人力资源管理双语课后习题与翻译

中英文对照资料外文翻译文献原文：New Competencies for HRWhat does it take to make it big in HR? What skills and expertise do you need? Since 1988, Dave Ulrich, professor of business administration at the University of Michigan, and his associates have been on a quest to provide the answers. This year, they’ve released an all-new 2007 Human Resource Competency Study (HRCS). The findings and interpretations lay out professional guidance for HR for at least the next few years.“People want to know what set of skills h igh-achieving HR people need to perform even better,” says Ulrich, co-director of the project along with Wayne Brockbank, also a professor of business at the University of Michigan.Conducted under the auspices of the Ross School of Business at the University of Michigan and The RBL Group in Salt Lake City, with regional partners including the Society for Human Resource Management (SHRM) in North America and other institutions in Latin America, Europe, China and Australia, HRCS is the longest-running, most extensive global HR competency study in existence. “In reaching our conclusions, we’ve looked across more than 400 companies and are able to report with statistical accuracy what HR executives say and do,” Ulrich says.“The research continues to demonstr ate the dynamic nature of the human resource management profession,” says SHRM President and CEO Susan R.Meisinger, SPHR. “The findings also highlight what an exciting time it is to be in the profession. We continue to have the ability to really add value to an organization.”“HRCS is foundational work that is really important to HR as a profession,” says Cynthia McCague, senior vice president of the Coca-Cola Co., who participated in the study. “They have created and continue to enhance a framework for t hinking about how HR drives organizational performance.”What’s NewResearchers identified six core competencies that high-performing HR professionals embody. These supersede the five competencies outlined in the 2002 HRCS—the last study published—reflecting the continuing evolution of the HR profession. Each competency is broken out into performance elements.“This is the fifth round, so we can look at past models and compare where the profession is going,” says Evren Esen, survey program manager at SHR M, which provided the sample of HR professionals surveyed in North America. “We can actually see the profession changing. Some core areas remain the same, but others, based on how the raters assess and perceive HR, are new.” (For more information, see “The Competencies and Their Elements,” at right.)To some degree, the new competencies reflect a change in nomenclature or a shuffling of the competency deck. However, there are some key differences.Five years ago, HR’s role in managing culture was embedded within a broader competency. Now its importance merits a competency of its own. Knowledge of technology, a stand-alone competency in 2002, now appears within Business Ally. In other instances, the new competencies carry expectations that promise to change the way HR views its role. For example, the Credible Activist calls for HR to eschew neutrality and to take a stand—to practice the craft “with an attitude.”To put the competencies in perspective, it’s helpful to view them as a three-tier pyramid with Credible Activist at the pinnacle.Credible Activist.This competency is the top indicator in predicting overall outstanding performance, suggesting that mastering it should be a priority. “You’ve got to be good at all of them, but, no question, [this comp etency] is key,” Ulrich says. “But you can’t be a Credible Activist without having all the other competencies. In a sense, it’s the whole package.”“It’s a deal breaker,” agrees Dani Johnson, project manager of the Human Resource Competency Study at The R BL Group in Salt Lake City. “If you don’t come to the table with it, you’re done. It permeates everything you do.”The Credible Activist is at the heart of what it takes to be an effective HR leader. “The best HR people do not hold back; they step forward and advocate for their position,” says Susan Harmansky, SPHR, senior director of domestic restaurant operations for HR at Papa John’s International in Louisville, Ky., and former chair of the Human Resource Certification Institute. “CEOs are not waiting f or HR to come in with options—they want your recommendations; they want you to speak from your position as an expert, similar to what you see from legal or finance executives.”“You don’t want to be credible without being an activist, because essentially you’re worthless to the business,” Johnson says. “People like you, but you have no impact. On the other hand, you don’t want to be an activist without being credible. You can be dangerous in a situation like that.”Below Credible Activist on the pyramid is a cluster of three competencies: Cultural Steward, Talent Manager/Organizational Designer and Strategy Architect.Cultural Steward. HR has always owned culture. But with Sarbanes-Oxley and other regulatory pressures, and CEOs relying more on HR to manage culture, this is the first time it has emerged as an independent competency. Of the six competencies,Cultural Steward is the second highest predictor of performance of both HR professionals and HR departments.Talent Manager/Organizational Designer. Talent management focuses on how individuals enter, move up, across or out of the organization. Organizational design centers on the policies, practices and structure that shape how the organization works. Their linking reflects Ulrich’s belief that HR may be placing too much emphasis on talent acquisition at the expense of organizational design. Talent management will not succeed in the long run without an organizational structure that supports it.Strategy Architect. Strategy Architects are able to recognize business trends and their impact on the business, and to identify potential roadblocks and opportunities. Harmansky, who recently joined Papa John’s, demonstrates how the Strategy Architect competency helps HR contribute to the overall business strategy. “In my first months here, I’m spending a lot of time traveling, going to see stores all over the country. Every time I go to a store, while my counterparts of the management team are talking about [operational aspects], I’m talking to the people who work there. I’m trying to find out what the issues are surrounding people. How do I develop them? I’m looking for my business differentiator on the people side so I can contribute to the strategy.”When Charlease Deathridge, SPHR, HR manager of McKee Foods in Stuarts Draft, Va., identified a potential roadblock to implementing a new management philosophy, she used the Strategy Architect competency. “When we were rolling out ‘lean manufacturing’ principles at our location, we administered an employee satisfaction survey to assess how the workers viewed the new system. The satisfaction scores were lower than ideal. I showed [management] how a negative could become a positive, how we could use the data and follow-up surveys as a strategic tool to demonstrate progre ss.”Anchoring the pyramid at its base are two competencies that Ulrich describes as “table stakes—necessary but not sufficient.” Except in China, where HR is at an earlier stage in professional development and there is great emphasis on transactional activities, these competencies are looked upon as basic skills that everyone must have. There is some disappointing news here. In the United States, respondents rated significantly lower on these competencies than the respondents surveyed in other countries.Business Ally. HR contributes to the success of a business by knowing how it makes money, who the customers are, and why they buy the company’s products and services. For HR professionals to be Business Allies (and Credible Activists and Strategy Architec ts as well), they should be what Ulrich describes as “business literate.” The mantra about understanding the business—how it works, the financials and strategic issues—remains as important today as it did in every iteration of the survey the past 20 years. Yet progress in this area continues to lag.“Even these high performers don’t know the business as well as they should,” Ulrich says. In his travels, he gives HR audiences 10 questions to test their business literacy.Operational Executor. These skills tend to fall into the range of HR activities characterized as transactional or “legacy.” Policies need to be drafted, adapted and implemented. Employees need to be paid, relocated, hired, trained and more. Every function here is essential, but—as with the Business Ally competency—high-performing HR managers seem to view them as less important and score higher on the other competencies. Even some highly effective HR people may be running a risk in paying too little attention to these nuts-and-bolts activities, Ulrich observes.Practical ToolIn conducting debriefings for people who participated in the HRCS, Ulrich observes how delighted they are at the prescriptive nature of the exercise. The individual feedback reports they receive (see “How the Study Was Done”) offer them a road map, and they are highly motivated to follow it.Anyone who has been through a 360-degree appraisal knows that criticism can be jarring. It’s risky to open yourself up to others’ opinions when you don’t have to. Add the prospect of sharing the results with your boss and colleagues who will be rating you, and you may decide to pass. Still, it’s not surprising that highly motivated people like Deathridge jumped at the chance for the free feedback.“All of it is not good,” says Deathridge. “You have to be willing to face up to it. You go home, work it out and say, ‘Why am I getting this bad feedback?’ ”But for Deathridge, the result s mostly confirmed what she already knew. “I believe most people know where they’re weak or strong. For me, it was most helpful to look at how close others’ ratings of me matched with my own assessments. ... There’s so much to learn about what it takes to be a genuine leader, and this study helped a lot.”Deathridge says the individual feedback report she received helped her realize the importance of taking a stand and developing her Credible Activist competency. “There was a situation where I had a line m anager who wanted to discipline someone,” she recalls. “In the past, I wouldn’t have been able to stand up as strongly as I did. I was able to be very clear about how I felt. I told him that he had not done enough to document the performance issue, and that if he wanted to institute discipline it would have to be at the lowest level. In the past, I would have been more deferential and said, ‘Let’s compromise and do it at step two or three.’ But I didn’t do it; I spoke out strongly and held my ground.”This was the second study for Shane Smith, director of HR at Coca-Cola. “I did it for the first time in 2002. Now I’m seeing some traction in the things I’ve beenworking on. I’m pleased to see the consistency with my evaluations of my performance when compare d to my raters.”What It All MeansUlrich believes that HR professionals who would have succeeded 30, 20, even 10 years ago, are not as likely to succeed today. They are expected to play new roles. To do so, they will need the new competencies.Ulrich urges HR to reflect on the new competencies and what they reveal about the future of the HR profession. His message is direct and unforgiving. “Legacy HR work is going, and HR people who don’t change with it will be gone.” Still, he remains optimistic that many in HR are heeding his call. “Twenty percent of HR people will never get it; 20 percent are really top performing. The middle 60 percent are moving in the right direction,” says Ulrich.“Within that 60 percent there are HR professionals who may be at the table but are not contributing fully,” he adds. “That’s the group I want to talk to. ... I want to show them what they need to do to have an impact.”As a start, Ulrich recommends HR professionals consider initiating three conversations. “One is with your business leaders. Review the competencies with them and ask them if you’re doing them. Next, pose the same questions to your HR team. Then, ask yourself whether you really know the business or if you’re glossing on the surface.” Finally, set your priorities. “Our data say: ‘Get working on that Credible Activist!’ ”Robert J. Grossman, a contributing editor of HR Magazine, is a lawyer and a professor of management studies at Marist College in Poughkeepsie, N.Y.from：Robert J. Grossman , HR Magazine, 2007,06译文：人力资源管理的新型胜任力如何在人力资源管理领域取得更大成功？需要怎样的专业知识和技能？从1988年开始，密歇根大学的商业管理教授Dave Ulrich先生和他的助手们就开始研究这个课题。

人力资源管理英文版第15版课后案例答案第一题根据课后案例，假设你是一家跨国公司的人力资源经理，请回答以下问题：1.你认为什么是有效的绩效评估系统？一个有效的绩效评估系统应该具备以下特点：–全面：评估系统应该涵盖员工的各项工作职责和能力指标，以确保评估结果准确反映员工的工作表现。

–公正：评估系统应该建立在公正、客观的基础上，避免主观偏见和个人喜好。

–有效：评估系统应该能够准确评估员工的绩效，给出有意义的评估结果，能够帮助管理者制定适当的激励措施和培训计划。

–可操作性：评估系统应该能够为员工提供明确的改进方向和指导意见，以帮助他们提升工作表现。

2.你认为公司应该如何使用绩效评估结果？公司可以根据绩效评估结果采取以下措施：–奖励和激励：对绩效优秀的员工进行奖励和激励，如薪资调整、奖金、晋升等，以激发员工的积极性和工作动力。

–培训和发展：根据绩效评估结果，为绩效较差的员工提供相应的培训和发展机会，帮助他们提升工作能力和表现。

–职位调整：对于绩效欠佳的员工，可以考虑进行岗位调整或优化组织结构，以更好地发挥员工的潜力和能力。

–反馈和改进：及时向员工反馈绩效评估结果，并与员工一起制定改进计划和目标，帮助他们实现个人和组织的共同发展。

第二题根据课后案例，假设你是一家互联网公司的人力资源经理，请回答以下问题：1.你认为如何吸引和留住优秀的技术人才？要吸引和留住优秀的技术人才，可以考虑以下策略：–提供具有竞争力的薪酬和福利待遇，包括高薪、股票期权、灵活的工作时间等，以吸引人才并体现对其价值的认可。

–创建良好的工作环境和团队氛围，包括开放的沟通渠道、合理的工作压力和平衡的工作与生活。

–提供广阔的发展空间和职业晋升机会，让员工感受到个人成长的价值和机会。

–强调公司文化和价值观的契合度，吸引那些与公司价值观相符的技术人才。

–提供具有挑战性和创新性的项目和任务，满足技术人才的求知欲和成就感。

2.你认为如何构建有效的绩效管理系统？要构建有效的绩效管理系统，可以采取以下措施：–设定明确的绩效目标和标准，与员工进行充分的沟通和共识，确保双方对绩效评估的标准和期望有清晰的认知。

人力资源管理相关英汉互译人力资源管理在现代化的企业管理中具有不可替代的重要性，它是企业战略的核心之一。

在人力资源管理的实践过程中，许多技术术语是经常被使用的，为了更好地掌握和应用这些术语，我们需要学习和理解相关的英汉互译。

以下是一些人力资源管理相关英汉互译的示例：1. Human resource management（人力资源管理）这个词汇是人力资源管理领域最基本的术语，也是其最核心的内容之一。

