recruitment and selection-F

以章节为顺序一、人力资源管理:(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive) / i`gzekjutiv职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)二、外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity)三、工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)四、人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS)五、招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)六、选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)七、组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD) 培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)八、企业文化与组织发展企业文化:(corporate culture)组织发展:(organization development,OD)调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM)团队建设:(team building)九、职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)十、绩效评价绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)3600反馈:(360-degree feedback)叙述法:(essay method)集中趋势:(central tendency)十一、报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation)非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method) 工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)十二、福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)十三、安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)十四、员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)以开头字母为顺序16PF 卡特尔16 种人格因素测试360-degree appraisal 360 度评估360-degree feedback 360 度反馈7S 7S 原则/模型New 7S 新7S 原则/模型80/20 principle 80/20 法则AAR-After Action Review 行动后学习机制Ability Test 能力测试Ability of Manager 管理者的能力Absence Management 缺勤管理Absence rate 缺勤率Absent with leave 因故缺勤（被）许可缺勤Absent without Leave 无故缺勤擅离职守Absenteeism 缺勤Accelerating Premium 累进奖金制Accident Frequency 事故频率Accident Insurance 意外伤害保险Accident Investigation 事故调查Accident Loss 事故损失Accident Prevention 事故预防Accident Proneness 事故（频发）倾向Accident Severity 事故严重程度Accident Severity Rate 事故严重率Accident Work Injury 工伤事故Achievement Need 成就需求Achievement Test 成就测试Action Learning 行动（为）学习法Action Research 行动研究Active Practice 自动实习Adjourning 解散期解散阶段Administer 管理者Administrative Level 管理层次Administrative Line 直线式管理ADR-Alternative Dispute Resolution 建设性争议解决方法Adventure learning 探险学习法Adverse Impact 负面影响Advertisement Recruiting 广告招聘Affective Commitment 情感认同Affiliation Need 归属需求Affirmative Action 反优先雇佣行动Age Composition 年龄结构Age Discrimination 年龄歧视Age Retirement 因龄退休Agreement Content 协议内容ALIEDIM 费茨帕特里克出勤管理模型Allowance 津贴Alternative Ranking Method 交替排序法Amoeba Management 变形虫式管理Analytic Approach 分析法Annual Bonus 年终分红Annual Leave 年假Annuity/Pension 退休金Applicant-Initiated Recruitment 自荐式招聘Application Blank 申请表Appraisal Feedback 考评反馈Appraisal Interview 考评面谈Appraisal Standardization 考评标准化Appraiser Training 考评者培训Apprenticeship Training 学徒式培训Arbitration/Mediation 仲裁Assessment Center 评价中心ATS-Applicant Tracking System 求职跟踪系统Attendance 考勤Attendance Incentive Plan 参与式激励计划Attendance Rate 出勤率Attitude Survey 态度调查Attribution Theory 归因理论Audiovisual Instruction 视听教学Authority 职权Availability Analysis 可获性分析Availability Forecast 供给预测Background Investigation 背景调查Balance-Sheet Approach 决算表平衡法Bargaining Issue 谈判问题BARS-Behaviorally Anchored Rating Scale Method 行为锚定等级法Basic Skill 基础技能Behavior Modeling 行为模拟Behavior Modification 行为矫正疗法Behavioral Description Interview 工作方式介绍面试Behavioral Rating 工作方式考核法BEI-behavior event interview 行为事件访谈法Benchmark Job 基准职位Benchmarking Management 标杆管理Benefit Plan 福利计划Benefit/Welfare 福利BFOQ-Bona Fide Occupational Qualification 实际职业资格Biological Approach 生物型工作设计法Board Interview 会议型面试BOS-Behavior Observation Scale 行为观察量表Borter-Lawler's theory of Expectency 波特—劳勒期望激励理论Bottom-Line Concept 底线概念Boundaryless Organizational Structure 无疆界组织结构Bounded Rationality 有限理性Brainstorm Ideas 头脑风暴法Broadbanding Pay Structure 扁平薪资结构BSC-balanced scorecard 平衡计分卡Burnout 精力耗尽Business Necessity 经营上的必要性Cafeteria-Style Benefit 自助式福利CAI-Computer-assisted Instruction 电脑辅助指导Campus Recruiting 校园招聘Candidate-Order Error 侯选人次序错误Career Anchors 职业锚/职业动机Career Counseling 职业咨询Career Curve 职业曲线Career Cycle 职业周期Career Development Method 职业发展方法Career Path 职业途径Career Path Information 职业途径信息Career Planning 职业规划career plateau 职业高原Career Stage 职业阶段Career Training 专业训练职业训练Career-Long Employment 终身雇佣制Case Studay Training Method 案例研究培训法CBT-Computer Based Training 以计算机为载体的培训Central Tendency 居中趋势CIPP-Context,Input,Process,Product CIPP 评估模型CIRO-Context Evaluation,Input Valuation,Reaction Evaluation,Output Evaluation CIRO 培训评估模式CIT-Critical Incident Technique 关键事件技术Classification Method 分类法Classroom Training 课堂培训Closed Shop 闭门企业CMI-Computer-managed Instruction 电脑管理指导Coaching 辅导教练Co-Determination 共同决策制Coercive Power 强制权力Cognitive Aptitude Test 认知能力测试Cohesiveness 凝聚力Colleague Appraisal 同事考评Collective Bargaining 劳资谈判Comparable Worth 可比价值Comparative Appraisal Method 比较评估法Compensable Factor 报酬要素Compensation & Benefit 薪酬福利Compensation Committee 报酬委员会Compensatory Time Off 补假Competence-Based Interview 基于能力的面试Competency Assessment 能力评估Competency 胜任特征Competency Model 胜任特征模型Competency-Based Education and Training 能力本位教育与训练Competency-Based Pay/Skill-Based Pay 技能工资Complex 情结Compressed Workweek 压缩工作周Compulsory Binding Arbitration 强制性仲裁Computerized Career Progression System 电脑化职业生涯行进系统Computerized Forecast 电脑化预测Conceptual Skill 概念性技能Conciliation 调解Concurrent Validity 同期正当性Conference Method 会议方法Conflict 冲突Conflict Management 冲突管理Construct Validity 结构效度Constructive Discharge 事实上的解雇Content Validity 内容效度Contractual Right 契约性权利Contrast Error 比较性错误Contributory Plan 须付费的退休金计划Coordination Training 合作培训Copayment 共同付费Core Competency 核心竞争力Core Value 核心价值观Core Worker 核心员工Core Workforce 核心工作团队Corporate Culture 企业文化Corporate Identity 企业识别Corporate Image 企业形象Correlation Analysis 相关分析Cost Per Hire 单位招聘成本Criterion-Related Validity 标准关联效度Critical Job Dimension 关键性工作因子Cross-Functional Training 跨功能训练Cross-Training 岗位轮换培训Culture Shock 文化冲突Cumulative Trauma Disorder 累积性工伤Cutoff Score 录用分数线Cyclical Variation 循环变动Decertification 取消认可Defined Benefit Plan 固定收益制Delphi Analysis 德尔菲分析Deutero Learning 再学习Differential Piece Rate 差额计件工资Dimission 离职Dimission Interview 离职面谈Dimission Rate 离职率Disciplinary Action 纪律处分Discriminant Analysis 判别分析dismissal reason 解雇理由disparate impact 差别性影响disparate treatment 差别性对待distribute bonus/profit sharing 分红distributive bargaining 分配式谈判distributive justice 分配公正diversity management 多样性管理diversity training 多样化培训division structure 事业部结构Double-Loop Learning 双环学习Downsizing 裁员DTL-Decision Tree Induction 决策树归纳法Dual Career Path 双重职业途径dust hazard 粉尘危害EAP-Employee Assistance Program 员工帮助计划Early Retirement 提前退休Early Retirement Factor 提前退休因素Early Retirement Window 提前退休窗口Earnings 薪资Economic Strike 经济罢工Education 学历Education Subsidy 教育津贴EEO-Equal Employment Opportunity 公平就业机会EEOC-Equal Employment Opportunity Commission 公平就业机会委员会Effect Factors of Career Planning 职业规划影响因素Effect Factors of Development 开发影响因素Effective Coaching Technique 有效的训练方法Effective Working Hour 有效工时Efficiency of Labor 劳动效率Efficiency Wage 效率工资Ego-Involvement 自我投入E-Learning 网络化学习Election Campaign 选举活动Electronic Meeting 电子会议Emotional Appeal 感召力Employee Attitude Surveys 员工态度调查Employee Career Management 员工职业生涯管理Employee Consultation Services 员工咨询服务Employee Equity 员工公平Employee Leasing 员工租借Employee Involvement 员工参与Employee Manual 员工手册Employee Orientation 员工向导Employee Ownership 员工所有制Employee Polygraph Protection Act 《雇员测谎保护法案》[美] Employee Potential 员工潜能Employee Referral 在职员工推荐Employee Retirement Income Security Act 《职工退休收入保障法》[美] Employee Safety and Health 员工安全和健康Employee Security 员工安全Employee Security Measures 员工安全措施Employee Self-Service 员工自助服务Employee Services Benefits 员工服务福利Employee Skill 员工技能Employee Stock Ownership Trust 企业员工持股信托Employee Surplus 员工过剩Employee Survey 员工测评Employee Training Method 员工培训方法Employee Turnover 员工流动Employee Turnover Rate 员工流动率Employee Under Training 受训员工Employee-Centered Job Redesign 以员工为中心的工作再设计Employees Bonus 雇员红利Employer Unfair Labor Practices 雇主不当劳动行为Employment 雇用Employment Agency 职业介绍所Employment Application Form 应聘申请表Employment at will 自由就业Employment Consultant 招聘顾问Employment Contract Renewal 雇用合同续签Employment Diseases 职业病Employment History 工作经历Employment Objective 应聘职位Employment Offer/Enrollment 录用Employment Relationship 员工关系Employment Separation Certificate 离职证明书Empowerment 激励自主Entitlement 授权法EQ-Emotional Quotient 情感智商EPA-Equal Pay Act 《平等工资法案》Equal Pay For Equal Work 同工同酬Equity Theory 公平理论E-Recruit 网络招聘ERG theory ERG 理论ERM-Employee Relationship Management 员工关系管理ERP-Enterprise Resource Planning 企业资源计划ESOP-Employee Stock Ownership Plan 员工持股计划Essay Method 叙述法ETS-Environmental Tobacco Smoke 工作场所吸烟问题E-Survey 电子调查Evaluation Criterion 评价标准Excellent Leader 优秀领导Executive Ability 执行力Executive Compensation 管理层薪资水平Executive Development Program 主管发展计划Executive Director 执行董事Executive Management 行政管理Executive Marketing Director 市场执行总监Executive Recruiters 高级猎头公司Executive Salaries 管理层工资Exempt Employee 豁免员工Exit Interview 离职面谈Expectancy Theory 期望理论Expectation 期望值Expected Salary 期望薪水Experimental Method 实验法Experimental Research 试验调查Expiry of Employment 雇用期满Exploit of HR 人力资源开发External Costs 外部成本External Employment 外部招聘External Environment of HR 人力资源外部环境External Equity 外部公平External Labor Supply 外部劳力供应External Recruiting Sources 外部招聘来源External Recruitment Environment 外部招聘环境Extra Work 加班Extrinsic Rewards 外部奖励Face Validity 表面效度Factor Comparison Method 因素比较法Fair Labor Standards Act 《公平劳动标准法案》Family and Medical Leave Act 《家庭和医疗假期条例》[美] Fiedler Contingency Model 费德勒的权变模型First Impression Effect 初次印象效应Five-Day Workweek 每周五天工作制Fixed Term Appointment 固定期聘用Fixed Term Contract 固定任期合同Fixed Term Staff 固定期合同工FJA-Functional Job Analysis 功能性工作分析法Flat Organizational Structure 扁平化组织结构Flex Place 弹性工作地点Flex Plan 弹性工作计划flex time 弹性工作时间Flexible Benefits Program 弹性福利计划Forced Distribution Method 强制分配法Forced-Choice Method 强迫性选择法Formal Organization 正式组织Front-Line Manager 基层管理人员Full-Time 全职Function 职能Function of HRM 人力资源管理职能Functional Conflict Theory 冲突功能理论Functional Department 职能部门Funeral Leave 丧假Fundamental Attribution Error 基本归因误差Gain-Sharing Plan 收益分享计划Gang Boss 领班/小组长Gantt Charts 甘特图GATB-General Aptitude Test Battery 普通能力倾向成套测验General Union 总工会Given Role Playing 角色定位演示法Glass Ceiling 玻璃天花板Goal Conflict 目标冲突GOJA-Guidelines Oriented Job Analysis 指导性工作分析Golden Handshake 黄金握别Golden Parachute 黄金降落伞Graphic Rating Scale 图尺度评价法Grievance Mediation 抱怨调解Grievance Procedure 抱怨程序Gross Pay/Total Payroll 工资总额Group Appraisal 小组评价Group/Team Bonus 团体/小组奖金Group Congeniality/Cohesiveness 群体凝集力Group Life Insurance 团体人寿保险Group Pension Plan 团体退休金计划Group Piece Work 集体计件制Guaranteed Employment Offer 雇用信H．