HR二级2011年英语十套试题

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␺ᳮᕒᳮᔁ1ஹ⚪2ᑖ"ᐳ30ᑖ1.Behaviormodeling2.Employeeleasing3.Factorcomparisonsystem4.Graphicrating-scalemethod5.Panelinterview6.Replacementcharts7.Selection8.Vesting9.Teamleadertraining10.Profitsharing11.&ᳮ'ᢝ12.ᢈ*+13.,-.14.ᐵ0+115.+1᡽ᜧᓄAnswer:1.56782.ᕒ+9:3.;<=>?4.@ABC?5.DE☢6.Gᣚ⊤7.ᵐ⌱8.LMᑭO9.PQ⚞S-.10.ᑭTᑖ

1U11.Psychologicalsupport12.Skill-basedpay13.Web-basedtraining14.Keyjobs15.JobenlargementVஹᓫ⚗⌱Y⚪2ᑖ"ᐳ20ᑖ1.Executivesormanagerswhocoach,advise,andencourageemployeesoflesserrankarecalled.A.protegesB.teachersC.mentorsD.rolemodelsD.theHRmanager'spreferences2.Asanappraiser,youshouldtrytodoallofthefollowingexcept.A.minimizecriticismB.changetheperson,notthebehaviorC.focusonsolvingproblemsD.besupportive3.Individualsworkinginternationallyneedtoknowasmuchaspossibleaboutallofthefollowinghost-countrycharacteristicsexcept.A.socialandbusinessetiquetteB.culturalvaluesandprioritiesC.politicalstructureandcurrentplayersD.culturaltrends

24.Questionscontainedinstructuredjobinterviewsshouldbebasedon.A.jobanalysisB.jobdesignC.jobspecializationD.jobutilization5.Outplacementservicesare.A.usefulmethodsofattractingindividualsintoacareerB.designedtohelpterminatedemployeesfindajobelsewhereC.rarelygiventoexecutiveemployeesD.vitalpartsofanycareermanagementsystem6.Whichofthefollowingisnotacoreskillthatiscriticalforsuccessabroad?.A.physicalfitnessandmentalmaturityB.effectivedelegatoryskillsC.prudentdecision-makingskillsD.culturaladaptability7.Ifyourprimaryobjectiveforaperformanceappraisalistogiveemployeesdevelopmentalfeedback,whichofthefollowingappraisalmethodsshouldyouuse?.A.traitmethodB.resultsmethod

3C.behaviormethodD.attitudinalmethod8.Compensationprogramsthatcompensateemployeesfortheknowledgetheypossessareknownas.A.skill-basedpayplansB.performance-basedpayplansC.merit-basedpayplansD.seniority-basedpayplans9.Toimplementasuccessfulprograminbasicandremedialtraining,managersshoulddoallofthefollowingexcept.A.explaintoemployeeswhytrainingwillhelpthemintheirjobsB.useaclassroom-orientedapproachsoemployeeslearnbylecturesC.providefeedbackonemployees'progressD.relatethetrainingtotheemployees5goals10.Whichofthefollowingisnottrueofself-ratingsofperformance?.A.Theyarebeneficialwhenmanagersseektoincreasetheemployee'sinvolvementinthereviewprocessB.Criticsarguethatself-ratingsaremorelenientC.Researchhasshownthatself-ratingsareasvalidas,ifnotmorevalidthan,testscoresD.Theyarefreeofmostbiasesthatotherratingsourcesmayhave

4Answer:l.C2.B3.D4.A5.B6.B7.C8.A9.B10.DZஹ▅\ᳮ]⚪3ᑖ"ᐳ30ᑖThepromotionanddevelopmentofperformancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagement,byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefined,andensuringthatactualbehaviorsarereviewedand,whereappropriate,rewardedbyfinancialornon-financialmeans.Performancemanagementreviewscanidentifyweaknessesanddevelopmentneedsinthisaspect,andinitiatepersonaldevelopmentplanswhicharedesignedtomeettheseneeds.Onestartingpointfortheprocesscouldbethecascadingofcorporatecorevaluesforknowledge-sharingtoindividuals,sothattheyunderstandwhattheyareexpectedtodotosupportthosecorevalues.Knowledge-sharingcanbeincludedasanelementofacompetencyframework,andthedesiredbehaviorwouldbespeltoutandreviewed.Forexample,positiveindicatorssuchasthoselistedbelowcouldbeusedasabasisforagreeingcompetencyrequirementsandassessingtheextenttowhichtheyaremet.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing:.Iseagertoshareknowledgewithcolleagues;