它涉及到员工招聘、培训、绩效管理、薪酬管理、福利管理等方面。

2. Job analysis（岗位分析）岗位分析是指对某一职位进行深入研究，以及对该职位需要的工作职责、技能、知识、经验、教育背景等方面进行梳理和分析。

3. Compensation and benefits（薪酬与福利）薪酬与福利是人力资源管理中的两大重要方面。

薪酬是指公司为员工提供的报酬，包括薪水、奖金、津贴等。

福利则是指公司为员工提供的其他补贴，包括医疗、保险、假期、职工宿舍等。

4. Performance management（绩效管理）绩效管理是指对员工在工作中的表现进行评估和记录，帮助企业和员工掌握自己的工作效率和成长方向。

5. Organizational Development（组织发展）组织发展是指企业为了适应市场变化、实现战略目标等而采取的各种组织行为和管理手段，以提高组织的生产力和活力。

6. Recruitment and selection（招聘与选拔）招聘与选拔是指企业为了满足业务发展需要，从外部招聘和选拔适合岗位的人才，以填补新的或空缺职位。

7. Training and development（培训与发展）培训与发展是指为员工提供各种培训和发展机会，以帮助他们提高技能、知识和职业发展，提高整体组织绩效。

8. Employee motivation（员工激励）员工激励是指为了调动员工的工作积极性、提高工作热情和效率，采取的各种激励措施和管理手段。

人力资源管理专业英语译文unit2Strategichumanresourcemanagement在过去的十年里，增加的注意力被放在了决定一个公司竞争优势的HRM的重要性上面了，一些人甚至认为在众多的现代公司中，HR被认为是可利用的竞争优势的唯一持久的资金。

As Jess Alef, First Chicago Bank的头领与执行副总裁。

资金，在过去曾是一个竞争优势，但是现在有更多可利用的可获得的资金。

技术，在过去也曾是一个竞争优势，但是可利用性变得更高了。

在过去的一段时间里，那时产品的生命周期特别是金融服务产业很长。

但是现在，你所提供的产品在类型上不能建立一个持久的优势。

唯一持久的优势就是人。

为什么它是持久的？什么因素导致了公司把更多的注意力放在了HRM上？Randall Schuler 与Dave Ulrich，在SHRM理论的进展上最杰出的两个人，认为大量的因素结合在一起增加了公司有效管理人这个因素的重要性。

Schuler识别出很多在要求增加HRM关注的公司的运作中，基本的经营环境发生了很大的变化。

·快速变化·关于基础经营环境的高度不确定性·增加的成本·快速变化的技术·变化的人口统计状况·关于高培训员工的更多供给限制·快速改变的政府立法与规章·工业的全球化增加在他1997年的书《HR实务》中，Dave Ulrich认为公司经营环境的改变带来了大量竞争挑战，这与公司早期所面临的截然不一致。

刚刚罗列出来的每一个经营环境，都给公司施加了了另外的压力，要创新，制造一些新的方式，用新技术、新产品、新服务的经营来满足增长的多样性与高要求的消费者导向。

在决定公司吸引、培训与保留高质量员工的竞争优势方面增加革新用途。

随着时间的推移与环境的变化，公司务必保持雇员所提供的技术方面的竞争优势。

正如，Jeff Alef’s的说法所说明的，在过去，持续的竞争优势能够通过找到更好的、更便宜的金融资金的渠道来获得，或者者是营销一个新产品，发明一些新的专利。

Leaders need personal capabilityThe second critical tent pole of leadership is the personal capability the leader possesses. These personal capabilities are not skills that would typically be described as leadership skills, yet our research proves they must be in place for any individual to be perceived as a strong leader. Here are some of these individual capabilities:⏹Technical knowledge. The best leaders have at least a working knowledge of thetechnological side of the business.⏹Product knowledge. Great leaders need a thorough understanding of what theorganization produces and why it is superior to competitive products.⏹Problem analysis and problem-solving skills. These skills include the ability to defineproblems, analyze them, and come up with solid recommendations for resolving complex issues.⏹Professional skills. Excellent leaders must be able to write intelligently and concisely,make compelling presentations, organize their work efficiently, monitor progress, and work without close supervision.⏹Innovation. This refers to a leader's ability to have a fresh outlook in approaching aproblem, to shake loose from old methods, and see new possibilities.⏹Initiative. The best leaders see if something is falling between the cracks andimmediately step in to make certain it is handled.⏹Effective use of information technology. Great leaders set an example in theconsistent use of e-mail, powerful software applications, and any technology that escalates performance.Career experts, Gene Dalton and Paul Thompson, explain that the most successful leaders progress through a series of four career stages, which cannot be skipped. Stage one is the time when individuals must prove they can learn the business and develop a solid foundation of technical expertise. In stage two, individuals continue to build technical skills and become independent contributors. By stage three, they become wentors-developing the careers and expertise of others. In stage four, they become organizational visionaries—leading the organization in new directions.Too often, leaders reach a position they've been seeking and start to coast—believing the learning phase of their career is over. They assume that there is a time for learning and a time for execution, and they are done learning. The best leaders never quit learning.Here are some techniques to maximize your personal capability:Understand the technology: Employees can see through attempts to cover up your lack of knowledge. Get up to speed by asking questions. Be willing to admit what you don't know.Perfect professional Skills: Managers can't manage unless they can communicate.Try new things: Great managers innovate and take initiative. They think outside the box and don't hesitate to experiment."Leadership cannot be delegated to others."—John H. Zenger and Joseph FolkmanFocus on resultsLeadership is ultimately about producing results. This is the third leadership tent pole. Leaders can have talent and character, but unless they produce sustained, impressive results for their organization, they simply are not good leaders.One study of 1000 managers showed that the best managers translate ideas into action. They push to take the next step forward by bringing energy, enthusiasm, and urgency to their role. They continually look for ways to improve. These leaders are in the driver's seat, with a foot on the accelerator—pressed to the floorboard most of the time.How do leaders focus on results? Extraordinary leaders do the following:⏹Establish stretch goals for their people.⏹Take personal responsibility for the outcomes of the group.⏹Provide ongoing feedback and coaching to their people.⏹Set lofty targets for the group to achieve.⏹Personally sponsor an initiative or action.⏹Initiate new programs, projects, processes, client relationships, or technology.⏹Focus on organization goals and ensure that they are translated into actions by theirdepartment.⏹Operate with speed and intensity; accelerate the pace of the group.⏹Champion the cause of the customer.⏹Balance long-term and short-term objectives.The best leaders get things accomplished, even under duress. They choose the right goals and follow through.These are some ways to bring about results:Know What the organization expects: Ask, "What does the organization expect from my department?" "From me personally?" The answers can be quite eye-opening.Stay fOCUSed On long-ternr results: We've all seen executives who can make earnings soar—temporarily. Extraordinary leaders resist the urge to sacrifice long-term for short-term results. They keep the welfare of the organization ahead of their own personal agendas.Take action: Extraordinary leaders wake up in the morning with a plan and put it into effect. They don't always wait for permission before moving ahead. Instead, they simply try new things."Leaders who aren't getting results aren't truly leading."—David Ulrich, Jack Zenger, and Norm SmallwoodCultivate interpersonal skillsThe fourth essential tent pole of leadership is interpersonal skills. Along with the central tent pole representing character, it probably holds the most canvas. This leadership skill has become more important over time, especially since the demise of the "command and control" styles of leadership. Of all the competencies, interpersonal skills seem to make the most difference in whether leaders are considered extraordinary.To develop strong interpersonal skills, leaders must do the following:Communicate powerfully and prolifically. Extraordinary leaders don't hoard new insights. They tell people! These leaders give their work group a sense of direction and purpose. They help people understand how their work contributes to the goals of the organization. They err on the side of telling people too much.Inspire others to high performance. Great leaders energize people to go the extra mile. They set stretch goals that motivate people to accomplish more than they think is possible.Build trust. Superstar leaders act so that others trust them. They balance their concern for productivity and results with sensitivity to employees' needs and problems. When conflicts arise, they deal with employees' feelings as well as the technical aspects of the issue. They stay approachable.Develop others. The most remarkable leaders support others' growth by giving honest and constructive feedback, balancing correc tive with positive evaluations. They stay tuned to what is happening in employees' careers. They let others grow, even if it means letting them leave the department.Collaborate and develop strong teams. Excellent leaders know not to insulate themselves from other team members and departments. They keep in touch, so thatcooperative urges beat out competitive urges. They cultivatetheir team members' ability to work with diverse people.Some key points for mastering people skills include:Involve Others in communication: One of the best ways to communicate is to get others to communicate! Interestingly, the worst communicators focus solely on getting their message across. The best communicators check people's reactions and get their ideas.Train everyone to be a leader: These days, leadership often gets passed around in a group. The person with the loftiest title and supposed power is no longer the one with all the answers. Believe that others are capable of great accomplishments and then watch them follow through.TO develop Others, develop yourself: The best leaders create space for their employees to move up from below by raising their own performance. Their efforts not only set the example, but also blaze a clear path for others to follow."If we treat people as they are, wemake them worse, but if we treat themas they ought to be, we help thembecome what they are capable ofbecoming."—Johann Wolfgang von GoetheLead organizational changeThe ability to lead organizational change is the fifth tent pole of extraordinary leadership. The best leaders inspire people to rally around a change, while poor leaders have to push, cajole, or even threaten employees to accept change. A turbulent business environment puts leaders to the test: excellent leaders can turn a significant change into a pleasant journey, while poorly led change might be better described as a "trip through hell." With most organizations today in a constant state of change—from dramatic growth to downsizing and restructuring—leaders must be able to skillfully shepherd organizations in new strategic directions.We're not talking about slight tactical shifts in current management processes or procedures. Caretaker managers can keep things going on a steady path. But if the organization is to rise to a significantly higher level of performance, extraordinary leaders must be able to sense the direction of the market and alter the fundamental business model. They must be able to envision and create a new organization culture.How do extraordinary leaders approach this task? The challenge in accomplishing change is not only to provide strong direction, but also to get people involved in making the change work. The most effective leaders are able to strike a balance between directing change and involving others.Leaders with strong directing tendencies are often prepared with well-organized plans that they communicate clearly. They maintain control, but sometimes end up with employees feeling that changes are being done to them but not with them. The end result is that employees resist change and start to distrust management.On the other hand, leaders who favor involving others in change sometimes fail to provide enough direction, leaving employees confused about their roles and what they need to do to keep the change moving forward. Sometimes leaders who tend toward involving others are simply unwilling to take risks or make tough decisions.Our research shows clearly that both sets of behaviors are necessary for a leader to manage change effectively. Leaders need to help their people understand the specific details of the change and also help them feel involved so they will feel committed to the change.Leading organizational change requires that you:Create the Overarching Vision:Using your knowledge of the external environment, determine which trends to pursue and which to ignore. Stay involved in critical decisions. Use your influence to shape their outcome.Translate the vision into specific objectives: In order to make the strategic vision happen, break it down to the level of specific tasks and expectations for individual workers. It is up to you to determine how resources will be allocated. You must establish the norms that will shape the culture.Balance the need for direction with the need to involve others: Build support for your vision by getting people on board."Some people grin and bear it. Others smile and change it."—Unknown领导者需要个人能力领导能力中第二根重要的支杆是领导者所拥有的个人能力。

Outcome 4: Assessment task 2Supplement to the case studyThe mergerDavid and Neil had their usual Friday meeting. This week the main area for discussion was the business’s need to re-structure. This issue had increased in priority when Neil explained that John Colbert Civil Engineering Contractors had approached him about a merger. John Colbert Senior was about to retire and the firm believed that continued success and growth could best be accomplished by creating a business that would cater fully for both the design and development of civil and structural engineering projects. One main reason behind this was that more and more clients wanted cost savings that could be derived from the synergy that would result from dealing with one organisation for design and development. Although both firms had reputations for high quality work, increasing competition and the need to make efficiency savings was making it more and more important that the two businesses looked to new possibilities for managing and developing. Over the past four years the two firms had worked together on a number of projects and they were about to start work on two major developments: the new leisure complex and the office block for the Scottish Executive, the latter of which was only secured as a result of the close working arrangement of the two firms. John and Neil were also aware that successful completion of this project could lead to more Scottish Executive projects.Currently John, a chartered civil engineer, employed two teams. Each team comprised a team leader, digger driver and three qualified builders. When working on large developments the two teams would work on site together, but be responsible for different aspects of the site development. For instance, in road development, one team would concentrate on road production whilst the other team concentrated on bridges or pathways, depending on the design specification.Neil agreed with John that, from a business perspective, a merger of the two companies could be beneficial in a number of ways:The merger would primarily be beneficial because the engineers would have the formal authority to manage the construction staff. At the moment, as designers, there was an informal acceptance that the design engineer was in charge of a given project on site. A merger would help clarify this relationship.John’s firm was based out of town and, in addition to the space for his equipment, he had a large office that would cope with the additional staff from Barbour Brown. In the past, engineering consultants had always preferred to be based in town centres. This was mainly to allow clients easy access to the engineers. As a result of new technology and computer networks, design communication tended to be done through phone calls and email. It was very rarely that clients visited the offices. When meetings were essential, these tended to take place either on site or at the client’s main office. The building that housed the offices of Barbour Brown was in a prime town location that could beredeveloped. Aware of this potential, Neil was eager to give the merger his full consideration.In addition to the re-location, John also has a small, but efficient, administration team that handles reception, secretarial support, accounts and wages. Again, savings could be made by reducing the administration costs currently incurred by having two administration sections. Neil was aware that the merger, should it go ahead, would create some redundancies.Although not always keen to make major changes, David did agree that, since their business needed re-structured, the merger would provide the ideal reason for making changes to the current method of working, and the proposal to merge should go ahead.David and Neil星期五都有例会。