C．Gantt Premium System 甘特奖励工资制H．Emerson Premium System 艾末生奖励工资制Halo Effect 晕轮效应Halseys Premium System 哈尔赛奖励工资制Handwriting Analysis 笔迹分析法Headhunting 猎头Health Insurance 健康保险H-Form/Holding Company H 型结构Hierarchy of Needs Theory 需要层次理论High Performance Organization 高绩效组织High-Performance Work System 高绩效工作系统HMO-Health Maintenance Organization 健康维护组织Holiday Pay 假日薪水Home/Family Leave 探亲假Horizontal Career Path 横向职业途径Hot Stove Rule 热炉规则Housing/Rental Allowance 住房补贴HR Generalist 人力资源通才HR Information System 人力资源信息系统HR Manager 人力资源经理HR Officer 人力资源主任HR Policy 人力资源政策HRCI-Human Resource Certification Institute 人力资源认证机构HRD Appraisal 人力资源开发评价HRD Intermediary 人力资源开发媒介HRD Process 人力资源开发过程HRD-Human Resource Development 人力资源开发HRM-Human Resource Management 人力资源管理HRP-Human Resource Planning 人力资源规划Human Relations Movement 人际关系运动Hygiene Factor 保健因素Hypnosis 催眠Ill-Health Retirement 病退In-Basket Training 篮中训练Incentive Compensation/Reward Payment/Premium 奖金Incentive Plan 激励计划Incentive-Suggestion System 奖励建议制度Incident Process 事件处理法Independent Contractor 合同工Indirect Financial Compensation 间接经济报酬Individual Incentive Plan 个人奖金方案Individual Income Tax 个人所得税Individual Interview 个别谈话Individual Retirement Account 个人退休账户Industrial Injury Compensation 工伤补偿Industrial Union 产业工会Informal Communication 非正式沟通Informal Organization 非正式组织In-House Training 在公司内的培训Initial Interview 初试Insurance Benefit 保险福利Internal Environment of HR 人力资源内部环境Internal Equity 内部公平Internal Growth Strategy 内部成长战略Internal Job Posting 内部职位公开招聘Internal Recruitment 内部招聘Internal Recruitment Environment 内部招聘环境Interpersonal Skill 人际交往能力Interview Appraisal 面谈考评Interview Content 面试内容Interview Method 访谈法Interview Objective 面试目标Interview Planning List 面试计划表Intrinsic Reward 内在奖励Jack Welch's Management 韦尔奇式管理JAS-Job Analysis Schedule 工作分析计划表Job 工作、职业Job Account 工作统计Job Action 变相罢工(如怠工、放慢速度等) Job Aid 工作辅助Job Assignment 工作分配Job Analysis 工作分析Job Analysis Formula 工作分析公式Job Analysis Methods 工作分析方法Job Analysis Information 工作分析信息Job Analysis Process 工作分析流程JAP-Job Analysis Program 工作分析程序法Job Attitude 工作态度Job Bidding 竞争上岗Job Card 工作单Job Characteristic 工作因素Job Characteristics Model 工作特性模式Job Classification 职位分类Job Clinic 职业问题咨询所Job Code 工作编号，职位编号Job Context 工作背景Job Description 职位描述，工作说明Job Design 工作设计Job Enlargement 工作扩大化Job Enrichment 工作丰富化Job Evaluation 工作评估Job-Family 工作群Job Identification 工作识别Job Involvement 工作投入Job Inventory 工作测量表Job Knowledge Test 业务知识测试Job Morale 工作情绪Job Performance 工作表现Job Plan 工作计划Job Posting 公开招聘Job Pricing 工作定价Job Qualification and Restriction 工作任职条件和资格Job Redesign 工作再设计Job Rotation 工作轮换Job Satisfaction 工作满意度Job Security 工作安全感Job Scope 工作范围Job Sharing 临时性工作分担Job Specialization 工作专业化Job Specification 工作要求细则Job Standard 工作标准Job Stress 工作压力Job Surrounding 工作环境Job Time Card 工作时间卡Job Vacancy 职业空缺，岗位空缺Job-hop 跳槽频繁者Job-posting system 工作告示系统JTPA-Job Training Partnership Act 《职业培训协作法》J．S．Adams Equity Theory 亚当斯的公平理论Junior Board 初级董事会Johari Window 约哈瑞窗户Just Cause 正当理由Karoshi 过劳死Keogh Plan 基欧计划KPI-key Process Indication 企业关键业绩指标Kirkpatrick's Four-level Model of Evaluation 四阶层评估模型Knowledge Database 知识数据库Knowledge Management 知识管理KSA－knowledge ,skill, attitude 知识，技能，态度Labor Clause 劳工协议条款Labor Condition 劳动条件Labor Contract 劳动合同，雇佣合同Labor Contract Renewal 劳动合同续签Labor Cost 劳动成本Labor Demand Forecast 劳动力需求预测Labor Discipline 劳动纪律Labor Dispute 劳动纠纷Labor Exchange/Employment Agency 职业介绍所Labor Handbook 劳动手册Labor Insurance 劳保Labor Laws 劳动法Labor Management Relations Act 《劳动关系法》Labor Market 劳动力市场Labor Protection 劳动保护Labor Rate Variance 工资率差异Labor Redundance 劳动力过剩Labor Relation 劳动关系Labor Relation Consultant 劳工关系顾问Labor Relations Process 劳工关系进程Labor Reserve 劳动力储备Labor Shortage 劳动力短缺Labor Stability Index 人力稳定指数Labor Wastage Index 人力耗损指数Labor/Trade Union 工会Labor/Working Hour 人工工时Labor-Management 劳动管理Lateral Communication 横向沟通Lateral Thinking 横向思维Layoff 临时解雇Layoff Process 临时解雇程序Leader Attach Training 领导者匹配训练Leaderless Group Discussion 无领导小组讨论法Leader-Member Exchange Theory 领导者-成员交换理论Leader-Member Relation 上下级关系Leader-Participation Model 领导参与模式Leadership 领导能力Learning Curve 学习曲线Learning Organization 学习型组织Learning Performance Test 学习绩效测试Legitimate Power 合法权力Level-to-Level Administration 分级管理Life Cycle Theory of Leadership 领导生命周期理论Life Insurance 人寿保险Likes and Dislikes Survey 好恶调查表Limitation Factors of PA 考评的限制因素Line Manager 直线经理Line Authority 直线职权Line-Staff Relationship 直线参谋关系Line Structure 直线结构Loaned Personnel 借调人员Lockout 停工闭厂Locus of Control 内外控倾向Long Term Trend 长期趋势Long-Distance Education 远程教育Long-Range Strategy 长期策略Long-Term Contract 长期合同Lower Management 基层管理Lower-Order Need 低层次需求Lump Sum Bonus/Pay Incentive 绩效奖金Lump-Sum Merit Program 一次性总付绩效报酬计划Managed Care 有控制的医疗保健Management As Porpoise 海豚式管理Management Assessment Center 管理评价中心Management by Walking About 走动管理Management Development 管理层开发Management Development of IBM IBM 的管理层开发Management of Human Resource Development 人力资源开发管理Management Psychology 管理心理学Management Right 管理权Management Risk 管理风险Management Tool 管理工具Management Training 管理培训Managerial Art 管理艺术Managerial Authority 管理权威Managerial Function 管理职能Managerial Grid Theory 管理方格理论Mandated Benefit 强制性福利Mandatory Bargaining Issue 强制性谈判项目Marital Status 婚姻状况Market Price 市场工资Markov Analysis 马尔可夫分析过程Marriage Leave 婚假Massed Practice 集中练习集中学习Matrix Structure 矩阵结构MBO-Management By Objective 目标管理MBTI-Myers-Briggs Type Indicator 迈尔斯—布里格个性类型测量表Mc-Clelland's Theory of Needs 麦克里兰需要理论McDonnell-Douglas Test 麦当纳道格拉斯法Mechanistic Approach 机械型工作设计法Mediator/Negotiator 调解人Medical Insurance 医疗保险Medical/Physical Ability Inspection/Physical Ability Test 体检Membership Group 实属群体Mental Ability Test 逻辑思维测试Mentor 指导者Mentoring 辅导制Mentoring Function 指导功能Merit Pay 绩效工资Merit Raise 绩效加薪Metrics-Driven Staffing Model 标准驱动招聘模式Mid-Career Crisis Sub Stage 中期职业危机阶段Minimum Wage 最低工资Mission Installation Allowance 出差津贴Mixed-Standard Scale Method 多重标准尺度法Motivation 激励Motivational Approach 激励型工作设计法Motivational Factor 激励因素Motivational Pattern 激励方式Motivation-hygiene Theory 激励保健论MPS-Motivating Potential Score 激励潜能分数Multidivisional Structure M 型结构Multimedia Technology 多媒体技术Multiple Cutoff Model 多切点模式Multiple Hurdle Model 跨栏模式National Culture 民族文化National Union ( 国家)总工会Needs Assessment 需求评估Negligent Hiring 随意雇佣Nepotism 裙带关系Network Career Path 网状职业途径Networking 网络化（组织）NGT-Nominal Group Technique 群体决策法No Financial Compensation 非经济报酬Noncontributory Plan 非付费退休金计划Nondirective Interview 非定向面试Nondiscrimination Rule 非歧视性原则Nonexempt Employee 非豁免的员工Nonverbal Communication 非言语沟通No-Pay Study Leave 无薪进修假期Normal Retirement 正常退休Normative Analysis 规范分析法No-Smoking Rule 禁烟规定object teaching 实物教学,直观教学observation method 观察法occupational choice 职业选择occupational disease 职业病occupational environment 职业环境occupational guidance 职业指导,就业指导Occupational Health &Safety Training 职业安全与卫生培训occupational market condition 职业市场状况occupational mobility 职业流动性occupational outlook handbook 职业展望手册offer letter 录用通知书off-the-job training 脱产培训Ombudsperson 督察专员OMS-Occupational Measurement System 职业测定系统on boarding training 入职培训on-the-job training 在职培训open-door policy 门户开放政策opinion survey 意见调查organization 组织organization change and development 组织变革与发展organization character 组织特征organization design 组织设计organization development appraisal 组织发展评价organization development method 组织发展方法organization environment 组织环境organization goal 组织目标organization renewal 组织革新organization size 组织规模organization structure 组织结构organizational analysis 组织分析organizational authority 组织职权organizational career planning 组织职业规划organizational citizenship behavior 组织公民行为organizational climate 组织气候organizational commitment 组织认同感organizational diagnosis 组织诊断organizational function 组织职能organizational level 组织层次organizational merger 组织合并organizational orientation 组织定位organizational/job stress 组织/工作压力organization-centered career planning 以企业为中心的职业计划organized administration 组织管理orientation 岗前培训orientation objective 岗前培训目标orientation period 岗前培训阶段OSHA standard 美国职业安全与健康局/职业安全与健康法案标准out placement 岗外安置oversea assignment 海外工作overtime hour 加班工时overtime wage 加班工资overtime work 加班paired comparison method 配对比较法panel/group interview 小组面试PA-Performance Analysis 绩效分析Parkinson's Law 帕金森定律participant diary 现场工人日记participative management 参与式管理part-time job 兼职PAS-Performance Appraisal 绩效评估体系pattern bargaining 模式谈判patterned behavior description interview 模式化行为描述面试pay calculation 工资结算pay card 工资卡pay cheque/employee paycheck 工资支票pay compression 压缩工资Pay day 发薪日pay equity 报酬公平pay freeze 工资冻结pay grade 工资等级pay period 工资结算周期pay range 工资幅度pay rate 工资率pay rate adjustment 工资率调整pay secrecy 工资保密pay slip/envelop 工资单pay survey 薪酬调查pay/salary rate standard 工资率标准payroll system 工资管理系统Payroll tax 工资所得税payroll/wage analysis 工资分析payroll/wage form 工资形式payroll/wage fund 工资基金pension plan 退休金计划pension/retirement benefit 退休福利people-first value " 以人为本"的价值观perceptual-motor approach 知觉运动型工作设计法performance appraisal 绩效评估performance appraisal interview 绩效评估面谈performance appraisal objective 绩效评估目标performance appraisal period 考评期performance appraisal principle 绩效评估原则performance feedback 绩效反馈performance management system 绩效管理制度performance standard 绩效标准performance-reward relationship 绩效与报酬关系periodic salary adjustment 定期薪资调整permissive management 放任式管理personal character 个人性格,个性personal grievance 个人抱怨personal information record 人事档案personal leave 事假personality test 个性测试Personality-Job Fit Theory 性格与工作搭配理论personnel selection 选拔personnel test 人格测验品格测验Peter M. Senge's Theory of Learning Organization 彼德．