointfortheperformancemanagementprocess.
C.Knowledge-sharingcan’tbeincludedasanelementofacompetencyframework.
D.Takingpositivestepstoexchangerelevantinformationandknowledgeisn’tanexampleofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing.
5.Accordingtothepassage,performancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagementthroughthefollowingmeasuresexcept.
A.byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefined
B.byensuringthatactualbehaviorsarereviewed
C.byensuringthatactualbehaviorsarerewardedbyfinancialornon-financialmeans
D.bybuildingnetworkswhichprovideforknowledgesharing
Answer:
1.D2.A3.C4.B5.D
(二)
"T-group"standsfor"traininggroup,"whichisnotaveryhelpfuldescription.Itisalsoreferredtoassensitivitytraining,groupdynamics,andgrouprelationstraining.T-grouphasthreeaims:
1.Toincreasesensitivity-theabilitytoperceiveaccuratelyhowothersarereactingtoone'sbehavior.
2.Toincreasediagnosticability-theabilitytoperceiveaccuratelythestateofrelationshipsbetweenothers.
3.Toincreaseactionskill-theabilitytocarryouttheskillfulbehaviorrequiredbythesituation.
InaT-group,thetrainerwillexplaintheaimsoftheprogramandmayencouragediscussionandcontributehisorherownreactions.Butheorshedoesnottakeastrongleadandthegroupislargelylefttoitsowndevicestodevelopastructurethattakesaccountofthegoalsofboththemembersofthegroupandthetrainerprovidesaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehavior.Theydothisbygiving“feedback”orexpressingtheirreactiontooneanother.Membermaynotalwaysacceptcommentsaboutthemselves,butastheT-groupdevelopstheywillincreasinglyunderstandhowsomeaspectsoftheirbehaviorarehiddentothemandwill,therefore,bewellonthewaytoanincreaseinsensitivity,diagnosticability,andactionskill.
Follow-upstudieshavenotedthreeprincipleareasofchangefollowingtheattendanceoftraineesatanexternalT-grouplaboratory:
1.Increasedopenness,receptivity,andtoleranceofdifferences.
2.Increasedoperationalskillininterpersonalrelations,withovertonesofincreasedcapacityforcollaboration.
3.Improvedunderstandinganddiagnosticawarenessofself,others,andinteractiveprocessesingroups.T-groupshavebeenattackedbecauseofthepossibilityofnegativeordetrimentaleffects.Butnoneofthefollow-upstudieshasdetectedanysignificantproblems.Amorevalidbasisfordoubtisthatithasbeendifficulttoprovethattheyhavebeencosteffectivefororganizationswhohaveusedthemoncompanyorhavestronglysupportedexternalprograms.
Thiscriticismcouldbeleveledatanyotherformofgrouptrainingor,indeed,mostoff-the-jobtraining.Thedegreetowhichitcanbeinvalidatedwilldependontheeffectivenessofthetrainingdesignandofthetrainer.
T-grouplaboratoriesintheirpurestformareunlikelyevertobecomeamajorpartofcompanytrainingprograms,butthegroupdynamicsapproachhasvalidusesinthemodifiedforms.
1.Thisarticlemightmostlikelybeextractedfromthepaperabout.
A.humanresourceplanning
B.performanceevaluation
C.internationalhumanresourcemanagement
D.traininganddevelopment
2."T-group"isreferredtoasthefollowingexcept.
A.sensitivitytraining,
B.on-the-jobtraining
C.groupdynamics
D.grouprelationstraining
3.Theauthorofthispassagewouldmostlikelyagreethat.
A.InaT-group,thetrainerwilltakeastronglead.
B.InaT-group,membersmayalwaysacceptcommentsaboutthemselves.
C.InaT-group,thetrainershouldprovideaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehaviors.
D.InaT-group,membersdon’texpresstheirreactiontooneanother.
4.Accordingtothepassage,whichofthefollowingcan’tchangetheattendanceoftraineesatanexternalT-grouplaboratory?
.
A.pooreffectivenessofthetrainingdesign
B.improvedunderstandinganddiagnosticawarenessofselfandothers
C.increasedopenness,receptivity,andtoleranceofdifferences
D.increasedoperationalskillininterpersonalrelations
5.Fromthispassage,wecaninferthat.
A.T-grouplaboratoriesarelikelybeusedasamajorpartoftrainingprogramsbycompany.
B.ThereisnocriticismonT-grouplaboratories.
C.IfT-grouplaboratoriesaremodifiedwell,ithasalsovaliduses.
D.T-grouplaboratorieshavenouseforcompany.
Answer:
1.D2.B3.C4.A5.C
二、阅读理解(每题3分,共30分)
(一)
Demandforecastingistheprocessofestimatingthefuturenumbersofpeoplerequiredandthelikelyskillsandcompetencestheywillneed.Theidealbasisoftheforecastisanannualbudgetandlonger-termbusinessplan,translatedintoactivitylevelsforeachfunctionanddepartmentordecisionson‘downsizing’,inamanufacturingcompanythesalesbudgetistranslatedintoamanufacturingplangivingthenumbersandtypesofproductstobemadeineachperiod.Fromthisinformationthenumberofhourstobeworkedbyeachskillcategorytomakethequotaforeachperiodcanbecomputed.
Thedemandforecastingtechniquesthatcanbeusedtoproducequantitativeestimatesoffuturerequirementsaredescribedbelow.
Managerialorexpertjudgement
Thisisthemosttypicalmethodofforecasting.Itsimplyrequiresmanagersorspecialiststositdown,thinkaboutfutureworkloads,anddecidehowmanypeopleareneeded.Thiscanbenomorethanguessworkunlessthereisreliableevidenceavailableofforecastincreasesinactivitylevelsornewdemandsforskills.
Ratio-trendanalysis
Thisiscarriedoutbystudyingpastratiosbetween,say,thenumberofdirect(production)workersandindirect(support)workersinamanufacturingplant,andforecastingfutureratios,havingmadesomeallowanceforchangesinorganizationormethods.
Workstudytechniques
Workstudytechniquescanbeusedwhenitispossibletoapplyworkmeasurementtocalculatehowlongoperationsshouldtakeandthenumberofpeoplerequired.Workstudytechniquesfordirectworkerscanbecombinedwithratio-trendanalysistocalculatethenumberofindirectworkersneeded.
Forecastingskillandcompetencerequirements
Forecastingskillrequirementsislargelyamatterofmanagerialjudgement.Thisjudgementshould,however,beexercisedonthebasisofacarefulanalysisoftheimpactofprojectedproduct-marketdevelopmentsandtheintroductionofnewtechnology,eitherinformationtechnologyofcomputerizedmanufacturing.
1.De
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