人力资源管理-Unit-英文-习题与答案————————————————————————————————作者：————————————————————————————————日期：2Chapter 2: Equal Opportunity and the LawMultiple Choice1.Every time you advertise a job opening, interview, test or select a candidate orappraise an employee, you should be aware of:a.equal employment opportunity lawb.anti-discrimination lawc.criminal lawd.both a and be.both a and c(d; moderate)2.The _____ Amendment to the US Constitution states, “no person shall bedeprived of life, liberty, or property, without due process of the law.”a.Firstb.Fifthc.Tenthd.Thirteenthe.Fourteenth(b; moderate)3.The _____ Amendment to the US Constitution makes it illegal for any state to“make or enforce any law which shall abridge the pr ivileges and immunities of citizens of the United States.”a.Firstb.Fifthc.Tenthd.Thirteenthe.Fourteenth(e; moderate)4.Which Amendment to the US Constitution is generally viewed as barringdiscrimination based on sex, national origin, or race?a.Firstb.Fifthc.Tenthd.Thirteenthe.Fourteenth(e; moderate)5.In the US, Title VII of the Civil Rights Act prohibits discrimination based onall of the following characteristics except _____.a.raceb.sexual orientationc.colord.religione.national origin(b; moderate)196.In the US, the _____ made it unlawful to discriminate in pay on the basis ofsex when jobs involve equal work, require equivalent skills, effort, and responsibility, and are performed under similar working conditions.a.Title VIIb.Equal Pay Actc.Executive Order (US President)d.Age Discrimination in Employment Acte.13th Amendment to the US Constitution(b; moderate)7.Which of the following factors is not an acceptable basis for different pay forequal work under the US Equal Pay Act?a.genderb.seniority systemc.merit pay systemd.quality of productione.all are unacceptable factors(a; moderate)8.The US EEOC guidelines define sexual harassment as:a.unwelcome sexual advancesb.requests for sexual favorsc.verbal sexual conductd.physical sexual conducte.all the above(e; moderate)9. In the US, when is sexual harassment a violation of sex harassment law?a.when such conduct has the purpose or effect of substantially interferingwith a person’s work performanceb.when such conduct has the purpose or effect of creating an intimidating,hostile, or offensive work environmentc.when a crime of violence is motivated by genderd.both a and be.all of the above(d; moderate)10. In the US, _____ exists when an employer treats an individual differentlybecause that individual is a member of a particular race, religion, gender, or ethnic group.a. Disparate treatmentb. Disparate impactc. Unintentional discriminationd. Adverse impacte. Prima facie(a; easy)2011. In the US, _____ refers to the total employment process that results in asignificantly higher percentage of a protected group in the candidate population being rejected for employment, placement, or promotion.a.disparate treatmentb.disparate impactc.unintentional discriminationd.adverse impacte.prima facie(d; easy)12. In the US, employers primarily use bona fide occupational qualification(BFOQ) as a defense against charges of discrimination based on _____.a.raceb.sexual orientationc.aged.gendere.all of the above(c; easy)13. In the US, religion may be used as a BFOQ if _____.a. a religious organization requires employees to share its religionb.an employer does not want to honor an employee’s religious holidaysc.hiring a person to teach in a nondenominational schoold.all of the abovee.none of the above(a; moderate)14. Which of the following characteristics could serve as a BFOQ depending onthe nature of the job requirements?a.ageb.genderc.national origind.religione.all of the above(e; easy)15. Organizations can measure diversity by using _____.a.equal employment hiring metricsb.employee attitude surveysc.management and employee evaluationsd.focus groupse.all of the above(e; moderate)16. Diversity management includes the following step(s):a.provide strong leadershipb.assess the situationc.provide diversity trainingd. a and be.a, b and c(e; moderate)2117. In providing strong leadership in diversity management, the CEO of acompany musta.take a personal interestb.become the role modelc.talk to every workerd. a and be.a, b and c(d; moderate; )18. In a company, the tools to measuring diversity include the following:a.equal employment hiring and retention metricsb.employee attitude surveyc.employee evaluationd. a and be.a, b and c(e; moderate)19. The objectives of diversity training include the following:a.make employees aware of value differencesb.build self esteem of the different ethnic groupsc.create a friendly atmosphere in the companyd. a and be.a, b and c(e; moderate)20. In Australia, employees are protected against discrimination at the workplaceby laws at the:a.federal levelb.state levelpany leveld. a and be.all of the above(d; moderate)21. In Australia, employees who have been discriminated against by an employermay complain to the:a.Human Rights and Equal Opportunity Commissionb.Ministry of Laborc.Prime Ministerd.Parliamente.All of the above(a; easy)22. In Hong Kong, the Sex Discrimination Ordinance covers the following:a.work situationb.non-work situationc.special situationd. a and be.a, b and c(d; easy)2223. In Hong Kong, the Equal Opportunities Commission provides employers witha code of practice on:a.job advertisementsb.job titlespensationd.promotione.all of the above(e; moderate)24. In Indonesia, under the employment law, pregnant women have the followingrights:a.they cannot be dismissedb.they can return to their job after maternity leavec.they can have six months of maternity leaved. a and be.a, b and c(d; moderate)\25. In Japan, the Labor Standards Law prohibits the following:a.discrimination based on nationalityb.discrimination based on creedc.discrimination based on social statusd. a and be.a, b and c(e; easy)26. In Singapore, the Code of Responsible Employment Practices encouragesself-regulation on the part of employers in:a.recruitmentb.selectionc.appraisald.traininge.all of the above(e; easy)27. In Singapore, the Code of Responsible Employment Practices recommendsthat employers should not discriminate employees based on:a. raceb. religionc. aged. gendere. all of the above(e; easy)2328. In Singapore, the Code of Responsible Employment Practices is recommendedby:a. Singapore National Employers Federationb. Singapore Business Federationc. National Trades Union Congressd. The governmente. a, b, and c(e; moderate)29. Candidates for employment should be selected based on the following:a.meritb.experiencec.capabilityd. a and be.a, b, and c(e; easy)30. Selection criteria should be consistently applied to the following aspect(s) ofemployment:a.recruitmentb.trainingc.appraisald. a and be.a, b, and c(e; easy)31. In South Korea, the Labor Standards Act prohibits employers fromdiscrimination against workers by:a.genderb.nationalityc.religiond.social statuse.all of the above(e; easy)32. In South Korea, under the Aged Employment Promotion Act, it isrecommended that companies with over 300 workers should have a minimum ____ percent of their workers in the above-55 age group.a.Threeb.Fivec.Tend.Fifteene.Twenty(a; moderate)2433. In Malaysia, under the Code of Practice for the Prevention and Handling ofSexual Harassment at the Workplace, the Ministry of Manpower has:a.special division to deal with harassment casesb.the power to jail any person accused of sexual harassmentc.the power to fine any person accused of sexual harassmentd.the power to compensate the victim of sexual harassmente.all of the above(a; easy)34. In Thailand, under the Labor Protection Act, women may:a.sue employers for passing sexist remarksb.sue colleagues for passing sexist remarksc.seek compensation from the governmentd. a and be.none of the above(d; easy)True/ False35.Managers in non-U.S. companies must be aware of equal employmentopportunity laws in the US and in countries where they do business. (T; easy) 36.U.S. citizens working overseas for U.S. companies do not have the same equalemployment opportunity protection as those working within U.S. borders. (F;easy)37.In the U.S., equal employment opportunity laws were only introduced a fewyears ago. (F; easy)38.Managing diversity means maximizing diversity’s potential advantages whileminimizing the potential barriers that can undermine the functioning of a diverse workforce. (T; easy)39.Equal employment opportunity practices have become necessary because oflegal requirements. (T; easy)40.Equal employment opportunity practices have become necessary because ofglobalization. (T; moderate)41.Equal employment opportunity practices have become necessary because ofchanges in workforce demographics. (T; moderate)42.In most countries, the workforce consists of people from different ethnic origins.(T; moderate)43.Global companies actively recruit and maintain a diverse workforce to tap thetalents from different ethnic groups (T; moderate)44.Managing diversity implies that companies are exploiting workers fromdifferent ethnic groups (F; difficult)2545.Managing diversity involves only compulsory management action. (F;moderate)46.Managing diversity involves only voluntary management action. (F; moderate)47.Managing diversity involves both compulsory and voluntary management action.(T; moderate)48.Managing diversity involves more than just employing workers of differentethnic origins. (T; difficult)49.In most countries, there are laws to prevent discrimination at the workplace (T;easy)50.Diversity management training should include inter-group conflict managementskills. (T; moderate)51.In diversity management practices, supervisors must be trained to deal withinter-group conflict. (T; moderate)52.Training foreign workers in their own language will help them to be moresensitive to ethnic differences. (T, difficult)53.Teaching foreign workers how to speak English will help them to be moresensitive to other cultures. (T; difficult)54.Having employees from different backgrounds helps the company to understanddifferent customer preferences. (T; moderate)55.Having employees from different ethnic groups helps the company to project amulti-cultural image. (T; moderate)56.It is expensive to maintain a multi-cultural workforce. (F; moderate)57.Workplace diversity makes strategic sense. (T; easy)58.Equal employment opportunity is the same as affirmative action. (F; moderate)59.Equal employment opportunity means giving every person an equal chance toget a job. (T; easy)60.The objective of affirmative action is to eliminate past effects of pastdiscrimination. (T; moderate)61.Affirmative action implies giving privileges to some protected groups. (T;difficult)62.Managing diversity is voluntary. (T; moderate)63.Affirmative action programs are mandatory. (T; moderate)2664.In Australia, there are laws to ensure that only Australians are not discriminatedagainst in the workplace. (F; easy)65.In Australia, employees who have been discriminated against by an employermay complain to the Human Rights and Equal Opportunity Commission. (T;easy)66.In Australia, non-Australian employees are not protected against discrimination.(F; difficult)67.In Hong Kong, advertisements that specify gender or marital status are barred.(T; moderate)68.In Hong Kong, the Sex Discrimination Ordinance deals only with discriminationbased on the grounds of sex. (F; moderate)69.In Hong Kong, the Sex Discrimination Ordinance deals with discriminationbased on the grounds of sex, marital status and pregnancy. (T; moderate)70.In Hong Kong, the Sex Discrimination Ordinance covers only work situations.(F; moderate)71.In Hong Kong, it is illegal to have different titles for men and women doing thesame work. (T; moderate)72.In Hong Kong, the Family Status Ordinance protects persons who areresponsible for taking care of their family members. (T; moderate)73.In Hong Kong, the Equal Employment Commission has to power to investigatenon-compliance with the law. (T; easy)74.In Indonesia, there are no anti-discrimination laws for female employees. (T;easy)75.In Indonesia, as there are no anti-discrimination laws, employers may dismisspregnant workers. (F; moderate)76.In Japan, the Equal Employment Opportunity Law provides equality inopportunities concerning recruitment, payment, promotion and training between male and female workers. (T; easy)77.In Japan, the Labor Standards Law prohibits only discrimination in wages andwork hours. (F; moderate)78.Singapore is a multi-racial, multi-religious and multi-cultural society. (T; easy)79.In Singapore, the Code of Responsible Employment Practices helps employersto promote responsible employment practices. (T; easy)80.In Singapore, the Code of Responsible Employment Practices is issued by thegovernment. (F; moderate)2781.In Singapore, employers may be jailed for not complying with the Code ofResponsible Employment Practices. (F; difficult)82.In Singapore, workers may sue their employers under the Code of ResponsibleEmployment Practices. (F; difficult)83.In South Korea, under the Aged Employment Promotion Act, all companiesmust employ some workers in the above-55 age group. (F; moderate)84.In South Korea, under the Employment Promotion Act for the Handicapped, allcompanies must employ some handicapped workers. (F; moderate)85.In South Korea, the Labor Standard Act prohibits employers fromdiscrimination against workers by gender, nationality, religion or social status.(T; easy)86.In Malaysia, the Code of Practice for the Prevention and Handling of SexualHarassment at the Workplace provides a mechanism for redress. (T; moderate) 87.In Malaysia, the Ministry of Human Resources has a special division to handlesexual harassment cases. (T; moderate)88.In Malaysia, the government encourages trade unions to include sexualharassment clauses in the collective agreements. (T; easy)89.In Thailand, women are protected under the Labor Protection Law. (T;moderate)90.In Thailand, women workers may sue their colleagues for making sexist remarksat the workplace. (T; moderate)91.In order to attract the best candidates, employers should adoptnon-discriminatory HR practices. (T; easy)92.Employers should apply non-discriminatory criteria only for some aspects ofemployment. (F; easy).93.Criteria and terms of employment should be made known to all employees. (T;moderate)94.There are business situations where a person’s race may be a requirement for thejob. (T; difficult)95.There are business situations where a person’s national origin may be arequirement for the job. (T; difficult)28Essay/ Short Answer96.What are the five sets of voluntary organizational activities that support thesuccess of a diversity management program? (moderate)Answer: The activities are to provide strong leadership, assess the situation, provide diversity training and education, change culture and management systems, and evaluate the diversity management program.97.Several Asian countries have introduced anti-discrimination laws that make itunlawful to treat a person unfairly because of certain attributes. Give two examples.Answer: In Japan, the Labor Standards Law prohibits discrimination in wages, work hours and other labor conditions because of nationality, creed or social status. In South Korea, its Labor Standard Act prohibits employers from discrimination against workers by gender, nationality, religion, or social status.98.What is the purpose of introducing the Code of Responsible EmploymentPractices in Singapore?Answer: To help employers promote responsible employment practices regardless of race, religion, age, gender, marital status, disability or factors which are not relevant to the job.99.In some business situations, a person’s race, nationality or religion may be arequirement for a job. Give some examples.Answer: a) When the employee is recruit to deal with clients of a specific language group. b) When the employee has to handle food or products that are not permitted by some religions (e.g. Muslims are not allowed to handle pork;Hindus do not eat beef).29。