圣吉的学习型组织理论physiological need 生理需要piece-rate system 计件工资制pink slip 解雇通知point method 因素计点法polygraph test 测谎测试position analysis questionnaire 职位分析问卷法position description 职位描述position vacant 招聘职位positional level 职位层次positional title 职称post wage system 岗位工资制power distance 权力距离practice 实习predictive validity 预测效度premium plan/incentive system/reward system 奖金制pre-natal/maternity leave 产假prescribed group 正式群体primary welfare 基本福利privacy right 隐私权prize contest 奖励竞争probationary term/probation period 试用期problem-solving team 问题解决团队procedural justice 过程正义process benchmarking 流程标杆管理professional certificate 职业资格证书professional competence/capacity 专业能力professional ethics 职业道德professional examination 专业考试professional liability insurance 职业责任保险professional manager 职业经理人profit-sharing plan 利润分享计划programmed instruction 程序教学projective personality test 人格投射测试promote/demote 晋升/降职protected group 受保护群体psychic reward 精神奖励psychoanalysis 心理分析psychological characteristic/feature 心理特征psychological contract 心理/精神契约psychological factor 心理因素psychological goal 心理目标psychological phenomenon 心理现象psychological test/psychometry 心理测验心理测试psychomotor abilities test 运动神经能力测试quality circles 质量圈quantity of applicant 侯选人数量questionnaire method 问卷调查法quit rate 离职率Race Discrimination 种族歧视Ranking Method 排序法Rater Bias 评估偏差Rating Certificate 等级证书Ratio Analysis 比率分析法Realistic Job Preview 实际岗位演习Reality Shock 现实冲击Reallocate 重新安排重新分配Recommend 员工推荐Recreation Leave Allowance 休假津贴Recreation/Sabbatical Leave 休假Recruiter 招聘人员Recruitment 招聘Recruitment Ditch 招聘渠道Recruitment Examination 招聘考试Recruitment Method 招聘方法Recruitment Optional Program 招聘备择方案Recruitment Task Guide 招募工作指导Red-Circled Employee 红圈员工Reducing Accident 减少事故Reducing Burnout 减少衰竭Reengineering the Corporation 企业再造Reference Check 个人证明材料检查Refusing Applicant 拒绝求职者Regency Effect 近因性错误Regression Analysis 回归分析Regular Earning/Pay/Wage 固定工资Regular Incentive 常规奖励Rehiring 回聘Reinforcement Theory 强化理论Reliability Evaluation 信度评估Renege 违约Replacement Cost 重置成本Requirement Identification 需求识别Requisite Task Attributes Theory 必要任务属性理论Resignation 辞职Resume 简历Resume Inventory 简历数据库Resumption from Leave 销假Retiree System 退休制度Retirement 退休Retirement Age 退休年龄Retirement Fund 退休基金Return of Talent 人才回流Rewarding by Merit/Pay According to Work 业绩报酬Right to Rest and Leisure 休息权Risk Pay Planning 风险工资计划Rokeach Values Survey 罗克奇价值观调查表Role Ambiguity 角色模糊Role Behavior 角色行为Role Conflict 角色冲突Role Playing 角色扮演Roles of HRM 人力资源管理角色Roll-Down Training 自上而下分级培训法Safety Director 安全负责人Safety Inspection 安全检验Safety Measure 安全措施Safety Program 安全方案Safety Training 安全培训Salary Administration 薪水管理Salary Band/Range 薪水范围Salary Survey 薪资调查。

在外企做人力资源，这些英语一定要学会一、人力资源管理：Human Resource Management，HRM人力资源经理：human resource manager高级管理人员：executive职业：profession道德标准：ethics专员：specialist人力资源认证协会：the Human Resource Certification Institute，HRCI二、外部环境：external environment内部环境：internal environment政策：policy使命：mission股东：shareholders非正式组织：informal organization跨国公司：multinational corporation，MNC管理多样性：managing diversity三、工作：job职位：position工作分析：job analysis工作说明：job description工作规范：job specification工作分析计划表：job analysis schedule，JAS管理职位分析问卷调查法：Management Position Description Questionnaire，MPDQ 行政秘书：executive secretary四、人力资源计划：Human Resource Planning，HRP战略规划：strategic planning长期趋势：long term trend需求预测：demand forecast供给预测：availability forecast管理人力储备：management inventory裁员：downsizing人力资源信息系统：Human Resource Information System，HRIS 五、招聘：recruitment员工需求申请表：employee requisition招聘方法：recruitment methods内部提升：Promotion From Within，PFW职位公告：job posting广告：advertising职业介绍所：employment agency特殊事件：special events实习：internship六、选择：selection选择率：selection rate简历：resume标准化：standardization有效性：validity客观性：objectivity规范：norm录用分数线：cutoff score准确度：aiming业务知识测试：job knowledge tests求职面试：employment interview非结构化面试：unstructured interview结构化面试：structured interview小组面试：group interview职业兴趣测试：vocational interest tests会议型面试：board interview七、组织变化与人力资源开发人力资源开发：Human Resource Development，HRD 培训：training开发：development新员工培训：orientation训练：coaching辅导：mentoring经营管理策略：business games案例研究：case study会议方法：conference method角色扮演：role playing工作轮换：job rotating在职培训：on-the-job training，OJT媒介：media八、企业文化与组织发展企业文化：corporate culture组织发展：organization development，OD调查反馈：survey feedback质量圈：quality circles目标管理：management by objective，MBO全面质量管理：Total Quality Management，TQM 团队建设：team building九、职业计划与发展职业：career职业计划：career planning职业道路：career path职业发展：career development自我评价：self-assessment职业定位：career anchors十、绩效评价绩效评价：Performance Appraisal，PA小组评价：group appraisal业绩评定表：rating scales method关键事件法：critical incident method排列法：ranking method平行比较法：paired comparison硬性分布法：forced distribution method晕圈错误：halo error宽松：leniency严格：strictness360反馈：360-degree feedback叙述法：essay method集中趋势：central tendency十一、报酬与福利报酬与福利：compensation and benefits直接经济报酬：direct financial compensation间接经济报酬：indirect financial compensation非经济报酬：non-financial compensation公平：equity外部公平：external equity内部公平：internal equity员工公平：employee equity小组公平：team equity工资水平领先者：pay leaders现行工资率：going rate工资水平居后者：pay followers劳动力市场：labor market工作评价：job evaluation排列法：ranking method分类法：classification method因素比较法：factor comparison method评分法：point method海氏指示图表个人能力分析法：Hay Guide Chart-profile Method 工作定价：job pricing工资等级：pay grade工资曲线：wage curve工资幅度：pay range十二、福利和其它报酬问题员工股权计划：employee stock ownership plan，ESOP 交通补助：travel allowance奖金：bonus分红制：profit sharing十三、安全与健康的工作环境安全：safety健康：health频率：frequency rate紧张：stress角色冲突：role conflict催眠法：hypnosis酗酒：alcoholism十四、员工和劳动关系工会：union地方工会：local union行业工会：craft union产业工会：industrial union全国工会：national union谈判组：bargaining union集体协定：collective bargaining仲裁：arbitration罢工：strike内部员工关系：internal employee relations纪律：discipline纪律处分：disciplinary action降职：demotion调动：transfer晋升：promotion外企生存十大必备英语单词1、Performance (n.)人业绩、表现His performance this month has been less than sat isfactory.他这个月的业绩不是很令人满意。

最准确银行常用单词中英文对照第一篇：最准确银行常用单词中英文对照本外币活期存款 RMB/foreign currency current deposit、本外币定期存款RMB/foreign currency time deposit 本外币通知存款RMB/foreign currency call deposit 协定存款 agreement deposit 固定资产贷款fixed asset loan 房地产开发贷款housing developing loan 单位流动资金贷款 working capitals loan 转贷款 transfers loan 银团贷款syndicated loan 委托贷款entrusted loan 票据贴现bill discount 证券公司股票质押贷款stock mortage loan 进口押汇import finance 出口押汇 export finance 打包贷款 packaging loan 外币存单质押贷款foreign exchange deposit certificate mortage loan 现金收付业务 cash/non-cash receiving and paying 银行汇票banks bill of exchange 银行本票banks promissory note 支票check 商业汇票commercial bill of exchange 汇兑（信汇、电汇）transfers（mail transfers、telegraphic transfers）票据承兑acceptance of bill 资信证明业务credit proof 代发工资wages paying 代理发行 agency of issuing 兑付债券 redeeming bond 代收公用事业费public utility charge collection 网上银行业务online banking 进口开证import letter of credit 进口代收import collection 出口信用证通知 advice of export letter of credit 出口信用证议付negotiation of export letter of credit 出口托收export collection 外汇光票托收 foreign exchange bill collection 外汇汇入汇款 foreign exchange outgoing remittance 外汇汇出汇款 foreign exchange incoming remittance 提货担保 shipping guarantee 银行保函 letter of guarantee 备用信用证standly letter of credit 结售汇money exchange 活期储蓄 current saving 定期储蓄 time saving 个人通知存款 individual call deposit 定期一本通 fixed time book 兴业卡存取款 depositing/drawing though XINGYE card POS消费转帐业务 POS consumptive transfers 银证通 transfer between bankand security company 银期通 transfer between bank and futures company 个人外汇买卖 personal money exchange 个人存款证明业务personal deposit proof 个人住房按揭贷款Personal housing mortgage loan 住房装修贷款 house renovation loan 个人有价单证质押贷款 personal valued certificate mortgage loan 汽车消费贷款automobile consumptive loan 个人旅游贷款personal travelling loan 个人商用房贷款 personal commercial housing loan 个人授信额度贷款 personal credit facility第二篇：管理学中英文单词对照[范文]第一章管理总论 Manager 管理者First-line managers 基层管理者 Middle managers 中层管理者Top managers 高层管理者Management 管理Efficiency 效率Effectiveness 效果Planning 计划Organizing 组织Leading 领导Controlling 控制Management process 管理过程 Management roles 管理角色Interpersonal roles 人际关系角色 Informational roles 信息传递角色Decisional roles 决策制定角色Technical skills 技术技能Human skills 人事技能 Conceptual skills 概念技能 System 系统Closed systems 封闭系统Open systems 开放系统Environment 环境Special environment 具体环境 General environment 一般环境Contingency perspective 权变观 Organization 组织 Universality of management 管理的普遍性Nonmanagerial employees / Operatives 操作者第二章管理的历史Division of labor 劳动分工Industrial revolution 产业革命Scientific management 科学管理Therbligs 基本动作元素General administrative theorists 一般行政管理理论家Principles of management 管理原则 Bureaucracy 官僚行政组织、层级组织Quantitative approach 定量方法Organizational behavior(OB)组织行为Hawthorne Studies 霍桑研究Workforcediversity 员工多样化 Entrepreneurship 企业家e-business(electronic business)电子商务e-commerce(electronic commerce)电子贸易、电子商务Intranet 内部互联网Total quality management(TQM)全面质量管理Learning organization 学习型组织Knowledge management 知识管理Workplace spirituality 团队精神第三章计划 Decision 决策Decision-making process 决策过程 Problem 问题Decision criteria 决策标准Implementation 实施Rational decision making 理性决策Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级 Intuitive decision making 直觉决策Well-structured problems 结构良好问题Programmed decision 程序化决策 Procedure 程序 Rule 规则 Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策 Certainty 确定性 Risk 风险性Uncertainty 不确定性 Directive style 指导性风格 Analytic style 分析性风格 Conceptual style 概念性风格 Behavioral style 行为性风格 Planning 计划 Goals 目标 Plans 计划Strategic plans 战略计划Operational plans 作业计划Long-term plans 长期计划 Short-term plans 短期计划 Specific plans 具体性计划 Directional plans 指导性计划 Single-use plan 单一目标计划 Standing plans 标准计划Traditional goal setting 传统目标设定 Means-ends chain 手段－结果链Management by objectives(MBO)目标管理 Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities机会 Threats 威胁Core competencies 核心能力 Strengths 