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专业英语试题1(含答案)


专业英语试卷 一、英汉互译(每题 2 分,共 30 分) 1. Boycott 2. Cultural environment 3. Factor comparison system 4. Job posting and bidding 5. Leaderless group discussion 6. Outsourcing 7. Point system 8. Situational interview 9. Strategic human resource management (SHRM) 10. Skill-based pay 11. 任务分析 12. 绩效管理 13. 工作满意度 14. 全球化 15. 仲裁 Answer: 1. 联合抵制 2. 文化环境 3. 因素比较法 4. 工作张贴和申请 5. 无领导小组 讨论法 6. 外包 7. 积分法 8. 情景面试 9. 战略性人力资源管理 10. 技能工资 11. Task analysis 12. Performance management 13. Job satisfaction 14. Globalization 15. Arbitrary 二、选词填空(每题 2 分,共 20 分) A. skills B. job description C interaction D. management E. role playing F. work force G. discipline H. rewards I. task J. training

1. Developing a high-trust organization means creating trust between and employees. 2. Retaining knowledge workers is a matter of providing a supportive workplace environment and motivating them through both tangible and intangible . 3. Increased diversity will place tremendous demands on the HR management function. 4. Writing and job specification based on input from department supervisor is the responsibility of HR department. 5. Supervisors should make sure employees are guaranteed fair treatment as it relates to , dismissal and job security. 6. It is important to evaluate in order to assess its effectiveness in producing the learning outcomes. 7. Job rotation can be an inefficient and frustrating method of acquiring additional knowledge and unless it is carefully planned and controlled. 8. In the participants act out a situation by assuming the roles of the characters involved. 9. The basis philosophy of managerial grid training is that the of the individual manager is to achieve production through people. 10. Interactive skills training is defined by Rackham as: “Any form of training which aims to increase the effectiveness of an individual's with others.”

Answer: 1.D 2.H 3.F 4.B 5.G 6.J 7.A 8.E 9.I 10.C 三、单项选择(每题 2 分,共 20 分) 1. An example of a qualitative approach to demand forecasting is . A. trend analysis B. the Delphi technique C. multiple predictive models D. modeling 2. Services that are offered to employees who are being transferred to different locations are known as . A. outplacement services B. relocation services C. transfer services D. adjustment services 3. Self- appraisals are best for . A. administrative purposes B. developmental purposes C. promotional purposes D. regulatory purposes 4. The point system permits jobs to be evaluated on the basis of elements known as . A. description factors B. compensable factors C. skill factors D. knowledge factors 5. Sometimes organizations provide services to terminated employees that help them bridge the gap between their old position and a new job. These services are known as . A. downsizing programs B. “headhunting” assistance programs C. outplacement assistance D. employee assistance programs(EAPs) 6. Consultation provided by HR staff should not . A. be based on managerial expertise B. be based on technical expertise C. help managers or supervisors make firm decisions D. conflict with the goals of the managers or supervisors seeking assistance 7. The examination of the attitudes and activities of a company’s workforce refers to . A. environmental scanning B. performing a trend analysis C. performing a cultural audit D. behavioral modeling 8. When a combination salary and commission plan is used to compensate sales employees, the percentage of cash compensation paid in commission is called . A. a bonus B. a lump-sum bonus C. an incentive D. leverage 9. The two principal criteria for determining promotions are . A. seniority and salary B. knowledge and skills C. seniority and knowledge D. merit and seniority 10. When the multinational corporation sends employees from its home country, these employees are referred to as . A. host-country nationals B. third-country nationals C. international managers D. expatriates

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

四、阅读理解(每题 3 分,共 30 分) (一) Japanese management gives a great deal of attention to orientation and training, which is particularly true in the case of regular employees. Pre-employment education generally starts immediately after the person is chosen. The purpose of the program is to (a) familiarize the student with the company; (b) monitor the person’s activities; (c) make the student comfortable with the company; (d) answer questions the person might have; and (e) provide the new hirers with any basic skills training the company feels they require. The appraisal and compensation system is long-term in orientation and is based on rewarding people for doing a good job over an extended period of time. In the United States employees commonly receive an annual appraisal that indicates whether or not they are doing a good job and, if not, provides feedback related to improving performance or seeking employment elsewhere. In Japan the initial appraisal is typically given at the end of a 7-10 year period. At this point the person learns whether or not he or she is going to be promoted up the ranks of management or not. Those who fail this first major evaluation know that their chances of making the top management ranks are virtually nil. Compensation in Japan used to be based heavily on seniority, but today merit is becoming more important. In many industries the annual raise is in the 2-4 percent range and often is based heavily on merit factors such as attitude, ability, and cooperativeness. Another feature that distinguishes the Japanese system form many others is the semiannual bonus or wage allowance. This bonus is separate from the annual wage increase and, usually without exception, is paid every year regardless of the state of the economy. The bonus is typically equivalent to 5-6 months’ salary and is paid in midsummer and at the end of the year. Other forms of compensation include housing allowances, daily living support for transportation, meals, uniforms, health care, and cultural and recreational benefits. 1. The purposes of pre-employment education in Japan don’t include . A. familiarizing the student with the company B. monitor the person’s activities C. make the student comfortable with the company D. provide the new hirers with any knowledge and skills 2. The appraisal and compensation system in Japan is based on . A. rewarding people for doing a good job over an extended period of time B. rewarding people for doing a good job over a year C. rewarding people for doing any job over a long time D. rewarding people for doing any job over a year