Unit1An Overview Of Human Resource Management组织需要一些有效率的东西：物质资源、金融资源、营销能力和人力资源。

虽然这些对组织效率来说都很重要，但是最有可能提供潜在竞争优势的因素是人力资源如何管理这些资源。

工业技术、财政学和顾客联系（市场）都可以被模仿，基本的管理人员也可以被模仿，但是最有效率的组织发现了独特的方法去吸引、保留和激励雇员——即一种难以被模仿的策略。

在《人的竞争优势》这篇华丽的文章中，Jeffrey Pfeffer 举了西南航空公司这个例子。

思考一下…西南航空公司的股票在1972和1992年间有最好的回报。

可以确定的是它的成功并不是从规模经济中得到的。

在1992年，西南航空公司公司有13.1亿的收入，并且在美国的的客运市场中仅仅占到了2.6%的份额…西南航空公司（问题句）的成功是因为它有多渠道的低成本资金——的确，它是美国负债经营最少的航空公司之一。

西南的飞机，波音737，对它的竞争对手来说都能轻易获得。

它不是任何一个大型计算机化预定保留系统的成员，它没有独特先进的技术，并且卖的是本质上的日常用品——低成本，经济型航空服务，在价格上有着别的竞争者无法压敌的优势。

西南航空公司大部分的价格优势来源于它的非常有生产力、非常受激励，顺便说一下，还有统一的劳动力。

与美国的航空公司相比，根据1991年的统计，西南航空公司飞机的服务人员很少（79：131），每个雇员所能应对的乘客比一般的航空公司多（1891082：1339995）。

他表明80%的起降可以在15分钟完成，而其他公司平均需要45分钟，这些设备的利用率给了它一个巨大的生产力优势。

它在乘客服务上也提供了特别水平的服务。

西南公司曾经荣获航空公司的三连冠（最佳准点率、最低行李丢失率、最少乘客抱怨率）9次。

没有一个竞争对手赶得上。

关于西南航空公司的描述证明了一个生动的例子来表明发挥的作用——人力资源——在迎接21世纪的挑战中决定组织竞争力和效率。

Unit 1 An Overview of Human Resource ManagementKEY TO EXERCISES (I)1.The success of Southwest Airlines comes from managing people effectively, acombination of a number of important but less visible aspects of operations.2.In the traditional, the “Human Resource Management” were called “personnel”.3.Some employees attempted to start unions for strike for improved conditionsbefore 1900.4.The importance of collective bargaining and union /management relationsfollowing the labor unions’ rise to power in the 1940s and 1950s expanded the responsibilities of the personnel area in many organizations, especially those in manufacturing , utilities, and transportation .5.They are “ organizational restructuring ” and “workforce diversity ”.6.Much of the responsibility for safety had been subcontracted to Boeing, andNASA’s safety culture had become ‘reactive, complacent and dominated by unjustified optimism, displaying no interest in understanding a problem and its implications ’.Besides, the enormous cost may be the greatest culprits.7.Self-service refers to giving employees control of HR transactions.Self-service also fits with the changing psychological contract—employees are expected to take greater responsibility for their own careers. Self-service is being used for a wide range of HR services including training course catalogs and course enrollment, benefits enrollment and inquiries, and attitude surveys.8.These duties include:1)Respecting persons and not using them solely as means to one’s own ends2)Not doing any harm3)Telling the truth4)Keeping promises5)Treating people fairly and not without discrimination6)Not depriving people of basic rights9.“Bad apple ” tells about that some individuals are simply predisposed to behaveunethically and should be weeded out by the selection process.10.HR benchmarking is the process of comparing one’s HR practices with those ofanother firm, particularly a competitor ,as a way to outperform the competition.Unit 2 Strategic Human Resource ManagementKEY TO EXERCISES (I)1.It takes the notion of HRM as a strategic , integrated and coherent approach and develops that in line with the concept of strategic management.2.Strategy: The determination of the long-term goals and objectives of and enterprise , and the adoption if courses of action and the allocation of resources necessary for carrying out those goals.Characteristics:First , it is forward looking.The second characteristic is that the organizational capability of a firm depends on its resource capacity.The third characteristic of strategy is strategic fit-the need when developing HR.3.The formulation of corporate strategy is best described as a process for developing a sense of direction , making the best use of resources and ensuring strategic fit. It has often been described as a logical , step-by-step affair , the outcome of which is a formal written statement that provides a definitive guide to the organization’s intentions.4.The rise and fall of strategic planning.5.The fundamental aim of strategic HRM is to generate organizational capability by ensuring that the organization has skilled , engaged , committed and well-motivated employees it needs to achieve sustained competitive advantage.6.Strategic HRM is based on two key concepts , namely , the resource-based view and strategic fit.7.To a very large extent, the philosophy and approaches to strategic HRM are underpinned by the resource-based view. This states that it is the range of resources in an organization , including its human resources, that produces its unique character and creates competitive advantage.8.Valuable , rare , imperfectly imitable and non-substitutable.9.First , vertically , it entails the linking of human resource management practices with the strategic management process of the organization . Second , horizontally , it emphasizes the coordination or congruence among the various human resource management practices.10.1.employment security;2.selective hiring;3.self-managed teams;4.high compensations contingent on performance;5. training to provide a skilled and motivated workforce;6.reduction of status differentials;7.sharing information.11.There are examples in virtually every industry of firms that have very distinctive management practices... Distinctive human resource practices shape the core competencies that determine how firms compete.12.The best approach is in line with contingency theory . It emphasizes that HRstrategies should be congruent with the context and circumstances of the organization.13.“Bundling”is the development and implementation of several HR practices together so that they are interrelated and therefore complement and reinforce each other.14.The problem with the bundling approach is that of deciding what is the best way to relate different practices together.Unit 3 Human Resource PlanningKEY TO EXERCISES (I)1. HR planning is the process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives.2.Typical HR Planning Responsibilities.HR Unit : Participates in strategic planning process for overall organization ; Identifies HR strategic ; Designs HR planning data systems managers on staffing needs ; Implements HR plan as approved by top management.Managers: Identify supply-and-demand needs for each division/department ; Review/discuss HR planning information with HR specialists ; Monitor HR plan with departmental plans ; Integrate HR plan with departmental plans ; Monitor HR plan to identify changes needed ; Review employee succession plans associated with HR plan.3.One factor often affecting the planning of HR activities in small firms is family considerations.The key to a successful transition of a business from one generation to another is having a clearly identified HR plan.4.The steps in the HR planning process are shown in Figure 3.2. Notice that the HR planning process begins with considering the organizationalObjectives and strategies . Then both external and internal assessments of HR needs and supply sources must be done and forecasts developed.5.Factors to consider include the current level of employee knowledge , skills , and abilities in an organization and the expected vacancies resulting from retirement , promotion , transfer ,sick leave , or discharge.6.①Upper management has a better view of the human resource dimensions of business decisions. ②HR costs may be lower because management can anticipate imbalances before they become unmanageable and expensive. ③More time is available to locate talent because needs are anticipated and before the actual staffing is required . ④Better opportunities exist to include women and minority groups in future growth plans . ⑤Development of managers can be better planned.7.At the heart of strategic planning is the knowledge gained from scanning theexternal environment for changes.8.Workforce Composition and Work Patterns ; Government Influences ; Geographic and Competitive Conditions ; Economic Conditions.9.Analyzing the jobs that will need to be done and the skills of people currently available to do them is the next part of HR planning.10.①Individual employee demographics ; ②Individual career progression ;③Individual performance date.Unit 4 Job Analysis and DesignKEY TO EXERCISES (I)1.Job design receives attention for three major reasons:1)job design can influence performance in certain jobs, especially those whereemployee motivation can make a substantial difference.2)Job design can affect job satisfaction.3)Job design can impact both physical and mental health.2.They are five types of works that one firm include, and they are :1)Full-time employees2)Part-time employees3)Independent contractors4)Temporary workers5)Contingent workers3.One approach for designing or redesigning jobs is to simplify the job tasks andresponsibilities. Several other approaches also have been used as part of job design. There are :job enlargement and job enrichment ;job rotation; job sharing.4.There are several advantages to job rotation with one being that it develops anemployee’s capabilities for doing several different jobs.5.While job design attempts to develop jobs that fit effectively into the flow of theorganization work, the more narrow focus of job analysis centers on using a formal system to gather date about what people do in their jobs.6.The purposes of job analysis are as following:1)Work activities and behaviors2)Interactions with others3)Performance standards4)Financial and budgeting impact5)Machines and equipment used6)Working condition7)Supervision given and received8)Knowledge, skills, and abilities needed7.The job analysis responsibilities are include two typical divisions ,they are :HR UNIT1)Coordinates job analysis2)Writes job descriptions and specifications for review by managers3)Periodically reviews job descriptions and specifications4)Reviews managerial input to ensure accuracy5)May seek assistance from outside experts for difficult or unusual analyses 8.1) Task-based job analysis is the most common form and focuses on the tasks,duties, and responsibilities performed in a job.Competencies are individual capabilities that can be linked to performance by individuals or teams.2) Unlike the traditional task-based approach to analyzing jobs, the competencyapproach considers how knowledge and skills are used.Unlike the traditional task-based job analysis, one purpose of the competency approach is to influence individual and organizational behaviors in the future.The competency approach may be broadly focused on behaviors, rather than just on task, duties, and responsibilities. Some of the more comprehensive comprehensive competency-based job analysis components may extensively include knowledge, skills, abilities, and personality characteristics.9.There are five methods of job analysis : Observation, WORK SAMPLING,EMPLOYEE DIAR/LOG, Interviewing, and Questionnaires.10.The typical areas covered in a job analysis questionnaire are :11.O*net is a database compiled by the U.S., but not specifically a job analysis.Unit 6 The Recruitment ProcessKEY TO EXERCISES (I)1．What is recruitment?It is a process of searching for prospective employees and stimulating them to apply for jobs in the organization.2．What is the difference between recruitment and selection?Technically speaking the function of recruitment precedes the selection function and it includes only finding，developing the sources of prospective employees and attracting them to apply for jobs in an organization，whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted. Formal definition of recruitment would give clear-cut idea about the function of recruitment.3．What are the objectives of recruitment?1) To attract people with multi-dimensional skills and experiences that suit the present and future organizational strategies.2) To induct outsiders with a new perspective to lead the company.3) To infuse fresh blood at all levels of the organization.4）To develop an organizational culture that attracts competent people to the company.5）To search or head hunt people whose skills fit the company’s values6）To devise methodologies for assessing psychological traits.7）To seek out non-conventional development grounds of talent.8）To search for talent globally and not just within the company.9）To design entry salary that competes on quality but not on quantum.10）To anticipate and find people for positions that does not exist yet. 4．