优势 Weaknesses 劣势SWOT analysis SWOT分析Corporate-level strategy 公司层战略 Stability strategy 稳定战略 Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营 Retrenchment strategy 收缩战略BCG matrix BCG矩阵波士顿咨询集团矩阵Business-level strategy 事业层战略Strategic business units 战略经营单位Competitive advantage 竞争优势 Cost leadership strategy 成本领先战略 Differentiation strategy 差异化战略 Focus strategy 集中化战略Functional-level strategy 职能层战略 Environmental Scanning 环境扫描Competitor intelligence 竞争者情报、竞争者信息 Forecasts 预测Quantitative forecasting 定量预测 Qualitative forecasting 定性预测 Forecasting Techniques 预测技术 Benchmarking 基准化、标杆 Resources 资源 Budget 预算Revenue Budgets 收入预算 Expense Budgets 费用预算 Profit Budgets 利润预算 Cash Budgets 现金预算 Scheduling 进度计划、规划 Gantt Charts 甘特图 Load Charts 负荷图PERT network 计划评审技术网络Events 事件Activities 活动Slack time 松弛时间 Critical path 关键线路Breakeven analysis 盈亏平衡分析 Linear programming 线性规划 Project 项目Project Management 项目管理 Scenario 设想方案第四章组织Organizing 组织Organizational structure 组织结构 Organizational design 组织设计 Work specialization 劳动分工 Departmentalization 部门化Functional departmentalization 职能部门化Product departmentalization 产品部门化Geographical departmentalization 地区部门化Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队 Chain of command 指挥链 Authority 职权Responsibility 职责Unity of command 统一指挥Span of control 管理幅度Centralization 集权化Decentralization 分权化Formalization 正规化Mechanistic organization 机械式组织 Organic organization 有机式组织Unit production 单件生产Mass production 大量生产Process production 连续生产 Simple structure 简单结构 Functional structure 职能型结构 Divisional structure 分部型结构 Team-based structure 团队结构 Matrix structure 矩阵结构 Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织 Learning organization 学习型组织High-performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程 Labor union 工会Human resource planning 人力资源规划 Job analysis 职务分析Job description 职务说明书Job specification 职务规范Recruitment 招聘 Decruitment 解聘Selection process 甄选过程 Validity 效度 Reliability 信度 Work sampling 工作抽样 Assessment centers 测评中心 Orientation 定向、导向Performance management system 绩效管理系统Written essay 书面描述法Critical incidents 关键事件法Graphic rating scales 评分表法Behaviorally anchored rating scales(BARS)行为定位评分法Multiperson comparisons 多人比较法 Group order ranking 分组排序法 Individual ranking 个体排序法 Paired comparison 配对比较法360 degree feedback 360度反馈skill-based pay 按技能付酬Career 职业生涯、职业Organizational change 组织变革Change agents 变革推动者Organizational development(OD)组织发展Stress 压力Creativity 创造 Innovation 创新第五章领导 Behavior 行为Organizational behavior 组织行为学 Attitudes 态度Cognitive component 认知成分 Affective component 情感成分Behavioral component 行为成分Job satisfaction 工作满意度Job involvement 工作投入Organizational commitment 组织承诺Organizational citizenship behavior(OCB)组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查Personality 人性Big-five model 重要的五大模型 Emotional intelligence(EI)情感智商 Locus of control 控制点Machiavellianism 马基雅维里主义Self-esteem 自尊Self-monitoring 自我监控 Perception 知觉Attribution theory 归因理论Fundamental attribution error 基本归因错误 Self-serving bias 自我服务偏见 Selectivity 有选择地接受、选择性 Assumed similarity 假设相似性 Stereotyping 刻板印象 Learning 学习Operant conditioning 操作性条件反射 Social learning theory 社会学习理论 Shaping behavior 行为塑造 Motivation 动机 Need 需要Hierarchy of needs theory 需要层次理论 Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要 Theory X X理论 Theory Y Y理论Motivation-hygiene theory 激励－保健理论Hygiene factors 保健因素 Motivators 激励因素Three-needs theory 三种需要理论Need for achievement(nAch)成就需要Need for power(nPow)权力需要Need for affiliation(nAff)归属需要 Goal-setting theory 目标设定理论 Reinforcement theory 强化理论 Reinforcers 强化物 Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化 Job depth 职务深度Job characteristic model(JCM)职务特征模型 Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性 Feedback 反馈Equity theory 公平理论 Referents 参照对象 Expectancy theory 期望理论 Compressed workweek 压缩工作周 Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信，远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理 Leader 领导者 Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度 Consideration 关怀维度High-high leader 高－高型领导者 Managerial grid 管理方格论Fiedler contingency model 菲德勒权变模型Least-preferred co-worker(LPC)questionnaire 最难共事者问卷Leader-member relations 领导者－成员关系，上下级关系Task structure 任务结构 Position power 职位权力Situational leadership theory(SLT)情景领导理论 Readiness 准备状态 Maturity 成熟度Leader participation model 领导者参与模型 Path-goal theory 路径－目标理论Transactional leaders 事务型领导者Transformational leaders 变革型领导者 Charismatic leader 超凡魅力的领导者 Visionary leadership 愿景领导者 Legitimate power 法定权 Coercive power 强制权 Reward power 奖赏权 Expert power 专长权 Referent power 模范权 Credibility 可信度 Trust 诚信、信任Empowerment 授权 Communication 沟通Interpersonal communication 人际沟通Organizational communication 组织沟通 Message 信息 Encoding 编码 Channel 通道、渠道 Decoding 解码Communication process 沟通过程 Noise 噪音Nonverbal communication 非言语沟通 Body language 体态语言 Verbal intonation 语调 Filtering 过滤Selective perception 选择性知觉 Information overload 信息超载 Jargon 行话Active listening 积极倾听Formal communication 正式沟通Informal communication 非正式沟通 Downward communication 下行沟通、向下交流Upward communication 上行沟通、向上交流Lateral communication平行沟通、横向交流Diagonal communication 斜行沟通、越级交流 Communication networks 沟通网络 Grapevine 小道信息、谣言 E-mail 电子邮件Instant messaging(IM)即时信息 Voice mail 声音邮件 Fax 传真Electronic data interchange(EDI)电子数据交换Teleconferencing 电信会议Videoconferencing 视频会议Intranet 内部互联网 Extranet 外部互联网第六章控制 Control 控制Market control 市场控制Bureaucratic control 官僚组织控制、层级控制 Control process 控制过程Management by walking around(MBWA)走动式管理 Range of variation 偏差范围Immediate corrective action 立即纠正行动Basic corrective action 彻底纠正行动 Feedforward control 前馈控制Concurrent control 同期控制、现场控制 Feedback control 反第三篇：银行常用语中英文对照中国民生银行新街口支行China Minsheng Banking.Cop., LTD 网银体验区E-Banking Experience Zone 暂停服务，请稍后Out of Service, Please Wait 自动存取款机Automatic Withdraw/Deposit Machine 请刷卡 Please Swipe Card 营业时间 Business Hour 对公 For Corporate 储蓄 Saving 24小时自助服务Hour Self Service中国银行 Bank of China 新街口对公业务CORPRATE BANKING（拼写错误）节假日不办理Public Holiday Closed 个人业务 PRIVATE BANKING 节假日营业时间 Public Holiday Opening Hours 理财服务 Wealth Management 私人金融业务 Personal Banking 领取汇票 To draw the draft here 汇兑 EXCHANGE & TRANSFER 印鉴挂失 Report of lost seal 密码挂失Report of lost password 存款证明 Certificate of Deposit 10元/笔/份/张RMB 10 per item 退汇Refunding 挂失止付（汇票）Loss reporting and payment stopping(draft)存入收款人现汇账户Credit the payee’s amount of spot exchange 代售Agency sale 买汇Exchange purchase 光票托收Clean collection 现钞托收Banknote collection 退票Dishonor 年费Annual Fee 工本费（包括开卡和补发）Service Charge(card issue and replacement)个人人民币汇款Personal RMB remittance(CASH)人民币对公结算The Corporate settlement of RMB 外币对公结算The Corporate settlement of Foreign Exchanges 银行卡服务业务The custom service of bank card 服务星级SERVICE LEVEL 您对本次服务的评价PLEASE LEAVE YOUR VALUABLE OPINIONS 满意SATISFACTORY 基本满意AVERAGE 不满意DISSATISFIED 代保管业务SAFE DEPOSIT DEPT.货币兑换EXCHANGE 24小时自助服务hour self-service banking 理财Wealth Management 兑换机EXCHANGE MACHINE 自动取款机AUTOMATIC TELLER MACHINE 请将银行卡正确插入插卡处Insert your card into the slot correctly 输入正确密码（请注意安全防止他人窃取）Input your correct password(watch out to avoid being peeped)按屏幕提示进行转账、存折补登、代缴费、查询业务Make transfer, entry account to passbook, payment, and query according to the direction on the screen.出门请按钮（一按即放）PLEASE PRESS THE BUTTON(PRESS THEN REALASE)灭火器箱FIRE EXTINGGUISHER BOX东亚银行 The Bank of East Asia（China）Ltd.新街口 24小时自助服务Hour Banking Services 南京分行 Nanjing branch 营业时间Banking Hour 投诉箱 Complain Box 小心地滑Slippery Floor 请在此排队Please Queue Here 个人理财服务 Personal Financial Services 企业银行服务Corporate Banking 企业及银团贷款部Corporate Lending and Syndication Department 房地产贷款部Property Lending Department 贸易融资部Trade Finance Department 柜台服务Counter Services 小心地滑CAUTION WET FLOOR交通银行 Bank of Communications新街口 24小时自助服务Self Service Banking进门请刷卡，无需输密码Please Insert Your Card For Entry 营业时间Business Hour星期六、日休息Closed on Saturday and Sunday 储蓄时间Business Hours for Savings Deposits 存取款一体机Cash Recycling Machine 金融快线BOCOM EXPRESS 自动终端Multimedia Self Banking 现金服务Cash-related Services 对公服务Corporate Banking 交行理财BOCOM Fortune 交通银行湖南路对私服务Private Banking 理财服务Financing Service 外汇兑换Foreign Exchange 注意自动门Caution Automatic Door 中国建设银行China Construction Bank 新街口外汇储蓄营业点Foreign Currency Deposit Taking Office 24小时自助服务Hour Self Banking 中山路支行Zhongshan Road Sub-branch 对公服务Corporate Banking 节假日不办理Public Holiday Close 个人业务Private Banking 周一至周五Monday to Friday 节假日营业时间Public Holiday Operate Hours 个人理财中心Personal Finance Center 现役军人优先Servicemen Priority 大堂经理Lobby Leader 客户服务电话Customer Service Hotline 残疾人优先窗口Particular Counter for the Disabled 个人业务顾问Personal Banker 叫号机Queuing Machine 存款机Cash Deposit Machine 自动门Automatic江苏银行Bank of Jiangsu 总行营业部Headquarters Business Dept.广东发展银行玄武支行Guangdong Development Bank对公业务CORPORAT SERVICE拼写错误储蓄业务PRIVATE SERVICE 营业时间BUSINESS HOURS 24小时自助服务HOURS SELF-SERVICE 银行提示REMINDER请妥善保管银行卡和密码Please Safeguard Your Bank Cards and PIN 安全提示 SafetyHints 个人服务 Personal Banking 对公服务 Corporate Banking VIP服务VIP Banking 等候区Waiting Area上海浦东发展银行Shanghai Pudong Development Bank新街口对公业务Corporate Banking 个人业务Personal Banking 营业时间Business Hour 理财经理Financial Planner 叫号机Cueing Machine 24小时自助服务 Self Service Banking 现金业务Teller Counter 公司业务Corporate Account 等待区Waiting Area 理财专区Wealth Management Service 自助银行Self-service Banking 大堂经理Duty Manager中国工商银行Industrial and Commercial Bank of China 自助服务银行Self-service Banking 大堂经理CLIENT MANEGER 现金服务 CASH SERVICE华夏银行Huaxia Bank 新街口对公业务Wholesale Banking Service 对私业务Retail Banking Service 等待区Waiting Areas 保管箱Safe Deposit Box 自助银行区Self-service Areas长江路支行储蓄*出纳Savings 出纳Cash 涉外服务For Foreigners 保管箱Safe keeping box 收费项目Items 开卡工本费Administrative charge for card activation 补卡工本费Administrative charge for card replacement 卡挂失手续费Administrative charge for card loss reporting.