3. In Japan the initial appraisal is typically given at the end of a year period. A. 5-10 B. 7-10 C.10-12 D.10-15 4. About compensation in Japan, the author would disagree that . A. Compensation in Japan are based heavily on merit today. B. Merit factors include attitude, ability, and cooperativeness. C. The main feature that distinguishes the Japanese system form many others is the semiannual bonus or wage allowance. D. The semiannual bonus equals to 5-6 months’ salary. 5. From this passage, we can’t conclude that . A. In Japan, working for a long time in a company is beneficial to employees. B. The orientation of appraisal and compensation system in Japan is different from the one in the United States. C. In the United States, employees who commonly receive an annual appraisal can’t know whether or not they are doing a good job. D. Employees in Japan may get housing allowances, daily living support for transportation, meals, uniforms, health care, and cultural and recreational benefits. Answer: 1.D 2.A 3.B 4.C 5.C (二) Recruiting is important, because the more applicants you have the more selective you can be in your hiring. If only two candidates apply for two openings, you may have little choice but to hire them. But if 10 or 20 applicants appear, then you can employ techniques like interviews and tests to screen out all but the best. Some employers use a recruiting yield pyramid to calculate the number of applicants they must generate to hire the required number of new employees. In figure 1, the company knows 50 new entry-level accountants must be hired next year. From experience, the firm also knows that the ratio of offers made to actual new hires is 2 to 1; about half the people to whom offers are made accept. Similarly, the firm knows that the ratio of candidates interviewed to offers made is 3 to 2, while the ratio of candidates invited for interviews to candidates actually interviewed has been 4 to 3. Finally, the firm knows that the ratio of new leads generated to candidates actually invited has been 6 to 1; in other words, of six leads that come in from the firm’s advertising college recruiting, and other recruiting efforts, one applicant in six typically is invited to come for an interview. Given these ratios, the firm knows it must generate 1200 leads to be able to invite 200 viable candidates to its offices for interviews. The firm will then get to interview about 150 of those invited, and from these it will make 100 offers. Of those 100 offers, half (or 50 new CPAs) will be hired. Figure 1 Recruiting Yield Pyramid
5 0 New hirers

100

Offers made (2:1)

150

Candidates interviewed (3:2)

200

Candidates invited (4:3)

1200

Leads generated (6:1)

The quality of a firm’s recruiting process had a big impact on what candidates thought of the firm. For example, when asked after the initial job interview why they thought a particular company might be a good fit, all 41 mentioned the nature of the job; however, 12 also mentioned the impression made by the recruiters themselves and 9 said the comments of friends and acquaintances affected their impressions. Unfortunately, the reverse was also true. When asked why they judged some firms as bad fits, 39 mentioned the nature of the job, but 23 said they’d been turned off by recruiters. For example, some were dressed sloppily; others were “barely literate”; some were rude; and some made offensively sexist comments. 1. A recruiting yield pyramid might include the following except . A. Offers made B. Candidates rewarded C. Candidates interviewed D. Leads generated 2. According to the recruiting yield pyramid, if the ratio of new leads generated to candidates actually invited is 5 to 1, the ratio of candidates invited for interviews to candidates actually interviewed is 2 to 1, and the firm want to interview about 100 of those invited, then the firm must generate leads. A. 200 B. 500 C. 1000 D. 1200 3. According to the recruiting yield pyramid, if the ratio of offers made to actual new hires is 3 to 2, the ratio of candidates interviewed to offers made is 5 to 3, and the firm had interviewed 500, then it can hire . A. 50 B. 100 C. 150 D. 200 4. From the passage, we can infer that . A. If only two candidates apply for two openings, you can employ techniques like interviews and tests. B. The quality of a firm’s recruiting process can influence what candidates thought of the firm. C. The more applicants you have, the worse your recruitment might become. D. A recruiting yield pyramid can’t be used to calculate the number of applicants they must generate to hire the required number of new employees.

5. The best title for this passage might be A. introduction of recruiting C. the quality of recruiting process Answer: 1.B 2.C 3.D 4.B 5.A

. B. recruiting yield pyramid D. significance of recruiting


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