5.Takespositivestepstosetupgroupmeetingstoexchangerelevantinformationandknowledge;.Buildsnetworkswhichprovideforknowledgesharing;.Ensuresasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughtheintranetand/orothermeansofcommunication.Hansenetal(1999)mentionthatatErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions,oneofwhichistheir'contributiontoandutilizationoftheknowledgeassetofthefirm'.AtBain,partnersareevaluatedeachyearonavarietyofdimensions,includinghowmuchdirecthelptheyhavegivencolleagues.l.Thebesttitleforthisarticleis.A.Knowledge-sharingB.PerformancemanagementreviewsC.PerformancemanagementprocessesD.Performancemanagementforknowledgeworkers2.Thefollowingareexamplesofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharingexceptLA.IsreluctanttoshareknowledgewithcolleaguesB.TakespositivestepstoexchangerelevantinformationandknowledgeC.BuildsnetworkswhichprovideforknowledgesharingD.Ensuresasappropriatethatknowledgeiscaptured,codified,recorded

6anddisseminatedthroughsomemeansofcommunication3.WhichofthefollowingisnotmentionedbyHansenetal?.A.AtBain,directhelpthatpartnershavegivencolleagueswillbeevaluated.B.AtErnst&Young,consultants5contributiontotheknowledgeassetofthefirmwillbeevaluated.C.AtBain,partnersareeagertoshareknowledgewithcolleagues.D.AtErnst&Young,consultantsareevaluatedatperformancereviewsalongfivedimensions.4.Theauthorofthispassagewouldmostlikelyagreethat.A.PerformancemanagementprocessesbyHRcanmakelittlecontributiontoknowledgemanagement.B.Thecascadingofcorporatecorevaluesforknowledge-sharingtoindividualscouldbeonestartingpointfortheperformancemanagementprocess.C.Knowledge-sharingcan'tbeincludedasanelementofacompetencyframework.D.Takingpositivestepstoexchangerelevantinformationandknowledgeisn'tanexampleofpositivebehaviorinmeetingcompetencyexpectationsforknowledge-sharing.5.Accordingtothepassage,performancemanagementprocessesbyHRcanmakeanimportantcontributiontoknowledgemanagementthrough

7thefollowingmeasuresexcept.A.byprovidingforbehavioralexpectationswhicharerelatedtoknowledge-sharingtobedefinedB.byensuringthatactualbehaviorsarereviewedC.byensuringthatactualbehaviorsarerewardedbyfinancialornon-financialmeansD.bybuildingnetworkswhichprovideforknowledgesharingAnswer:l.D2.A3.C4.B5.DV"T-group"standsfor"traininggroup,"whichisnotaveryhelpfuldescription.Itisalsoreferredtoassensitivitytraining,groupdynamics,andgrouprelationstraining.T-grouphasthreeaims:1.Toincreasesensitivity-theabilitytoperceiveaccuratelyhowothersarereactingtoone'sbehavior.2.Toincreasediagnosticability-theabilitytoperceiveaccuratelythestateofrelationshipsbetweenothers.3.Toincreaseactionskill-theabilitytocarryouttheskillfulbehaviorrequiredbythesituation.InaT-group,thetrainerwillexplaintheaimsoftheprogramandmayencouragediscussionandcontributehisorherownreactions.Butheorshedoesnottakeastrongleadandthegroupislargelyleft

8toitsowndevicestodevelopastructurethattakesaccountofthegoalsofboththemembersofthegroupandthetrainerprovidesaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehavior.Theydothisbygiving“feedback“orexpressingtheirreactiontooneanother.Membermaynotalwaysacceptcommentsaboutthemselves,butastheT-groupdevelopstheywillincreasinglyunderstandhowsomeaspectsoftheirbehaviorarehiddentothemandwill,therefore,bewellonthewaytoanincreaseinsensitivity,diagnosticability,andactionskill.Follow-upstudieshavenotedthreeprincipleareasofchangefollowingtheattendanceoftraineesatanexternalT-grouplaboratory:1.Increasedopenness,receptivity,andtoleranceofdifferences.2.Increasedoperationalskillininterpersonalrelations,withovertonesofincreasedcapacityforcollaboration.3.Improvedunderstandinganddiagnosticawarenessofself,others,andinteractiveprocessesingroups.T-groupshavebeenattackedbecauseofthepossibilityofnegativeordetrimentaleffects.Butnoneofthefollow-upstudieshasdetectedanysignificantproblems.Amorevalidbasisfordoubtisthatithasbeendifficulttoprovethattheyhavebeencosteffectivefororganizationswhohaveusedthemon

9companyorhavestronglysupportedexternalprograms.Thiscriticismcouldbeleveledatanyotherformofgrouptrainingor,indeed,mostoff-the-jobtraining.Thedegreetowhichitcanbeinvalidatedwilldependontheeffectivenessofthetrainingdesignandofthetrainer.T-grouplaboratoriesintheirpurestformareunlikelyevertobecomeamajorpartofcompanytrainingprograms,butthegroupdynamicsapproachhasvalidusesinthemodifiedforms.1.Thisarticlemightmost1^elybeextractedfromthepaperabout.A.humanresourceplanningB.performanceevaluationC.internationalhumanresourcemanagementD.traininganddevelopment2."T-group"isreferredtoasthefollowingexcept.A.sensitivitytraining,B.on-the-jobtrainingC.groupdynamicsD.grouprelationstraining3.Theauthorofthispassagewouldmostlikelyagreethat.A.InaT-group,thetrainerwilltakeastronglead.B.InaT-group,membersmayalwaysacceptcommentsabout