免费Free of charge 每笔十元The charge is 10 yuan per transaction 外汇业务Foreign Exchange Business 汇入/汇出汇款Inward/Outward Remittance 多币种汇款Multiple currency remittance 电子邮件通知Email Notification 强行改密（密码挂失）Overriding change of password(loss of password)异地柜台存款Exterritorial counter deposit 取款Withdrawal 卡卡转账Card-Card Transfer 跨行取款Inter-bank withdrawal 跨行查询Inter-bank enquiry 退汇Rejected Remittance 止付Payment termination 自动取款机Self-Drawing 自动存款机Self-Saving 服务流程图Service Flow Chart 华夏银行湖南路营业时间Opening Time 节假日不营业Weekend/Holiday Closed渣打银行Standard Charted Bank 新街口业务办理时间Banking Hours 理财咨询时间Financial Consultancy Hours 投诉热线Complaint Hotline 电话银行服务Phone Bank Service中国邮政储蓄China Postal Savings浮桥外币储蓄点Foreign Deposit Service Available 意见箱Suggestion Box 业务办理Postal Service深圳发展银行Shenzhen Development Bank新街口自动查询缴费机Automatic Inquiry Payment Machine 营业时间Business Hours 存取款一体机CRS 大堂经理Lobby Manage 填单处Form Filling Area 业务咨询处Information 个人柜台Personal Banking Counter 本行网址Bank Web Address 网点咨询电话Network Information 非本行人员莫入Only Stuff自动取款机操作指引ATM Operational Guide 服务热线Service Line 存取款机操作指引CRS Operation Guide招商银行China Merchants Bank 营业时间Business Hours 个人营业时间Personal Business Hours 对公营业时间Corporate Business Hours 节假日照常营业Holiday Business as Usual 自助服务区Self Service Area 监督Oversight 理财中心Premier Customers 投诉Complaints 全国统一客户服务电话China Client Service Telephone 综合业务Integrated Services 代发业务Salary Release Service 现金快速通道Fast Track Deposit and Withdrawal 接待区Reception 理财服务区Financial Services 个人贷款业务咨询Personal Loan Business Consultant 会计结算Accounting Settlement 个人理财专柜Wealth Management Area 一卡通金卡业务All-in-one-card gold card service.储蓄专柜Cashier Service 因您而变We are here just for you光大银行China Everbright Bank新街口营业时间Customer Service 个人业务Retail Service 出纳Cashier 会计结算Accounting 理财缴费机Self Help Machine for Paying Bill 现金存取款机Cash Deposit & Drawing Machine 现金取款机Cash Drawing Machine 多媒体查询机Multi-media Checking Machine 取款机操作提示Note for ATM Operation南京银行Bank of Nanjing 新街口综合业务General Services 私人业务Personal Banking 公司业务Corporate Banking 国际业务International Banking 大堂经理Reception Manager 现金取款机Cash Drawing Machine 现金存取款机Cash Deposit & Drawing Machine 自助服务终端Self-help Service Terminal 操作说明Operating Instruction中信银行China Citic Bank湖南路营业时间Business Time 储蓄时间Deposit Time 大堂经理HALL MANAGER 对公业务Corporating Banking Business 对私业务Retail Banking Business 现金结算Cash Settlement 24小时服务热线Hour Hotline 紧急按钮Emergency Button中国农业银行Agricultural Bank of China 现金服务区Cash Service 自助服务区Self-Service Area 客户等候区Customer Waiting Area 咨询引导区Consulting Area 保管箱Lock Box 24小时自助服务Hours Banking 自助服务终端Self-service Terminal 操作指南Operation Instructions 插卡Insert card 输入密码Key in PIN湖南路查询Inquiry 转账Account Transfer 改密Modify PIN 挂失Reporting a loss 理财卡Wealth Management Card 查询子帐户Inquiry Subaccount 通知存款Call Deposit 外汇查询Foreign Exchange Inquiry 市价交易Market price transaction 委托Request 银证Banxecurity第三方存款The third partysafe keeping 银期转账Bank-option account transfer 银行转期货Bank-to-futures 查期方余额Inquiry the balance of the future 输入账号、密码Input account number, password 代缴费Charging service as agents 存折补登The passbook renewed 交易结束Transaction end 退出、取卡或存折Exit, take card or passbook 无卡存折Non-card deposit 核对户名Check Username 放入现金Put in Banknote 核对张数、金额Check up number of sheets, account 确认存款Confirm the deposit 活期存折Demand account for passbook 活期/定期Demand account/Time account 自动存取款机Automatic Deposit and Withdrawal Machine 自动取款机Automatic Teller Machine 自助服务终端使用说明User’s guides for Self-service Terminal 本机只受理农行金穗系列卡和存折等业务Kin card series and passbook of Agriculture Bank of China only 本机不能办理存取款业务Non-cash Business 客户热线Custom Service Hot-line 本机可受理加入“银联”的其他银联卡This machine can handle any “union pay” card 请妥善保管好银行卡和密码，在使用时请用时候身体挡住他人视线，谨防他人窥视您的密码Please take of your bank card and PIN, guide against others peeping your PIN while using the card 每次取款上限2000元，每日累计最多取款十次，每日累计取款限额20000元Ceiling of 2000 yuan per withdrawal, with 10 times at most, for amount of 20000 limit per day 存款现钞面额仅限100元Deposit domination: 100 yuan only 请不要将残币、不平整的钞票或其他异物放入本机Please do not put the damaged, untidy banknotes or things other banknotes into this machine.如遇机器吞卡，请于次日持本人有效证件到营业厅柜台领取In case of card-swallowing, please go to the business hall with your own identity documents to take back your card the next day恒丰银行Evergrowing Bank湖南路中国人寿保险股份有限公司China Life Insurance Company Limited第四篇：各类茶叶品种中英文单词翻译对照(音标)茶学专业英语词汇茶叶品种 Tea varietiesTea 茶Green tea 绿茶 Black tea 红茶White tea 白茶Scented tea花茶Pu'er tea；Pu Erh tea；Puu Eel tea普洱茶 Yellow tea 黄茶Dark tea黑茶 Sincha 新茶Yü-chien tea 雨前茶 Teabag 袋泡茶Mugi-cha 大麦茶 Herbal tea [ˈɜ:rbl]花草茶Jasmine tea 茉莉花茶 Chrysanthemum tea [krɪˈsænθəməm,-ˈzæn-]菊花茶Block Puer tea 普洱（砖）Aged Pu'er tea 陈年普洱Oolong tea；Oulung tea 乌龙茶 Bohea tea [boʊ'hi:] 武夷茶Hyson Tea 熙春茶 Kungfu Tea；Gongfu Tea 功夫茶Twankay Tea [ˈtwæŋkei]屯溪茶 Keemun Tea;Qimen tea 祁门茶Loungjing Tea； Longjing Tea；Lung Ching tea 龙井茶Drogon Well 是对“龙井”这一名词的非正规翻译，不建议使用。

Campus Recruitment AnnouncementsAs the spring season blossoms with new life and hope, the bustling campus of our esteemed institution also gears up for another exciting event - the annual campus recruitment drive. This event marks the beginning of a new journey for many of our students, as they embark on the journey of finding their dream jobs and fulfilling their career aspirations.The campus recruitment announcements, posted across notice boards and circulated through online platforms, are a testament to the vibrant and diverse job market that awaits our graduates. These announcements, often accompanied by colorful flyers and detailed brochures,offer a glimpse into the various industries, companies, and roles that are seeking fresh talent.One such announcement caught my eye, offering an opportunity to join a leading technology firm in the field of artificial intelligence. The company, renowned for its innovative products and cutting-edge research, was looking for young and passionate individuals to join its team. The job description outlined the responsibilities,qualifications, and skills required, providing a clear understanding of what the role entailed.As I perused the announcement, I couldn't help but feel a sense of excitement and anticipation. The thought of working in such a dynamic and forward-thinking environment was appealing, and I knew that this could be a stepping stone to a fulfilling career.The campus recruitment process itself is a rigorous one, designed to assess the skills, knowledge, and potential of the applicants. Interviews, group discussions, and written tests are conducted to ensure that only the most suitable candidates are selected. This process, although challenging, is also an enriching experience that helps students understand their strengths and weaknesses, and prepare them for the real-world workplace.The recruitment announcements also serve as a reminderof the importance of networking and building professional relationships. Students are encouraged to attend career fairs, meet with recruiters, and participate in industry-related events to expand their professional network and increase their chances of landing a job.In conclusion, the campus recruitment announcements are not just a means of connecting students with potential employers; they are also a reflection of the vibrant and diverse job market that exists beyond the campus walls.They offer an opportunity for students to explore their career options, understand the job market, and prepare themselves for the challenges and opportunities that lie ahead. As the recruitment season heats up, I am confident that our graduates will rise to the challenge and secure their dream jobs, thus taking the first step towards achieving their career aspirations.**校园招聘信息**随着春季万物复苏，生机盎然，我们尊贵学府的校园也迎来了一年一度的校园招聘活动。

国家开放大学《管理英语3》形考任务2参考答案一、选择填空，从每题选项中选出一个能填入空白处的最佳选项（每题10分）。

1、–__________ father took part in the charity activity in the neighbourhood yesterday?–Peter's.答案:Whose2、I heard that you really had a wonderful time at John's birthday party, _____?答案:didn't you3、__________ important it is for kids to imagine freely!答案:How4、—Sorry, I made a mistake again.—_________ Practise more and you’ll succeed.答案:Never mind.5、—________________—She gave two weeks.答案:How much time did she give?6、—Could I help you with your heavy box? You are so tired —_____________ I can manage it.答案:No. thanks.7、—How did you find your visit to Qingdao, Joanna?—_____________答案:Oh, wonderful indeed.8、—I'm more than happy to go out this weekend.—_________________ We've got so much work to do at that time.答案:Forget it.9、He gave up his study in college in _______.答案:despair10、I took it for _______ that you wouldn't come here again.答案:granted11、If you need further information, please _______ our office.答案:contact12、It's ___________ to point to or talk about strangers in public.答案:not polite13、The _______ was only sentenced to pay a fine of $10,000.答案:criminal14、The light is too _______ for me to read. I can not stand any more.答案:dim15、Under no circumstance _____ to tell lies to parents.答案:are children allowed二、翻译。