What is the relationship between recruitment policy and personnel policy of the same organization?Recruitment policy of any organization is derived from the personnel policy of the same organization. In other words, the former is a part of the latter.5．What are the merits of centralized recruitment?1) Average cost of recruitment per candidate/unit should be relatively less due to economies of scale.2) It would have more expertise available to it.3）It can ensure broad uniformly among human resources of various units/zones in respect of education, skill, knowledge, talent etc.4）It would generally be above malpractices, abuse of powers, favourites, bias etc.5）It would facilitate interchangeability of staff among various units/zones.6）It enables the line managers of various units and zones to concentrate on their operational activities by relieving them from the recruitment functions.7）It enables the organizations to have centralized selection procedures, promotional and transfer procedure etc.8）It ensures the most effective and suitable placement to candidates9）It enables centralized training programs which further brings uniformity and minimizes average cost of staff.6．What are the merits of decentralized recruitment?1) The unit concerned concentrates only on those sources/places where it normally gets the suitable candidates, As such the cost of recruitment would be relatively less.2) The unit gets most suitable candidates as it is well aware of the requirements of the jobs regarding cultural, traditional, family background aspects, local factors, social factors etc.3) Units can recruit candidates as and when they are required without any delay.4) The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates.5) The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions/processes of recruitment.6) The unit would enjoy better familiarity and control over the employees it recruits rather than on employees selected by the central recruitment agency. 7．What factors could affect recruitment?Both internal and external factors affect recruitment. The external factors include supply of and demand for human resources, employment opportunities and/or unemployment rate, labour market conditions, political, legal requirement and government policies, social factors, information systems etc.The internal factors include the company’s pay package including salary, fringe benefits and incentives, quality of work life, organizational culture, career planning and growth opportunities, size of the company, company’s product/services, geographical spread of the company’s operat ions viz., local, national or global, company’s growth rate, rote of Trade Unions and cost of recruitment.8．What are the advantages and disadvantages of internal recruiting?The advantages of internal recruiting are recruiting costs, motivation and familiarity. The disadvantages of internal recruiting are inbreeding, EEO Criteria and more training.9．Why do organizations prefer internal sources?1) Internal recruitment can be used as a technique of motivation.2) Morale of the employees can be improved.3) Suitability of the internal candidates can be judged better than the external candidates as “known devils are better than unknown angels.”4) Loyalty, commitment, a sense of belongingness, and security of the present employees can be enhanced.5) Employees’ p sychological needs can be met by providing an opportunity for advancement.6) Employees’ economic needs for promotion, higher income can be satisfied.7) Cost of selection can be minimized.8) Cost of training ,induction, orientation, period of adaptability to the organization can be reduced.9) Trade unions can be satisfied.10) Social responsibility towards employees may be discharged.11) Stability of employment can be ensured.10. What is the purpose of an interview?The purpose of an interview is to give the selector a chance to assess you and for you to demonstrate your abilities and personality. It’s also an opportunity for you to assess them and to make sure the organization and position are right for you. 11. How many kinds of executive search firms are there? What are they?Two. They are retainer firms and contingency firms.UNIT 13 Employee Benefits and ServicesKEY TO EXERCISES (I)1、Unlike pay for performance and other incentive plans1)benefits and services are available to works as long as they are employed byan organization .2)incentives intended to motivate employees , but benefits and services , cancreate more favorable attitudes towards the business , which can improve commitment and organizational performance in the longer term.2、Benefit can be divided into the following categories:1)Pension schemes (they are generally regarded as the most importantemployee benefit;)2)Personal security (There are benefits that enhance the individual’s personaland family security with regard to illness , health , accident or life insurance;)3)Financial assistance (Loans , house purchase schemes ,relocation assistanceand discounts on company goods or services;)4)Personal needs (Entitlements that recognize the interface between work anddomestic needs or responsibilities.)3、1) They are unemployment insurance , social security , and workers’compensation.2) Unemployment insurance provides income benefits for unemployed individuals in specific instances . Workers are unemployed through no fault of their own must meet eligibility requirements of their state . Social security: all individuals are eligible for Medicare at the age of 65 , regardless of whether they have retired or not . The goal of the pension portion of the Social Security system was to provide income to retired people . Workers’ compensation: Employees who incur expenses as a result of job-related illnesses or accidents receive a degree of financial protection from worker’s compensation benefits.4、1) Three major forms of insurance are involved : health , life ,and disability income replacement.2) Cover employees who have accidents at work that leave them unable to work , temporarily or permanently ,with payments supplementing benefits form workers’compensation and social security.5、1) A 401(k) plan is a defined contribution retirement plan that allows workers to save for retirement in account in equities , fixed-income securities , and bonds .2) Process: An employee chooses to defer a portion of his current pay , and instead sets that money aside in a retirement account . Over the course if the employee’s working career , his contributions will continue going into his account on a regular basis, allowing him to take advantage of dollar-coat averaging and hopefully earn an adequate investment return . Upon retirement employee will be able to withdraw form the accumulated balance to provide a revenue stream (to supplement Social Security and any other pension benefit ). At that time , the money withdrawn will be subject to income taxes.6、In a defined benefit pension plan , the employee upon retirement receives anannuity , a fixed stream of payments .The defined contribution plans are those in which the employer agrees to contribute a sum of money , based on a formula specified within the plan , into an individual account for each participant .2)7、1) There have : Child and elder care ; Wellness programs ; Flexible Benefits Plans and Reimbursement Accounts .2) Child and elder care: Some organizations are taking this concept a step further and including elder care as part of the benefits package.Wellness programs: Employers are searching for innovative ways to control health care costs , reduce absenteeism , and improve worker productivity.Flexible Benefits Plans and Reimbursement Accounts: With the continued escalation in the cost of benefits and the diversity of the labor force.8、1) A flexible (cafeteria) benefits plan allows employees to choose between two or more types of benefits. Reimbursement account or flexible spending accounts provide funds from which employees pay for expenses not covered by the regular benefits package.2) Funds can be allocated for un-reimbursed health care , child care , and for elderly or disabled relatives.9、To manage the benefits program effectively , certain steps are necessary .1) Step 1 . Set Objectives and Strategy for Benefits.2) Step 2 . Involve Participants .3) Step 3 . Communicate Benefits.4) Step 4 . Monitor Costs Closely.Unit 14 Managing Human Resources in a Foreign SubsidiaryKEY TO EXERCISES (I)1、1) An enterprise that has an interlocking network of subsidiaries in several countries.2) In the 1950s and 1960s , most large multinational companies operating in the world were American . They operated in a world economy relatively sale from competition from firms of other nationalities . In the 1970s an particularly in the 1980s , the world of international business became far more complex and competitive . In the 1990s , the nature of international business is truly global in nature , with it possible for a French firm to manufacture a product in Fermate in a plant partially staffed by U.S and Belgian nationals and with most of the product being sold in Britain.2、The role of a subsidiary HR manager is to develop HR practices that are (1) acceptable within the local culture and (2) acceptable to management at the MNC’s headquarters.《人力资源管理专业英语》课后习题答案3、One of our guiding principles is that our restaurants should always be a reflection of the communities they serve - not only the individuals we employ and the culture and ethnicity of those communities , but also the employment practices .4、The balancing of these two requirements is a difficult task.1) whether subsidiary HR managers are home , host or third country nationals , they bring their own “cultural baggage ,”which may affect their ability to accommodate cultural differences in the host work force .2) Employees in a subsidiary may consist of a mixture of home , host and third country nationals - all with their own distinct cultural backgrounds and preferences.3) The subsidiary’s HR manager must help all employees adapt to the HR patrices operating in the subsidiary , even though these practices may be derived from their cultures very from their own.5、The following sub actions on subsidiary HR planning , staffing ,training , performance appraisal , and compensation describe the difficulties faced by the subsidiary HR manager in developing effective HR systems . They are discussed along with other problems facing the HR manager that are not exclusively cultural in nature .6、These individuals tend to “stay in the family” and work for Japanese , not foreign , employers . Although during the downturn in the Japanese economy during the early 1990s this attitude became less prevalent , it still remains a problem .7、In India, the caste system could make it inappropriate to hire someone from a lower caste to supervise employees of a higher caste.8、A subsidiaries HR manager should consider Chinese students take a passive role in learning ,and the very active, high-participation methods often used in Western training programs would be inappropriate.9、AMZ looked for locals with English language ability and the ability to betrained .Once selected, these employees were trained in Australia for three months by Aussie financial experts.AMZ hopes to establish a larger program for Vietnamese employs in which they are trained in Australia and then returned back to AMZ’s operations in Vietnam.10、11、MBO generates risk for both parties due to uncertainty about the subordinate’s ability and motivation to achieve performance objectives. The role of managers in French firms is to eliminate risk and uncertainty and plan the methods to achieve the firm’s objectives.MBO increases persons risk.12、An American HR manager in a foreign subsidiary must make decisions as to whether it is ethical to have discrimination in one part of the MNC but not in another.11。

