HR二级二级英语阅读.docx

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