terms of reputations.In this co-evolution between communications and authors,distributions of cita-tions function,among other things,as contested boundaries between specialties.Since the indicators are distributed,the boundaries remain to be validated. Functions are expected to change when the research front moves further.By using references,authors position their knowledge claims within one specialty area or another.Some selections are chosen for stabilization,for example,when codification into citation classics occurs.Some stabilizations are selec-ted for globalization at a next-order level,for example, when the knowledge component is integrated into a technology.4.ConclusionThe focus on evolutionary dynamics relates sciento-metrics increasingly with the further development of evolutionary economics(Leydesdorffand Van den Besselaar1994).How can systems of innovation be delineated?How can the complex dynamics of such systems be understood?How is the(potentially ran-dom)variation guided by previously codified expecta-tions?How can explorative variation be increased in otherwise‘locked-in’trajectories of technological regimes or paradigms?From this perspective,the indication of newness may become more important than the indication of codification.The Internet,of course,offers a research tool for what has also now been called‘sitations’(Rousseau1997).‘Webometrics’may develop as a further extension of scientometrics relating thisfield with other subspecialities of science and technology studies,such as the public understanding of science or the appropriation of technology and innovation using patent statistics.See also:Communication:Electronic Networks and Publications;History of Science;Libraries;Science and Technology,Social Study of:Computers and Information Technology;Science and Technology Studies:Experts and ExpertiseBibliographyBraun T(ed.)1998Topical discussion issue on theories of citation.Scientometrics43:3–148Burt R S1982Toward a Structural Theory of Action.Academic Press,New YorkCallon M,Courtial J-P,Turner W A,Bauin S1983From translations to problematic networks:an introduction to co-word analysis.Social Science Information22:191–235 Collins H M1985The possibilities of science policy.Social Studies of Science15:554–8Crane D1969Social structure in a group of scientists.American Sociological Re iew36:335–352Elkana Y,Lederberg J,Merton R K,Thackray A,Zuckerman H1978Toward a Metric of Science:The Ad ent of Science Indicators.Wiley,New YorkGarfield E1979Citation Indexing.Wiley,New York Gibbons M,Limoges C,Nowotny H,Schwartzman S,Scott P, Trow M1994The New Production of Knowledge:The Dynamics of Science and Research in Contemporary Societies. Sage,LondonLeydesdorffL,Van den Besselaar P(eds.)1994E olutionary Economics and Chaos Theory:New Directions in Technology Studies.Pinter,LondonLeydesdorffL,Van den Besselaar P1997Scientometrics and communication theory:Towards theoretically informed indi-cators.Scientometrics38:155–74LeydesdorffL,Wouters P1999Between texts and contexts: Advances in theories of citation?Scientometrics44:169–182 LeydesdorffL A1995The Challenge of Scientometrics:The De elopment,Measurement,and Self-organization of Scien-tific Communications.DSWO Press,Leiden University, Leiden,NetherlandsMartin B R1991The bibliometric assessment of UK scientific performance.A reply to Braun,Gla nzel and Schubert. Scientometrics20:333–57Martin B R,Irvine J1983Assessing basic research:Some partial indicators of scientific progress in radio astronomy.Research Policy12:61–90Narin F1976E aluati e puter Horizons Inc., Cherry Hill,NJPrice D,de Solla1963Little Science,Big Science.Columbia University Press,New YorkRaan A F J Van(ed.)1988Handbook of Quantitati e Studies of Science and Technology.Elsevier,North-Holland, AmsterdamRousseau R1997Sitations:An exploratory study.Cybermetrics 1:1http:\\www.cindoc.csic.es\cybermetrics\articles\v1i1p1. htmlSmall H1973Co-citation in the scientific literature:A new measure of the relationship between two documents.Journal of the American Society for Information Science24:265–9 Wouters P1999The citation culture.PhD Thesis,University of AmsterdamL.LeydesdorffScreening and Selection1.IntroductionIn order to assist in selecting individuals possessing either desirable traits such as an aptitude for higher education or skills needed for a job or undesirable ones such as having an infection,illness or a propensity to lie,screening tests are used as afirst step.A more rigorous selection device,e.g.,diagnostic test or de-tailed interview is then used for thefinal classification.13755Screening and SelectionFor some purposes,such as screening blood donations for a rare infection,the units classified as positive are not donated but further tests on donors may not be given as most will not be infected.Similarly,for estimating the prevalence of a trait in a population,the screening data may suffice provided an appropriate estimator that incorporates the error rates of the test is used(Hilden1979,Gastwirth1987,Rahme and Joseph 1998).This article describes the measures of accuracy used to evaluate and compare screening tests and issues arising in the interpretation of the results.The importance of the prevalence of the trait on the population screened and the relative costs of the two types of misclassification are discussed.Methods for estimating the accuracy rates of screening tests are briefly described and the need to incorporate them in estimates of prevalence is illustrated.2.Basic ConceptsThe purpose of a screening test is to determine whether a person or object is a member of a particular class,C or its complement,C k.The test result indicating that the person is in C will be denoted by S and a result indicating non-membership by S k.The accuracy of a test is described by two probabilities:ηl P[S Q C]being the probability that someone in C is correctly classified,or the sensitivity of the test;andθl P[S k Q C k]being the probability that someone not in C is correctly classified,or the specificity of the test.Given the prevalence,πl P(C),of the trait in the population screened,from Bayes’theorem it follows that the predictive value of a positive test(PVP)isP[C Q S]lπη\[πηj(1kπ)(1kθ)]. Similarly,the predictive value of a negative test is P[C k Q S k]l(1kπ)θ\[(1kπ)θjπ(1kη)].In thefirst two sections,we will assume that the accuracy rates and the prevalence are known.When they are estimated from data,appropriate sampling errors for them and the PVP are given in Gastwirth (1987).For illustration,consider an early test for HIV, having a sensitivity of0.98and a specificity of0.93, applied in two populations.Thefirst has a very low prevalence,1.0i10−$,of the infection while the second has a prevalence of0.25.From Eqn.(1),the PVP in the first population equals0.0138,i.e.,only about one-and-one-half percent of individuals classified as infected would actually be so.Nearly99percent would be false positives.Notice that if the fraction of positives, expected to be0.0797,in the screened data were used to estimate prevalence,a severe overestimate would result.Adjusting for the error rates yields an accurate estimate.In the higher prevalence group,the PVP is 0.8235,indicating that the test could be useful in identifying individuals.Currently-used tests have accuracy rates greater than0.99,but even these still have a PVP less than0.5when applied to a low prevalence population.A comprehensive discussion is given in Brookmeyer and Gail(1994).The role of the prevalence,also called the base rate, of the trait in the screened population and how well people understand its effect has been the subject of substantial research,recently reviewed by Koehler (1996).An interesting consequence is that when steps are taken to reduce the prevalence of the trait prior to screening,the PVP declines and the fraction of false-positives increases.Thus,when high-risk donors are encouraged to defer or when background checks eliminate a sizeable fraction of unsuitable applicants prior to their being subjected to polygraph testing the fraction of classified positives who are truly positive is small.In many applications screening tests yield data that are ordinal or essentially continuous,e.g.,scores on psychological tests or the concentration of HIV antibodies.Any value,t,can be used as a cut-offpoint to delineate between individuals with the trait and ‘normal.’Each t generates a corresponding sensitivity and specificity for the test and the user must then incorporate the relative costs of the two different errors and the likely prevalence of the trait in the population being screened to select the cut off.The receiver operating characteristic(ROC)curve displays the trade-offbetween the sensitivity and specificity defined by various choices of t and also yields a method for comparing two or more screening tests. To define the ROC curve,assume that the dis-tribution of the measured variable(test score or physical quantity)is F(x)for the‘normal’members of the population but is G(x)for those with the trait.The corresponding density functions are f(x)and g(x) respectively and g(x)will be shifted(to the right(left) if large(small)scores indicate the trait)of f(x)for a good screening test.Often onefixes the probability (αl1k yθor one minus the specificity)of classifying a person without the characteristic as having it at a small value.Then t is determined from the equation F(t)l1kθ.The sensitivity,η,of the test is1k G(t). The ROC curve plotsηagainst1kθ.A perfect test would haveηl1so the closer the ROC is to the upper left corner in Fig.1,the better the screening test.In Fig.1we assume f is a normal density with mean0and variance1while g"is normal with mean1and the same variance.For comparison we also graphed the ROC for a second test,which has a density g#with mean2 and variance1.Notice that the ROC curve for the13756Screening and SelectionFigure1The ROC curves for screening tests1and2.The solid line is the curve when the diseased group has mean1 and the dashed curve is for the second group with mean2second test is closer to the left corner(0,1)than that of thefirst test.A summary measure(Campbell1994),which is useful in comparing two screening tests is the area,A, under the ROC.The closer A is to its maximum value of1.0,the better the test is.In Fig.1,the areas under the ROC curves for the two tests are0.761and0.922, respectively.Thus,the areas reflect the fact that the ROC curve for the second test is closer to what a ‘perfect’test would be.This area equals the probability a randomly chosen individual will have a higher score on the screening test than a normal one.This prob-ability is the expected value of the Mann–Whitney form of the Wilcoxon test for comparing two distribu-tions and methods for estimating it are in standard non-parametric statistics texts.Non-parametric methods for estimating the entire ROC curve are given by Wieand et al.