人力资源管理系统中英文对照外文翻译文献Human resource management systems (HRMS) have e essential tools for businesses of all sizes。

including small offices with just 20 XXX using HRMS。

firms can improve their efficiency and ce the time and money XXX。

HRMS XXX。

XXX difficult economic times。

XXX of their business。

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employee n access。

XXX the company's current and future HR needs。

businesses can determine which HRMS features will be most useful for their specific needs。

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HRMS can help with recruitment。

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performance management。

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businesses XXX This includes automating tasks such as employee data management。

benefits n。

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人力资源管理双语课后习题及翻译习题及答案Chapter 01 Human Resource Management: Gaining a Competitive Advantage Answer KeyTrue / False Questions1. (p. 5) Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations.FALSE2. (p. 5) The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation.FALSE3. (p. 6) The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners.FALSE4. (p. 9) The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. TRUE5. (p. 9) Advances in technology have allowed HR services to be offered more on a self-service basis than in the past.TRUE6. (p. 9) HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently.FALSE7. (p. 11) Evidence-based HR provides managers with data tomake decisions, instead of just relying on intuition.TRUE8. (p. 14) Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds.TRUE9. (p. 19) Companies are now more and more interested in using intangible assets and human capital as a way to gain an advantage over competitors.TRUE10. (p. 22) A learning organization places the highest emphasis on completion of formal employment training.FALSE11. (p. 22) The psychological contract describes what an employee expects to contribute and what the company will provide to the employee in return for these contributions.TRUE12. (p. 25) The use of alternative work arrangements, which include independent contractors, on-call workers, temporary workers, and contract company workers, is shrinking.FALSE13. (p. 27) To be effective, balanced scorecards must be customized by companies to fit different market situations, products, and competitive environments.TRUE14. (p. 27) The balanced scorecard should not be used to link the company's human resource management activities to the company's business strategy.FALSE15. (p. 30) Corporate cultures within companies thatsuccessfully implement TQM typically emphasize individualism, hierarchy, accountability, and profits.FALSE16. (p. 31) ISO 9000 certification is an integral component of W. Edwards Deming's quality control process.FALSE17. (p. 34) The skills and motivation of a company's internal labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.TRUE18. (p. 37) Because the workforce is predicted to become more uniform in terms of age, ethnicity, and racial background, it is likely that one set of values will characterize all employees.FALSE19. (p. 39) Cultural diversity can provide a company competitive advantage regarding problem-solving. TRUE20. (p. 42) The Sarbanes-Oxley Act of 2002 sets strict rules for corporate behavior and sets heavy fines and prison terms for noncompliance.TRUE21. (p. 43) Every business must be prepared to deal with the global economy.TRUE22. (p. 48) One of the disadvantages of technology is that it does not allow older workers to postpone retirement.FALSE23. (p. 51) E-HRM is more applicable to practices associated with recruiting and training than those associated with analysis and design work, selection, and compensation and benefits.FALSE24. (p. 54) An HR dashboard is a series of indicators that managers and employees have access to on the company intranet or human resource information system.TRUE25. (p. 58) Compensating human resources involves measuring employees' performance.FALSEMultiple Choice Questions26. (p. 4) _____ refers to a company's ability to maintain and gain market share in its industry.A. OutsourcingB. CompetitivenessC. Self-serviceD. Empowerment27. (p. 4) _____ refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance.A. Total quality managementB. Financial managementC. Human resource managementD. Production and operations management28. (p. 5) Strategic HR management includes all but one of the following. Name the exception.A. Financial planningB. Training and developmentC. Performance managementD. Recruiting talent29. (p. 6) Which of the following is NOT a responsibility of HR departments?A. RecruitingB. BenefitsC. Community relationsD. Production and operations30. (p. 6) Which of the following is NOT a product line of human resources?A. Administrative services and transactionsB. Strategic partnerC. Human capital partnerD. Business partner services31. (p. 8) Which of the following best describes a cultural steward?A. Shapes the organization.B. Delivers results with integrity.C. Facilitates change.D. Recognizes business trends and their impact on the business.32. (p. 8) A strategic architect is one who:A. facilitates change.B. recognizes business trends and their impact on the business.C. implements workplace policies conducive to work environment.D. develops talent and designs reward systems.33. (p. 9) Giving employees online access to information about HR issues such as training, benefits, and compensation is known as:A. outsourcing.B. continuous learning.C. self-service.D. strategic planning.34. (p. 9) The practice of having another company (a vendor, third-party provider, consultant) provide services traditionally associated with the administrative role of HR is known as:A. e-commerce.B. empowering.C. outsourcing.D. benchmarking.35. (p. 10) Traditionally, the HRM department was primarily a(n):A. proactive agency.B. finance expert.C. employer advocate.D. administrative expert.36. (p. 11) Which of the following statements about evidence-based HR is FALSE?A. It helps show that the money invested in HR programs is justified and that HR is contributing to the company's goals and objectives.B. It emphasizes that HR is being transformed from a broad corporate competency to a specialized, stand-alone function in which human resources and line managers build partnerships to gain competitive advantage.C. It requires collecting data on such metrics as productivity, turnover, accidents, employee attitudes and medical costs and showing their relationship with HR practices.D. It refers to demonstrating that human resources practices have a positive influence on the company's bottom line or key stakeholders.37. (p. 12-13) Which one of the following statements about the HR profession is FALSE?A. A college degree is required of HR specialists, but not ofgeneralists.B. Generalists usually perform the full range of HRM activities, including recruiting, training, compensation, and employee relations.C. Professional certification in HRM is less common than membership in professional associations.D. The primary professional organization for HRM is the Society for Human Resource Management.38. (p. 13) All of the following competitive challenges faced by companies will increase the importance of human resource management EXCEPT:A. the global challenge.B. the challenge of sustainability.C. the political challenge.D. the technology challenge.39. (p. 14) _____ refers to the ability of a company to survive and succeed in a dynamic competitive environment.A. OutsourcingB. EmpowermentC. SustainabilityD. Resource management40. (p. 14) Sustainability includes all of the following EXCEPT:A. expanding into foreign markets.B. the ability to deal with economic and social changes.C. engaging in responsible and ethical business practices.D. providing high-quality products and services.41. (p. 19) Which of the following statements about intangible assets is FALSE?A. They include human capital.B. They are less valuable than physical assets.C. They are equally or even more valuable than financial assets.D. They are difficult to duplicate or imitate.42. (p. 20) Tacit knowledge is an example of _____ capital.A. socialB. customerC. humanD. intellectual43. (p. 21) Which of the following is NOT true of knowledge workers?A. They often contribute specialized knowledge that their managers may not have, such as information about customers.B. They have many job opportunities.C. They are in high demand because companies need their skills.D. They contribute to the company through manual labor and intellectual labor.44. (p. 21) Empowering is defined as:A. the movement of women and minorities into managerial positions.B. giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.C. leading employees by the strength of one's charisma.D. the act of continually learning and improving one's skills and abilities.45. (p. 22) A(n) _____ contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions.A. employerB. employeeC. psychologicalD. job46. (p. 25) All of the following are examples of alternative work arrangements EXCEPT:A. independent contractors.B. current labor force.C. on-call workers.D. temporary workers.47. (p. 27) The balanced scorecard:A. is similar to most measures of company performance.B. uses indicators important to the company's strategy.C. is a standardized instrument of company performance.D. should not be applied to HR practices.48. (p. 27) The balanced scorecard presents a view of company performance from the perspective of:A. its customers only.B. its employees only.C. its employees and customers only.D. its employees, customers, and shareholders.49. (p. 28) According to the financial perspective of the balanced scorecard, which of the following questions should be answered?A. How do customers see us?B. Can we continue to improve and create value?C. What must we excel at?D. How do we look to shareholders?50. (p. 28) Increasingly, companies are trying to meet shareholder and general public demands that they be more socially, ethically, and environmentally responsible. Thus, companies are recognizing the importance of:A. a balanced scorecard approach to business.B. diversity.C. total quality management.D. social responsibility.51. (p. 30) TQM focuses on:A. designing processes to meet the needs of external customers only.B. reducing variability in the product or service.C. preventing errors rather than correcting errors.D. tying pay to employees' total output less rejects52. (p. 31) "How senior executives create and sustain corporate citizenship, customer focus, clear values, and expectations, and promote quality and performance excellence" is the definition for which Malcolm Baldrige National Quality Award criterion?A. Strategic planningB. Workforce focusC. Customer and market focusD. LeadershipMalcolm Baldrige National Quality Award is an award established in 1987 to promote quality awareness, to recognize quality achievements of U.S. companies, and to publicize successful quality strategies.53. (p. 33) Which one of the following is NOT true of the Six Sigma process?A. The objective of the process is to create a total business focus on serving the customer.B. Training is an important component of the process.C. The process is one of seven categories evaluated within the Malcolm Baldrige Quality Award.D. The process involves measuring, analyzing, improving, and controlling processes once they have been brought within six quality standards.54. (p. 33) Which of following holds TRUE for lean thinking?A. It is a way to do more with less effort, time, equipment, and space.B. It is a way to compete for quality awards and certification.C. It includes offering no-frills goods and services to customers.D. It is working for zero inventories.55. (p. 34) The skills and motivation of a company's _____ labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.A. projectedB. secondaryC. externalD. internal56. (p. 34-37) Which of the following statements about the composition of the U.S. labor force in the next decade is TRUE?A. Labor force growth is greater than at any other time in U.S. history.B. The largest proportion of the labor force is expected to be in the 16-to-24-year age group.C. There will be fewer white males than minorities or women in the labor force.D. The number of "baby boom" workers will increase faster than any other age group.57. (p. 35) Which of the following statements about older workers is FALSE?A. Worker performance and learning are adversely affected by aging.B. The aging labor force means companies are likely to employ a growing share of older workers.C. An emerging trend is for qualified older workers to ask to work part-time or for only a few months at a time as a means to transition to retirement.D. Older employees are willing and able to learn new technology.58. (p. 37) Baby boomers:A. like the latest technology, are ambitious and goal-oriented, and seek meaningful work.B. want to be noticed, respected, and involved.C. tend to be uncomfortable challenging the status quo and authority.D. value unexpected rewards for work accomplishments, opportunities to learn new things, praise, recognition, and time with the manager.59. (p. 38) Regardless of their background, most employees' value:A. the ability to challenge the status quo.B. simplistic tasks requiring few skills.C. managerial positions.D. work that leads to self-fulfillment.60. (p. 38-39) T o successfully manage a diverse workforce, managers need to develop all of the following skills EXCEPT:A. providing performance feedback that is based on values rather than objective outcomes.B. communicating effectively with employees from a wide variety of cultural backgrounds.C. coaching employees of different ages, educational backgrounds, ethnicity, physical ability, and race.D. recognizing and responding to generational issues.61. (p. 39) Managing cultural diversity involves:A. enforcing EEO rules.B. creating separate career tracks for employees with families.C. establishing a strong affirmative action policy.D. creating a workplace that makes it comfortable for employees of all backgrounds to be creative and innovative.62. (p. 39) How diversity issues are managed in companies has implications for all the following EXCEPT:A. knowing how to learn.B. creativity.C. retaining good employees.D. problem solving.63. (p. 39) Managing cultural diversity can provide a competitive advantage by:A. decreasing the number of available women and minorities in the company's labor pool.B. helping women and minorities understand they must conform to organizational norms and expectations.C. helping companies produce better decisions by including all employees' perspectives and analysis.D. identifying product markets on which the company should focus64. (p. 39) In managing cultural diversity, which of the following would improve the level of creativity thereby providing competitive advantage to an organization?A. Diversity of perspectives and less emphasis on conformity to norms of the past.B. Those with the best reputations for managing diversity will win the competition for the best personnel.C. An implication of the multicultural model for managing diversity is that the system will become less determinate, less standardized, and therefore more fluid.D. Heterogeneity in decisions and problem-solving groups potentially produces better decisions.65. (p. 39) Which of the following cultural diversity arguments states that companies with the best reputations for managing diversity will win the competition for the best personnel?A. System flexibility argumentB. Marketing argumentC. Employee attraction and retention argumentD. Problem-solving argument66. (p. 39) Diversity is important for tapping all of the following skills of employees EXCEPT:A. cultural skills.B. communication skills.C. creativity.D. homogeneous thinking.67. (p. 40) What areas of the legal environment have influenced HRM practices over the past 25 years?A. Equal employment opportunity, safety and health, pay and benefits, privacy, and job security.B. Executive compensation, pay and benefits, workers' compensation, safety and health, and job security.C. Product liability, workers' compensation, equal employment opportunity, safety and health, and labor relations.D. Equal employment opportunity, patent infringement,workers' compensation, safety and health, and job security.68. (p. 40-41) There will likely be continued discussion, debate, and possible legislation in all but one of the following areas in companies. Name the exception.A. Genetic testingB. Glass ceilingC. Employment-at-willD. Design of physical work environment69. (p. 41) Litigation involving job security will have a major influence on human resource management practices because:A. work rules, recruitment practices, and performance evaluation systems might falsely communicate lifetime employment agreements that the company does not intend to honor during layoffs.B. adjustments of test scores to meet affirmative action requirements are now illegal.C. employees now bear the burden of proof in discrimination cases.D. compensation awards for discrimination claims have increased.70. (p. 41) Which of the following is one of the four ethical principles of a successful company?A. Managers assume all responsibility for the actions of the company.B. It has a strong profit orientation.C. Customer, client, and vendor relationships emphasize mutual benefits.D. It does not produce products that can be used for violent purposes.71. (p. 42) Which legislation act sets new strict rules forbusiness especially as regards accounting practices?A. Human Rights Act of 1994B. Reverse Discrimination Act of 1990C. Sarbanes-Oxley Act of 2002D. Corruption and Practices Act of 200072. (p. 43) Which of the following is NOT a standard that human resource managers must satisfy for practices to be ethical?A. Managers must treat employees as family.B. Human resource practices must result in the greatest good for the largest number of people.C. Employment practices must respect basic human rights of privacy, due process, and free speech.D. Managers must treat employees and customers equitably and fairly.73. (p. 45) Exporting jobs from developed to less developed countries is known as:A. insourcing.B. offshoring.C. importing.D. onshoring.74. (p. 47) Exporting jobs to rural parts of the United States is referred to as:A. insourcing.B. offshoring.C. importing.D. onshoring75. (p. 48) Which of the following statements about technology is FALSE?A. The Internet allows employees to locate and gather resources, including software, reports, photos, and videos.B. Technology does not allow older workers to postpone retirement.C. The Internet gives employees instant access to experts whom they can communicate with.D. Technology has made equipment easier to operate, helping companies cope with skill shortages.76. (p. 49) Which of the following is NOT typically true of work teams?A. They are used to increase employee responsibility and control.B. They use cross-training to give employees knowledge on a wide range of skills.C. They frequently select new team members and plan work schedules.D. They assume all of the activities reserved for managers such as controlling, planning, and coordinating activities.77. (p. 49) Which of the following is NOT recommended for supporting work teams?A. Reducing flexibility and interaction between employees to maintain high productivity.B. Giving employees formal performance feedback.C. Linking compensation and rewards with performance.D. Allowing employees to participate in planning changes in equipment, layout, and work methods.78. (p. 49) All of the following statements about cross training are true EXCEPT:A. it provides teams' maximum flexibility.B. it helps in measuring employees' performance.C. it trains employees in a wide range of skills.D. employees can fill any of the roles needed to beperformed on the team.79. (p. 50) Company X has offices around the globe. Its teams are separated by time, geographic distance, culture and/or organizational boundaries, and almost rely exclusively on technology for interaction between team members. Its teams are:A. virtual teams.B. geographically-concentrated teams.C. lean teams.D. teleworker teams.80. (p. 50-51) Adaptive organizational structures emphasize:A. efficiency, decision making by managers, and the flow of information from top to bottom of the organization.B. a core set of values, and elimination of boundaries between managers, employees, and organizational functions.C. clear boundaries between managers, employees, customers, vendors, and the functional areas, and a constant state of learning.D. internal linking, external linking, diversification, and a core set of values.81. (p. 51) Which of the following is FALSE about high-involvement, adaptive organizational structures?A. Employees are in a constant state of learning and performance improvement.B. Employees are free to move wherever they are needed in a company.C. Line employees are trained to specialize in one job in order to maximize efficiency.D. Previously established boundaries between managers, employees, customers, and vendors are abandoned.82. (p. 51) Employees in geographically dispersed locationscan work together in virtual teams using video, e-mail, and the Internet. This e-HRM implication refers to which aspect of HR?A. RecruitingB. Analysis and design of workC. SelectionD. Compensation and benefits83. (p. 52) From the manager's perspective, an HRIS can be used to perform primarily all but one of the following. Name the exception.A. Support strategic decision makingB. Avoid litigationC. Evaluate programs and policiesD. Motivate employees84. (p. 54) A(n) _____ is a series of indicators or metrics that managers and employees have access to on the company intranet or human resource information system.A. HR dashboardB. balanced scorecardC. web portalD. Intranet85. (p. 54) All of the following HR practices support high-performance work systems EXCEPT:A. employees participate in selection process.B. jobs are designed to use a variety of skills.C. employee rewards are related to company performance.D. individuals tend to work separately.86. (p. 56) Which one of the following is NOT associated with managing the human resource environment?A. Linking HRM practices to the company's business objectives.B. Identifying human resource requirements through human resource planning, recruitment, and selection.C. Ensuring that HRM practices comply with federal, state, and local laws.D. Designing work that motivates and satisfies the employee as well as maximizes customer service, quality, and productivity.87. (p. 56) Economic value is traditionally associated with all of the following EXCEPT:A. equipment.B. technology.C. facilities.D. HRM practices.88. (p. 57) A company's human resource acquisition requirements are influenced by all of the following EXCEPT:A. terminations.B. customer demands for products and services.C. motivation and satisfaction of employees.D. promotions.89. (p. 58) Managing the assessment and development of human resources involves all of the following EXCEPT:A. measuring employees' performance.B. creating an employment relationship and work environment that benefits both the company and the employee.C. recruiting employees and placing them in jobs that best use their skills.D. identifying employees' work interests, goals, and values, and other career issues.90. (p. 58) Besides interesting work, _____ are the most important incentives that companies can offer to its employees.A. training for future work rolesB. beneficial work environmentsC. support for nonwork activitiesD. pay and benefitsEssay Questions91. (p. 8) Name and discuss the competencies that HR professionals need.定义并讨论人力资源专业人员需要的能力1. Credible activist: delivers results with integrity, shares information, builds trusting relationships, and influences others, providing candid observation, taking appropriate risks.2. Cultural steward: facilitates change, develops and values the culture, and helps employees navigate the culture.3. Talent manager/organizational designer: develops talent, designs reward systems, and shapes the organization.4. Strategic architect: recognizes business trends and their impact on the business, evidence-based HR, and develops people strategies that contribute to the business strategy.5. Business ally: understands how the business makes money and the language of the business.6. Operational executor: implements workplace policies, advances HR technology, and administers day-to-day work of managing people.92. (p. 9-10) How has the role of HRM changed in recent years? Discuss three trends that are changing the HRM function. Why have these roles changed?近年来，HRM的角色发生了怎样的变化?讨论三个改变人力资源管理功能的趋势。