(1989)and Hilgers(1991)obtained distribution-free confidence bounds for it.Campbell(1994)uses the confidence bounds on F and G to construct a joint confidence interval for the sensitivity and one minus the specificity in addition to proposing alternative confidence bounds for the ROC itself.Hseih and Turnbull(1996)de-termine the value of t that maximizes the sum of sensitivity and specificity.Their approach can be extended to maximizing weighted average of the two accuracy rates,suggested by Gail and Green(1976). Wieand et al.(1989)also developed related statistics focusing on the portion of the ROC lying above a region,α"andα#so the analysis can be confined to values of specificity that are practically useful.Green-house and Mantel(1950)determine the sample sizes needed to test whether both the specificity and sen-sitivity of a test exceed pre-specified values.The area A under the ROC can also be estimated using parametric distributions for the densities f and g. References to this literature and an alternative ap-proach using smoothed histograms to estimate the densities is developed in Zou et al.(1997).They also consider estimating the partial area over the important region determined by two appropriate small values ofα.The tests used to select employees need to be reliable and valid.Reliability means that replicate values are consistent while validity means that the test measures what it should,e.g.,successful academic performance. Validity is often assessed by the correlation between the test score(X)and subsequent performance(Y). Often X and Y can be regarded as jointly normal random variables,especially as monotone transforma-tions of the raw scores can be used in place of them.If a passing score on the screening or pre-employment test is defined as X t and successful performance is defined as Y d,then the sensitivity of the test is P[X t Q Y d],the specificity is P[X t Q Y d]and the prevalence of the trait is P[Y d]in the population of potential applicants.Hence,the aptitude and related tests can be viewed from the general screening test paradigm.When the test and performance scores are scaled to have a standard bivariate normal distribution,both the sensitivity and specificity increase with the cor-relation,ρ.For example,suppose one desired to obtain employees in the upper half of the performance distribution and used a cut-offscore,t,of one-standard deviation above the mean on the test(X).Whenρl 0.3,the sensitivity is0.217while the specificity is0.899. Ifρl0.5,the sensitivity is0.255and the specificity is 0.937.The use of a high cut-offscore eliminates the less able applicants but also disqualifies a majority of applicants who are in the upper half of the per-formance distribution.Reducing the cut-offscore to one-half a standard deviation above the average raises the sensitivities to0.394and0.454for the two values of ρbut lowers the corresponding specificities to0.777 and0.837.This trade-offis a general phenomenon as seen in the ROC curves.3.The Importance of the Context in Interpreting the Results of Screening TestsIn medical and psychological applications,an in-dividual who tests positive for a disease or condition on a screening test will be given a more accurate confirmatory test or intensive interview.The cost of a ‘false positive’screening result on a medical exam is13757Screening and Selectionoften considered very small relative to a ‘false nega-tive,’which could lead to the failure of suitable treatment to be given in a timely fashion.A false positive result presumably would be identified in a subsequent more detailed exam.Similarly,when gov-ernment agencies give employees in safety or security sensitive jobs a polygraph test,the loss of potentially productive employee due to a false positive was deemed much less than the risk of hiring an employee who would might be a risk to the public or a security risk.One can formalize the issue by including the costs of various errors and the prevalence,π,of the trait in the population being screened in determining the cut-offvalue of the screening test.Then the expected cost,which weights the probability of each type of error by its cost is given byw α(1k π)j (1k w )πG (t ).Here the relative costs of a false positive (negative)are w and 1k w ,respectively and as before t l F −"(1k α).The choice of cut-offvalue,t o ,minimizing the expected cost satisfies:g (t )f (t )lw (1k π)(1k w )π(1)Whenever the ratio,g :f ,of the density functions is a monotone function the previous equation yields an optimum cut-offpoint,t o,which depends on the costs and prevalence of the trait.Note that for any value of π,the greater the cost of a false positive,the larger will be the optimum value,t o .This reflects the fact that the specificity needs to be high in order to keep the false positive rate low.Although the relative costs of the two types of error are not always easy to obtain and the prevalence may only be approximately known,Eqn.(1)may aid in choosing the critical value.In practice,one should also assess the effect slight changes in the costs and assumed prevalence have on the choice of the cut-offvalue.The choice of t that satisfies condition (1)may not be optimal if one desires to estimate the prevalence of the trait in a population rather than classifying individuals.Yanagawa and Tokudome (1990)deter-mine t when the objective is to minimize the relative absolute error of the estimator of prevalence on the basis of the screening test results.The HIV \AIDS epidemic raised questions about the standard assumptions about the relative costs of the two types of error.A ‘false positive’classification would not only mean that a well individual would worry until the results of the confirmatory test were completed,they also might have social and economic consequences if friends or their employer learned of the result.Similar problems arise in screening blood donors and in studies concerning the association of genetic markers and serious diseases.Recall that the vast majority of donors or volunteers for genetic studies are doing a public service and are being screened to protect others or advance knowledge.If a donation tests positive,clearly it should not be used for transfusion.Should a screened-positive donor be informed of their status?Because the prevalence of infected donors is very small,the PVP is quite low so that most of the donors screened positive are ‘false.’Thus,blood banks typically do not inform them and rely on approaches to encourage donors from high-risk groups to exclude themselves from the donor pool (Nusbacher et al.1986).Similarly,in a study (Hartge et al.1998)of the prevalence of mutations in two genes that have been linked to cancer the study participants were not notified of their results.The screening test paradigm is useful in evaluating tests used to select employees.The utility of a test depends on the costs associated with administering the test and the costs associated with the two types of error.Traditionally,employers focused on the costs of a false positive,hiring an employee who does not perform well,such as termination costs,and the possible loss of customers.The costs of a false negative are more difficult to estimate.The civil-rights law,which was designed to open job opportunities to minorities,emphasized the import-ance of using appropriate tests,i.e.,tests that selected better workers.Employers need to check whether the tests or job requirements (e.g.,possession of a high school diploma)have a disparate impact upon a legally protected group.When they exclude a significantly greater fraction of minority members than majority ones,the employer needs to validate it,i.e.,show it is predictive of on the job performance.Arvey (1979)and Paetzold and Willborn (1994)discuss these issues.4.Estimating the Accuracy of the Screening TestsSo far,we have assumed that we can estimate the accuracy of the screening tests on samples from two populations where the true status of the individuals is known with certainty.In practice,this is often not the case and can lead to biased estimates of the sensitivity and specificity of a screening test,as some of the individuals believed to be normal have the trait,and vice versa.If one has samples from only one population to which to apply both the screening and confirmatory test,then one cannot estimate the accuracy rates.The data would be organized into a 2i 2table,with four cells,only three of which are independent.There are five parameters,however,the two accuracy rates of the two tests plus the prevalence of the trait in the13758Screening and Selectionpopulation.In some situations,the prevalence of the trait may vary amongst sub-populations.If one can find two such sub-populations and if the accuracy rates of both tests are the same in both of those sub-populations,then one has two2i2tables with six independent cells,with which to estimate six par-ameters.Then estimation can then be carried out (Hui and Walter1980).This approach assumes that the two tests are conditionally independent given the true status of the individual.When this assumption is not satisfied, Vacek(1985)showed that the estimates of sensitivity and specificity of the tests are biased.This topic is an active area of research,recently reviewed by Hui and Zhou(1998).A variety of latent-class models have been developed that relax the assumption of con-ditional independence(see Faraone and Tsuang1994 and Yang and Becker1997and the literature they cite).5.Applications and Future ConcernsHistorically screening tests were used to identify individuals with a disease or trait,e.g.,as afirst stage in diagnosing medical or psychological conditions or select students or employees.They are being increas-ingly used,often in conjunction with a second, confirmatory test,in prevalence surveys for public health planning.The techniques developed are often applicable,with suitable modifications,to social sci-ence surveys.Some examples of prevalence surveys illustrate their utility.Katz et al.(1995)compared two instruments for determining the presence of psychiatric disorders in part to assess the needs for psychiatric care in the community and the available services.They found that increasing the original cut-offscore yielded higher specificity without a substantial loss of sensitivity. Similar studies were carried out in Holland by Hodia-mont et al.(1987)who found a lower prevalence(7.5 percent)than the16percent estimate in York.The two studies,however,used different classification systems illustrating that one needs to carefully examine the methodology underlying various surveys before mak-ing international comparisons.Gupta et al.(1997) used several criteria based on the results of an EKG and an individual’s medical history to estimate the prevalence of heart disease in India.Often one has prior knowledge of the prevalence of a trait in a population,especially if one is screening similar populations on a regular basis,as would be employers,medical plans,or blood centers.Bayesian methods incorporate this background information and can yield more accurate estimates(see Geisser 1993,and Johnson,Gastwirth and Pearson2001).A cost-effective approach is to use an inexpensive screen at afirst stage and retest the positives with a more definitive test.Bayesian methodology for such studies was developed by Erkanli et al.(1997).The problem of misclassification arises often in questionnaire urikka et al.(1995)estimated the sensitivity and specificity of self-reporting of varicose veins.While both measures were greater than 0.90,the specificity was lower(0.83)for individuals with a family history than those with negative his-tories.Sorenson(1998)observed that often self-reports are accepted as true and found that the potential misclassification could lead to noticeable(10 percent)errors in estimated mortality rates.The distortion misclassification errors can have on esti-mates of low prevalence traits because of the high fraction of false positive classifications,was illustrated in the earlier discussion of screening tests for HIV\ AIDS.Hemenway(1997)applies these concepts to demonstrate that surveys typically overestimate rare events;in particular the self-defense uses of guns.Thus it is essential to incorporate the accuracy rates into the prevalence estimate(Hilden1979,Gastwirth1987, Rahme and Joseph1998).Sinclair and Gastwirth(1994)utilized the Hui-Walter paradigm to assess the accuracy of both the original and re-interview(by supervisors)classifica-tions in labor force surveys.In its evaluation,the Census Bureau assumes that the re-interview data are correct;however,those authors found that both interviews had similar accuracy rates.In situations where one can obtain three or more classifications,all the parameters are identifiable(Walter and Irwig1988) Gastwirth and Sinclair(1998)utilized this feature of the screening test approach to suggest an alternative design for judge–jury agreement studies that had another expert,e.g.,law professor or retired judge, assess the evidence.6.ConclusionMany selection or classification problems can be viewed from the screening test paradigm.The context of the application determines the relative costs of a misclassification or erroneous identification.In crimi-nal trials,society has decided that the cost of an erroneous conviction far outweighs the cost of an erroneous acquittal.While,in testing job applicants, the cost of not hiring a competent worker is not as serious.The two types of error vary with the threshold or cut-offvalue and the accuracy rates corresponding to these choices is summarized by the ROC curve. There is a burgeoning literature in this area as researchers are incorporating relevant covariates,e.g., prior health status or educational background into the classification procedures.Recent issues of Biometrics and Multi ariate Beha ioral Research,Psychometrika and Applied Psychological Measurement as well as the medical journals cited in the article contain a variety of13759Screening and Selectionarticles presenting new techniques and applications of them to the problems discussed.See also:Selection Bias,Statistics ofBibliographyArvey R D1979Fairness in Selecting Employees.Addison-Wesley,Reading,MABrookmeyer R,Gail M H1994AIDS Epidemiology:A Quan-titati e Approach.Oxford University Press,New York Campbell G1994Advances in statistical methodology for the evaluation of diagnostic and laboratory tests.Statistics in Medicine13:499–508Erkanli A,Soyer R,Stangl D1997Bayesian inference in two-phase prevalence studies.Statistics in Medicine16:1121–33 Faraone S V,Tsuang M T1994Measuring diagnostic accuracy in the absence of a gold standard.American Journal of Psychiatry151:650–7Gail M H,Green S B1976A generalization of the one-sided two-sample Kolmogorov–Smirnov statistic for evaluating diagnostic tests.Biometrics32:561–70Gastwirth J L1987The statistical precision of medical screening procedures:Application to polygraph and AIDS antibodies test data(with discussion).Statistical Science2:213–38 Gastwirth J L,Sinclair M D1998Diagnostic test methodology in the design and analysis of judge–jury agreement studies. Jurimetrics Journal39:59–78Geisser S1993Predicti e Inference.Chapman and Hall,London Greenhouse S W,Mantel N1950The evaluation of diagnostic tests.Biometrics16:399–412Gupta R,Prakash H,Gupta V P,Gupta K D1997Prevalence and determinants of coronary heart disease in a rural population of India.Journal of Clinical Epidemiology50: 203–9Hartge P,Struewing J P,Wacholder S,Brody L C,Tucker M A 1999The prevalence of common BRCA1and BRCA2muta-tions among Ashkenazi jews.American Journal of Human Genetics64:963–70Hemenway D1997The myth of millions of annual self-defense gun uses:A case study of survey overestimates of rare events. Chance10:6–10Hilden J1979A further comment on‘Estimating prevalence from the results of a screening test.’American Journal of Epidemiology109:721–2Hilgers R A1991Distribution-free confidence bounds for ROC curves.Methods and Information Medicine30:96–101 Hodiamont P,Peer N,Syben N1987Epidemiological aspects of psychiatric disorder in a Dutch health area.Psychological Medicine17:495–505Hseih F S,Turnbull B W1996Nonparametric methods for evaluating diagnostic tests.Statistics Sinica6:47–62Hui S L,Walter S D1980Estimating the error rates of diagnostic tests.Biometrics36:167–71Hui S L,Zhou X H1998Evaluation of diagnostic tests without gold standards.Statistical Methods in Medical Research7: 354–70Johnson W O,Gastwirth J L,Pearson L M2001Screening without a gold standard:The Hui–Walter paradigm revisited. American Journal of Epidemiology153:921–4Katz R,Stephen J,Shaw B F,Matthew A,Newman F,Rosenbluth M1995The East York health needs study—Prevalence of DSM-III-R psychiatric disorder in a sample of Canadian women.British Journal of Psychiatry166:100–6 Koehler J J1996The base rate fallacy reconsidered:descriptive, normative and methodological challenges(with discussion). Beha ioral and Brain Sciences19:1–53Laurikka J,Laara E,Sisto T,Tarkka M,Auvinen O,Hakama M 1995Misclassification in a questionnaire survey of varicose veins.Journal of Clinical Epidemiology48:1175–8 Nusbacher J,Chiavetta J,Naiman R,Buchner B,Scalia V, Horst R1986Evaluation of a confidential method of excluding blood donors exposed to human immunodeficiency virus.Transfusion26:539–41Paetzold R,Willborn S1994Statistical Proof of Discrimination. Shepard’s\McGraw Hill,Colorado Springs,CORahme E,Joseph L1998Estimating the prevalence of a rare disease:adjusted maximum likelihood.The Statistician47: 149–58Sinclair M D,Gastwirth J L1994On procedures for evaluating the effectiveness of reinterview survey methods:Application to labor force data.Journal of American Statistical Assn91: 961–9Sorenson S B1998Identifying Hispanics in existing databases.E aluation Re iew22:520–34Vacek P M1985The effect of conditional dependence on the evaluation of diagnostic tests.Biometrics41:959–68Walter S D,Irwig L M1988Estimation of test error rates, disease prevalence and relative risk from misclassified data:A review.Journal of Clinical Epidemiology41:923–37 Wieand S,Gail M H,James B R,James K1989A family of non-parametric statistics for comparing diagnostic markers with paired or unpaired data.Biometrika76:585–92 Yanagawa T,Tokudome S1990Use of screening tests to assess cancer risk and to estimate the risk of adult T-cell leukemia\ lymphoma.En ironmental Health Perspecti es87:77–82 Yang I,Becker M P1997Latent variable modeling of diagnostic accuracy.Biometrics52:948–58Zou K H,Hall W J,Shapiro D E1997Smooth non-parametric receiver operating characteristic(ROC)curves for continuous diagnostic tests.Statistics in Medicine16:214–56J.L.GastwirthSearch,Economics ofThe economics of search study the implications of market frictions for economic behavior and market performance.‘Frictions’in this context include any-thing that interferes with the smooth and instan-taneous exchange of goods and services.The most commonly-studied problems arise from imperfect information about the location of buyers and sellers, their prices,and the quality of the goods and services that they trade.The key implication of these frictions is that individuals are prepared to spend time and other resources on exchange;they search before buying or selling.The labor market has attracted most13760Screening and SelectionCopyright#2001Elsevier Science Ltd.All rights reserved.International Encyclopedia of the Social&Behavioral Sciences ISBN:0-08-043076-7。