习题及答案Chapter 01 Human Resource Management: Gaining a Competitive Advantage Answer KeyTrue / False Questions1. (p. 5) Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations.FALSE2. (p. 5) The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation.FALSE3. (p. 6) The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners.FALSE4. (p. 9) The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. TRUE5. (p. 9) Advances in technology have allowed HR services to be offered more on a self-service basis than in the past.TRUE6. (p. 9) HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently.FALSE7. (p. 11) Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition.TRUE8. (p. 14) Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds.TRUE9. (p. 19) Companies are now more and more interested in using intangible assets and human capital as a way to gain an advantage over competitors.TRUE10. (p. 22) A learning organization places the highest emphasis on completion of formal employment training.FALSE11. (p. 22) The psychological contract describes what an employee expects to contribute and what the company will provide to the employee in return for these contributions.TRUE12. (p. 25) The use of alternative work arrangements, which include independent contractors, on-call workers, temporary workers, and contract company workers, is shrinking.FALSE13. (p. 27) To be effective, balanced scorecards must be customized by companies to fit different market situations, products, and competitive environments.TRUE14. (p. 27) The balanced scorecard should not be used to link the company's human resource management activities to the company's business strategy.FALSE15. (p. 30) Corporate cultures within companies that successfully implement TQM typically emphasize individualism, hierarchy, accountability, and profits.FALSE16. (p. 31) ISO 9000 certification is an integral component of W. Edwards Deming's quality control process.FALSE17. (p. 34) The skills and motivation of a company's internal labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.TRUE18. (p. 37) Because the workforce is predicted to become more uniform in terms of age, ethnicity, and racial background, it is likely that one set of values will characterize all employees.FALSE19. (p. 39) Cultural diversity can provide a company competitive advantage regarding problem-solving. TRUE20. (p. 42) The Sarbanes-Oxley Act of 2002 sets strict rules for corporate behavior and sets heavy fines and prison terms for noncompliance.TRUE21. (p. 43) Every business must be prepared to deal with the global economy.TRUE22. (p. 48) One of the disadvantages of technology is that it does not allow older workers to postpone retirement.FALSE23. (p. 51) E-HRM is more applicable to practices associated with recruiting and training than those associated with analysis and design work, selection, and compensation and benefits.FALSE24. (p. 54) An HR dashboard is a series of indicators that managers and employees have access to on the company intranet or human resource information system.TRUE25. (p. 58) Compensating human resources involves measuring employees' performance.FALSEMultiple Choice Questions26. (p. 4) _____ refers to a company's ability to maintain and gain market share in its industry.A. OutsourcingB. CompetitivenessC. Self-serviceD. Empowerment27. (p. 4) _____ refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance.A. Total quality managementB. Financial managementC. Human resource managementD. Production and operations management28. (p. 5) Strategic HR management includes all but one of the following. Name the exception.A. Financial planningB. Training and developmentC. Performance managementD. Recruiting talent29. (p. 6) Which of the following is NOT a responsibility of HR departments?A. RecruitingB. BenefitsC. Community relationsD. Production and operations30. (p. 6) Which of the following is NOT a product line of human resources?A. Administrative services and transactionsB. Strategic partnerC. Human capital partnerD. Business partner services31. (p. 8) Which of the following best describes a cultural steward?A. Shapes the organization.B. Delivers results with integrity.C. Facilitates change.D. Recognizes business trends and their impact on the business.32. (p. 8) A strategic architect is one who:A. facilitates change.B. recognizes business trends and their impact on the business.C. implements workplace policies conducive to work environment.D. develops talent and designs reward systems.33. (p. 9) Giving employees online access to information about HR issues such as training, benefits, and compensation is known as:A. outsourcing.B. continuous learning.C. self-service.D. strategic planning.34. (p. 9) The practice of having another company (a vendor, third-party provider, consultant) provide services traditionally associated with the administrative role of HR is known as:A. e-commerce.B. empowering.C. outsourcing.D. benchmarking.35. (p. 10) Traditionally, the HRM department was primarily a(n):A. proactive agency.B. finance expert.C. employer advocate.D. administrative expert.36. (p. 11) Which of the following statements about evidence-based HR is FALSE?A. It helps show that the money invested in HR programs is justified and that HR is contributing to the company's goals and objectives.B. It emphasizes that HR is being transformed from a broad corporate competency to a specialized, stand-alone function in which human resources and line managers build partnerships to gain competitive advantage.C. It requires collecting data on such metrics as productivity, turnover, accidents, employee attitudes and medical costs and showing their relationship with HR practices.D. It refers to demonstrating that human resources practices have a positive influence on the company's bottom line or key stakeholders.37. (p. 12-13) Which one of the following statements about the HR profession is FALSE?A. A college degree is required of HR specialists, but not of generalists.B. Generalists usually perform the full range of HRM activities, including recruiting, training, compensation, and employee relations.C. Professional certification in HRM is less common than membership in professional associations.D. The primary professional organization for HRM is the Society for Human Resource Management.38. (p. 13) All of the following competitive challenges faced by companies will increase the importance of human resource management EXCEPT:A. the global challenge.B. the challenge of sustainability.C. the political challenge.D. the technology challenge.39. (p. 14) _____ refers to the ability of a company to survive and succeed in a dynamic competitive environment.A. OutsourcingB. EmpowermentC. SustainabilityD. Resource management40. (p. 14) Sustainability includes all of the following EXCEPT:A. expanding into foreign markets.B. the ability to deal with economic and social changes.C. engaging in responsible and ethical business practices.D. providing high-quality products and services.41. (p. 19) Which of the following statements about intangible assets is FALSE?A. They include human capital.B. They are less valuable than physical assets.C. They are equally or even more valuable than financial assets.D. They are difficult to duplicate or imitate.42. (p. 20) Tacit knowledge is an example of _____ capital.A. socialB. customerC. humanD. intellectual43. (p. 21) Which of the following is NOT true of knowledge workers?A. They often contribute specialized knowledge that their managers may not have, such as information about customers.B. They have many job opportunities.C. They are in high demand because companies need their skills.D. They contribute to the company through manual labor and intellectual labor.44. (p. 21) Empowering is defined as:A. the movement of women and minorities into managerial positions.B. giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.C. leading employees by the strength of one's charisma.D. the act of continually learning and improving one's skills and abilities.45. (p. 22) A(n) _____ contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions.A. employerB. employeeC. psychologicalD. job46. (p. 25) All of the following are examples of alternative work arrangements EXCEPT:A. independent contractors.B. current labor force.C. on-call workers.D. temporary workers.47. (p. 27) The balanced scorecard:A. is similar to most measures of company performance.B. uses indicators important to the company's strategy.C. is a standardized instrument of company performance.D. should not be applied to HR practices.48. (p. 27) The balanced scorecard presents a view of company performance from the perspective of:A. its customers only.B. its employees only.C. its employees and customers only.D. its employees, customers, and shareholders.49. (p. 28) According to the financial perspective of the balanced scorecard, which of the following questions should be answered?A. How do customers see us?B. Can we continue to improve and create value?C. What must we excel at?D. How do we look to shareholders?50. (p. 28) Increasingly, companies are trying to meet shareholder and general public demands that they be more socially, ethically, and environmentally responsible. Thus, companies are recognizing the importance of:A. a balanced scorecard approach to business.B. diversity.C. total quality management.D. social responsibility.51. (p. 30) TQM focuses on:A. designing processes to meet the needs of external customers only.B. reducing variability in the product or service.C. preventing errors rather than correcting errors.D. tying pay to employees' total output less rejects52. (p. 31) "How senior executives create and sustain corporate citizenship, customer focus, clear values, and expectations, and promote quality and performance excellence" is the definition for which Malcolm Baldrige National Quality Award criterion?A. Strategic planningB. Workforce focusC. Customer and market focusD. LeadershipMalcolm Baldrige National Quality Award is an award established in 1987 to promote quality awareness, to recognize quality achievements of U.S. companies, and to publicize successful quality strategies.53. (p. 33) Which one of the following is NOT true of the Six Sigma process?A. The objective of the process is to create a total business focus on serving the customer.B. Training is an important component of the process.C. The process is one of seven categories evaluated within the Malcolm Baldrige Quality Award.D. The process involves measuring, analyzing, improving, and controlling processes once they have been brought within six quality standards.54. (p. 33) Which of following holds TRUE for lean thinking?A. It is a way to do more with less effort, time, equipment, and space.B. It is a way to compete for quality awards and certification.C. It includes offering no-frills goods and services to customers.D. It is working for zero inventories.55. (p. 34) The skills and motivation of a company's _____ labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.A. projectedB. secondaryC. externalD. internal56. (p. 34-37) Which of the following statements about the composition of the U.S. labor force in the next decade is TRUE?A. Labor force growth is greater than at any other time in U.S. history.B. The largest proportion of the labor force is expected to be in the 16-to-24-year age group.C. There will be fewer white males than minorities or women in the labor force.D. The number of "baby boom" workers will increase faster than any other age group.57. (p. 35) Which of the following statements about older workers is FALSE?A. Worker performance and learning are adversely affected by aging.B. The aging labor force means companies are likely to employ a growing share of older workers.C. An emerging trend is for qualified older workers to ask to work part-time or for only a few months at a time as a means to transition to retirement.D. Older employees are willing and able to learn new technology.58. (p. 37) Baby boomers:A. like the latest technology, are ambitious and goal-oriented, and seek meaningful work.B. want to be noticed, respected, and involved.C. tend to be uncomfortable challenging the status quo and authority.D. value unexpected rewards for work accomplishments, opportunities to learn new things, praise, recognition, and time with the manager.59. (p. 38) Regardless of their background, most employees' value:A. the ability to challenge the status quo.B. simplistic tasks requiring few skills.C. managerial positions.D. work that leads to self-fulfillment.60. (p. 38-39) To successfully manage a diverse workforce, managers need to develop all of the following skills EXCEPT:A. providing performance feedback that is based on values rather than objective outcomes.B. communicating effectively with employees from a wide variety of cultural backgrounds.C. coaching employees of different ages, educational backgrounds, ethnicity, physical ability, and race.D. recognizing and responding to generational issues.61. (p. 39) Managing cultural diversity involves:A. enforcing EEO rules.B. creating separate career tracks for employees with families.C. establishing a strong affirmative action policy.D. creating a workplace that makes it comfortable for employees of all backgrounds to be creative and innovative.62. (p. 39) How diversity issues are managed in companies has implications for all the following EXCEPT:A. knowing how to learn.B. creativity.C. retaining good employees.D. problem solving.63. (p. 39) Managing cultural diversity can provide a competitive advantage by:A. decreasing the number of available women and minorities in the company's labor pool.B. helping women and minorities understand they must conform to organizational norms and expectations.C. helping companies produce better decisions by including all employees' perspectives and analysis.D. identifying product markets on which the company should focus64. (p. 39) In managing cultural diversity, which of the following would improve the level of creativity thereby providing competitive advantage to an organization?A. Diversity of perspectives and less emphasis on conformity to norms of the past.B. Those with the best reputations for managing diversity will win the competition for the best personnel.C. An implication of the multicultural model for managing diversity is that the system will become less determinate, less standardized, and therefore more fluid.D. Heterogeneity in decisions and problem-solving groups potentially produces better decisions.65. (p. 39) Which of the following cultural diversity arguments states that companies with the best reputations for managing diversity will win the competition for the best personnel?A. System flexibility argumentB. Marketing argumentC. Employee attraction and retention argumentD. Problem-solving argument66. (p. 39) Diversity is important for tapping all of the following skills of employees EXCEPT:A. cultural skills.B. communication skills.C. creativity.D. homogeneous thinking.67. (p. 40) What areas of the legal environment have influenced HRM practices over the past 25 years?A. Equal employment opportunity, safety and health, pay and benefits, privacy, and job security.B. Executive compensation, pay and benefits, workers' compensation, safety and health, and job security.C. Product liability, workers' compensation, equal employment opportunity, safety and health, and labor relations.D. Equal employment opportunity, patent infringement, workers' compensation, safety and health, and job security.68. (p. 40-41) There will likely be continued discussion, debate, and possible legislation in all but one of the following areas in companies. Name the exception.A. Genetic testingB. Glass ceilingC. Employment-at-willD. Design of physical work environment69. (p. 41) Litigation involving job security will have a major influence on human resource management practices because:A. work rules, recruitment practices, and performance evaluation systems might falsely communicate lifetime employment agreements that the company does not intend to honor during layoffs.B. adjustments of test scores to meet affirmative action requirements are now illegal.C. employees now bear the burden of proof in discrimination cases.D. compensation awards for discrimination claims have increased.70. (p. 41) Which of the following is one of the four ethical principles of a successful company?A. Managers assume all responsibility for the actions of the company.B. It has a strong profit orientation.C. Customer, client, and vendor relationships emphasize mutual benefits.D. It does not produce products that can be used for violent purposes.71. (p. 42) Which legislation act sets new strict rules for business especially as regards accounting practices?A. Human Rights Act of 1994B. Reverse Discrimination Act of 1990C. Sarbanes-Oxley Act of 2002D. Corruption and Practices Act of 200072. (p. 43) Which of the following is NOT a standard that human resource managers must satisfy for practices to be ethical?A. Managers must treat employees as family.B. Human resource practices must result in the greatest good for the largest number of people.C. Employment practices must respect basic human rights of privacy, due process, and free speech.D. Managers must treat employees and customers equitably and fairly.73. (p. 45) Exporting jobs from developed to less developed countries is known as:A. insourcing.B. offshoring.C. importing.D. onshoring.74. (p. 47) Exporting jobs to rural parts of the United States is referred to as:A. insourcing.B. offshoring.C. importing.D. onshoring75. (p. 48) Which of the following statements about technology is FALSE?A. The Internet allows employees to locate and gather resources, including software, reports, photos, and videos.B. Technology does not allow older workers to postpone retirement.C. The Internet gives employees instant access to experts whom they can communicate with.D. Technology has made equipment easier to operate, helping companies cope with skill shortages.76. (p. 49) Which of the following is NOT typically true of work teams?A. They are used to increase employee responsibility and control.B. They use cross-training to give employees knowledge on a wide range of skills.C. They frequently select new team members and plan work schedules.D. They assume all of the activities reserved for managers such as controlling, planning, and coordinating activities.77. (p. 49) Which of the following is NOT recommended for supporting work teams?A. Reducing flexibility and interaction between employees to maintain high productivity.B. Giving employees formal performance feedback.C. Linking compensation and rewards with performance.D. Allowing employees to participate in planning changes in equipment, layout, and work methods.78. (p. 49) All of the following statements about cross training are true EXCEPT:A. it provides teams' maximum flexibility.B. it helps in measuring employees' performance.C. it trains employees in a wide range of skills.D. employees can fill any of the roles needed to be performed on the team.79. (p. 50) Company X has offices around the globe. Its teams are separated by time, geographic distance, culture and/or organizational boundaries, and almost rely exclusively on technology for interaction between team members. Its teams are:A. virtual teams.B. geographically-concentrated teams.C. lean teams.D. teleworker teams.80. (p. 50-51) Adaptive organizational structures emphasize:A. efficiency, decision making by managers, and the flow of information from top to bottom of the organization.B. a core set of values, and elimination of boundaries between managers, employees, and organizational functions.C. clear boundaries between managers, employees, customers, vendors, and the functional areas, and a constant state of learning.D. internal linking, external linking, diversification, and a core set of values.81. (p. 51) Which of the following is FALSE about high-involvement, adaptive organizational structures?A. Employees are in a constant state of learning and performance improvement.B. Employees are free to move wherever they are needed in a company.C. Line employees are trained to specialize in one job in order to maximize efficiency.D. Previously established boundaries between managers, employees, customers, and vendors are abandoned.82. (p. 51) Employees in geographically dispersed locations can work together in virtual teams using video, e-mail, and the Internet. This e-HRM implication refers to which aspect of HR?A. RecruitingB. Analysis and design of workC. SelectionD. Compensation and benefits83. (p. 52) From the manager's perspective, an HRIS can be used to perform primarily all but one of the following. Name the exception.A. Support strategic decision makingB. Avoid litigationC. Evaluate programs and policiesD. Motivate employees84. (p. 54) A(n) _____ is a series of indicators or metrics that managers and employees have access to on the company intranet or human resource information system.A. HR dashboardB. balanced scorecardC. web portalD. Intranet85. (p. 54) All of the following HR practices support high-performance work systems EXCEPT:A. employees participate in selection process.B. jobs are designed to use a variety of skills.C. employee rewards are related to company performance.D. individuals tend to work separately.86. (p. 56) Which one of the following is NOT associated with managing the human resource environment?A. Linking HRM practices to the company's business objectives.B. Identifying human resource requirements through human resource planning, recruitment, and selection.C. Ensuring that HRM practices comply with federal, state, and local laws.D. Designing work that motivates and satisfies the employee as well as maximizes customer service, quality, and productivity.87. (p. 56) Economic value is traditionally associated with all of the following EXCEPT:A. equipment.B. technology.C. facilities.D. HRM practices.88. (p. 57) A company's human resource acquisition requirements are influenced by all of the following EXCEPT:A. terminations.B. customer demands for products and services.C. motivation and satisfaction of employees.D. promotions.89. (p. 58) Managing the assessment and development of human resources involves all of the following EXCEPT:A. measuring employees' performance.B. creating an employment relationship and work environment that benefits both the company and the employee.C. recruiting employees and placing them in jobs that best use their skills.D. identifying employees' work interests, goals, and values, and other career issues.90. (p. 58) Besides interesting work, _____ are the most important incentives that companies can offer to its employees.A. training for future work rolesB. beneficial work environmentsC. support for nonwork activitiesD. pay and benefitsEssay Questions91. (p. 8) Name and discuss the competencies that HR professionals need.定义并讨论人力资源专业人员需要的能力1. Credible activist: delivers results with integrity, shares information, builds trusting relationships, and influences others, providing candid observation, taking appropriate risks.2. Cultural steward: facilitates change, develops and values the culture, and helps employees navigate the culture.3. Talent manager/organizational designer: develops talent, designs reward systems, and shapes the organization.4. Strategic architect: recognizes business trends and their impact on the business, evidence-based HR, and develops people strategies that contribute to the business strategy.5. Business ally: understands how the business makes money and the language of the business.6. Operational executor: implements workplace policies, advances HR technology, and administers day-to-day work of managing people.92. (p. 9-10) How has the role of HRM changed in recent years? Discuss three trends that are changing the HRM function. Why have these roles changed?近年来，HRM的角色发生了怎样的变化?讨论三个改变人力资源管理功能的趋势。

key termspension planscientific managementtask designcollective bargainingstaffoperational (line) departments job designhealth-care benefits organizational restructuring participative managementjob enrichment displacementHuaman Resource Management DisciplineIntranetOutsourcingOutplacementLabor law compliance Record keeping Unemployment compensation Benefits administrationJob descriptionExecutive compensaton Incentive payJob evaluationVacation-leave administration Retirement planProfit sharingStock planEmployee assistance program Relocation serviceSelf-serviceAttitude surveysLabor relationsWellnessPasychological contractJob postingPayroll administrationLine managerCost-benefit utility Occupational diseaseStress-related illnessesAdvancement systemTermination for causeReduction in forceSelection processTake bribesDemand kickbacksTake bribesDemand kickbacksReference checksBottom lineStrategic Human Resource ManagementHuman resource planningJob analysisBenefits administrationEmployee trainingPersonnel record keepingLegislative complianceLabor relationsJust-in-time inventory controlTotal quality managementCareer opportunitiesEmployment securityHR professionalQuality circlesOrganizational performanceDecentralizedEmpowermentHuman resource information systemMass-production systemEntrepreneurshipOrganizational learningPublic relationsDiversity managementEconnomies of scaleHuman resource planningHuman resource planning processHuman resource planning investigatingEmployee surplusDownsizingRequirement forecastLong-term trendQualifications inventorySkill inventorySuccession planningPromotionStaffingRecruitingEnvironmental scanningWork-force demographicsPerformance appraisalJobPositionOccupationTasksDutiesJob elementsJob analysis processJob analysis information sourcesJob familyCompensationJob designJob specificationPerformance standardsWork samplingQuestionnaire methodInterview methodObservation methodParticipant diary\logs methodTranslate the following sentences into English with the words/phrases given.1、通用电气公司近年来推出的企业内部培训计划令其他公司望尘莫及。

人力资源管理英文版第15版课后答案解析第一章：人力资源管理概述1. 什么是人力资源管理？人力资源管理是一种涵盖组织中员工招聘、培训、绩效管理、薪酬福利、员工关系等方面的综合管理活动。

其目标是通过合理利用员工的能力、激发员工的潜力，提高员工的工作动力和整体绩效，从而促进组织的发展和成功。

2. 人力资源管理的重要性是什么？人力资源管理对组织非常重要，它可以：•帮助组织招聘和留住优秀人才，提高人才储备和组织竞争力。

•提供员工培训和发展机会，从而提升员工的技能和绩效。

•设定合理的绩效评估和激励机制，激发员工的工作动力和创造力。

•维护和促进良好的员工关系，增强员工的凝聚力和组织认同感。

•管理员工的薪酬福利，确保公平公正，并满足员工的需求。

•遵守相关法律法规，规范组织的人力资源管理行为。

3. 人力资源管理的主要职能有哪些？人力资源管理的主要职能包括：•招聘和选择：确定组织的人力需求，制定招聘计划，并通过招聘、筛选和面试等环节来选择合适的员工。

•培训和发展：制定员工培训计划，并提供培训和发展机会，帮助员工提升技能和能力。

•绩效管理：设定绩效目标，进行绩效评估和激励，提供反馈和改进机会。

•薪酬福利：制定薪酬政策和福利计划，进行薪酬管理和福利管理。

•员工关系：管理员工关系，解决员工问题，促进员工参与和团队合作。

•法律合规：确保人力资源管理的合法合规，遵守相关法律和政策。

第二章：人力资源策略1. 什么是人力资源策略？人力资源策略是指在组织中制定和实施的关于人力资源管理的长期计划和目标。

它涉及确定组织的人才需求，制定合适的招聘、培训和绩效管理措施，以及设计薪酬福利体系和员工关系政策等。

2. 人力资源策略的制定过程有哪些？制定人力资源策略的主要过程包括：•分析环境：了解组织所处的内外部环境，包括市场竞争、劳动力市场、法律法规等因素。

•确定策略目标：根据分析结果，确定人力资源管理的长期目标和战略方向。

•实施策略：制定和实施具体的人力资源管理措施，如招聘、培训、绩效管理等。

中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech firms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not significantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are beneficial to the goals of the firms. Furthermore ,our findings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit e mployees’ in-role behaviors by providing financial and other non-financial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors.IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system.Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also influence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the fulfillment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these findings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have confirmed that violated psychological contracts negatively influence employees’ role behaviors while fulfilled psychological contracts have positive influences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systems and role behaviors. Our results will provide insights regarding the reason for HR sy stems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them specific inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HR system–employee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly.Psychological ContractsInitially, a psychological contract was defined as an implicit, unwritten agreement between parties to respect each other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the followi ng five characteristics: focus ,time frame, stability, scope, and tangibility. Specifically, transactional contracts focus on economic terms, have a specific duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges o f specified performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-specified performance terms. Empirical evidence supports not only the existence of these two different types of psychological contracts, but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly defined jobs,limited training efforts, relatively limited benefits, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts.Hypothesis 2Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such as HR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. In other words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HR systems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individual appropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-role and extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities of an assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide financial and other non-financial, but tangible inducements in exchange for employees’ in-role behaviors.The exchange of financial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive benefits in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that benefit the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. For this reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2005). In other words, to elicit employe es’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system–OCBs relationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs.MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2005).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech firms, and these firms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts significantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personalcontacts and a snowballing technique. All of these companies are publicly held companies or have employees numbering over one hundred. We distributed 75 survey packages to 60 high-tech firms. Each survey package contained an immediate manager questionnaire and five knowledge worker questionnaires. A cover letter for immediate managers attached to each survey package explained the objective of the survey, assured respondents of the confidentiality of their responses, and asked them to randomly select five subordinates to complete the knowledge worker questionnaires. Thirty-two survey packages were returned for a response rate of 42.67%. Specifically,we received questionnaires from 32 immediate managers and 146 knowledge workers from 25 high-tech firms. After deleting incomplete questionnaires and records with unmatched supervisor-worker dyads, we had data from 28 immediate managers and 127 knowledge workers from 25 high-tech firms,representing effective response rates of 47 and 42 percent.Eighty-seven percent of immediate managers were male. The average age was 40 years old, and respondents had on average 11 years (SD = 7.67) of experience in a high-tech field. Twenty-six percent of them had PhD degrees, 52% had master’s degrees, 9% had bachelor’s degrees, and 13% had vocational school diplomas. Compared to immediate managers, 68 percent of knowledge workers were male. The average age of the knowledge worker was 33 years old, with 80 months of work experience. Sixty-four percent of them were engineers, and 29% were R&D professionals. Ten percent had PhD degrees,42% had master’s degrees, 34% had bachelor’s degrees,and 14% had vocational school diplomas.MeasuresCommitment-based HR SystemLepak and Snell’s (2002) twenty-item scale was adopted to measure the extent to which an organiza tion’s HR system nurtured employee involvement and maximized the organization’s return on its HR investment. The original scale was in English. It was translated into Chinese and then back-translated into English (Brislin 1980) by two Chinese bilingual academics. We then gave the English and Chinese versions of the questionnaires to yet another Chinese academic (a professor of HRM) to check whether the Chinese version was accurate. The response scale ranged from 1 (strongly disagree) to 5 (strongly agree). These employees perform jobs that empower them to make decisions.DiscussionOur study contributes to both the human resource management and psychological contract literature in a number of ways. Research results indicated that commitment based HR systems would be significantly and positively associated with their in-role behaviors and OCBs, addingto our understanding of the relationship between HR systems and role behaviors. The results further indicated that relational psychological contracts mediate the relationship between commitment-based HR systems and role behaviors. In other words, when a firm adopts a commitment-based HR system concerning its knowledge workers, the knowledge workers might perceive that they have open-ended employment arrangements based upon mutual trust, thereby, are willing to perform higher level in-role behaviors and OCBs. This finding not only empirically supports Wright and Boswell’s (2002) contention that psychological contracts can be best viewed as the linking mechanism between HR systems and employee behaviors, but also provides a possible explanation as to how a commitment-based HR system influences knowledge workers’ role behaviors.译文：心理契约关于人力资源与行为角色的中介作用：多层次的分析摘要目的：这个研究的目的是剖析心理契约关于人力资源与行为角色的中介作用。