10themselves.C.InaT-group,thetrainershouldprovideaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehaviors.D.InaT-group,membersdon'texpresstheirreactiontooneanother.4.Accordingtothepassage,whichofthefollowingcan'tchangetheattendanceoftraineesatanexternalT-grouplaboratory?.A.pooreffectivenessofthetrainingdesignB.improvedunderstandinganddiagnosticawarenessofselfandothersC.increasedopenness,receptivity,andtoleranceofdifferencesD.increasedoperationalskillininterpersonalrelations5.Fromthispassage,wecaninferthat.A.T-grouplaboratoriesarelikelybeusedasamajorpartoftrainingprogramsbycompany.B.ThereisnocriticismonT-grouplaboratories.C.IfT-grouplaboratoriesaremodifiedwell,ithasalsovaliduses.D.T-grouplaboratorieshavenouseforcompany.Answer:l.D2.B3.C4.A5,C_ஹᑏ1ᐳ20ᑖabcdeὺghij(chiefaccountant),◤⌕

11ᳮmn6ᐸpᑴrgstu(JobDescription),Ꮇ᝞bcxyᳮ⌕z{ᩭ}ᡂ⚗+1"{ᵨᦻ}ᡂgstu஺JobDescriptionPositionDepartmentAccountabletoSalary/paygrade[]35-40hrs/wk[]20-35hrs/wk[]lessthan20hrs/wkJobsummaryResponsibilities/dailytasksQualificationsRelationsofthepositiontoothersinthecompany

12Answer:(onlyforreference)JobDescriptionPositionchiefaccountantDepartmentfinancialdepartmentAccountabletoCFOSalary/paygrade3[yes]35-40hrs/wk[]20-35hrs/wk[]lessthan20hrs/wkJobsummaryWorkcloselywiththecompany'sCFO,andensurethatalloftheresponsibilitiespertainingtotheaccountingdepartmentaremet.Developanddirecttheactivitiesoftheprofessionalstaffinvolvedwiththefinancialaspectsofoperations,includingforecasting,planning,budgeting,creditandcollections,costaccounting,andfinancialcontrolsystems.Responsibilities/dailytasksReporttotheCFOandberesponsibleforallaccountingfunctions.Providinganalyticalbudgetary&financialplanning/reportingsupporttoseniormanagement.Establishingandmaintaininginternalcontrols,externalfinancialreporting.Interfacewithexternalauditors,handlingallcorporatetaxmatters.QualificationsMasterdegreeorabove;Atleast5yearsexperienceinaccountingwork;WorkexperienceinforeignorJVcompanyispreferred;Willingtotravel.RelationsofthepositiontoothersinthecompanyAdministrationdepartment;Marketingdepartment;Manufacturingdepartment;R&Ddepartmentetal.

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␺ᳮᕒᳮᔁ2ஹ⚪2ᑖ"ᐳ30ᑖ1.Careercounseling2.Cross-training3.Employeeleasing4.Expatriate5.On-the-jobtraining,OJT6.Paygrade7.Perquisites8.Reengineering9.Spotbonus10.TotalqualitymanagementTQM
11.BC12.☢13.ᑖ᪆14.+1i15.ᓣAnswer:1.2.-.3.ᕒ+9:4.᜜ᕒ5.ᙠ-.6.+7.8.⌼9.ᓽ¡ᝄ£10.ᐰ☢¥¦ᳮ11.

14Peerappraisal12.Situationalinterview13.Taskanalysis14.Jobdesign15.PromotionVஹᓫ⚗⌱Y⚪2ᑖ"ᐳ20ᑖ1.Performanceappraisalmethodscanbebroadlyclassifiedaseither,,orapproaches.A.trait,behavioral,judgmentalB.trait,behavioral,resultsC.behavioral,judgmental,resultsD.behavioral,judgmental,attitudinal2.Theareafromwhichemployersobtaincertaintypesofworkersfromwithintheorganizationisknownasthe.A.internallabormarketB.regionallabormarketC.recruitingareaD.externallabormarket3.Coachingisatechniquethatcanbeusedtodevelopindividualskills,knowledge,andattitudes.A.on-the-jobB.off-the-jobC.web-basedtrainingD.classroomtraining4.Theprimaryreasonwhyorganizationstrainnewemployeesis

15to.A.increasetheirknowledge,skill,andabilitylevelB.helptraineesachievepersonalcareergoalsC.complywithgovernmentregulationsD.improvetheworkenvironment5.TheHRdepartmentinanoverseasunitmustbeparticularlyresponsivetoallofthefollowingenvironmentsexcept.A.politicalB.culturalC.technologicalD.legal6.WhichofthefollowingisnotaprimaryimpactthattechnologyhashadonHRM?,A.Ithasalteredthemethodsofcollectingemploymentinformation.B.Ithasspeeduptheprocessingofemploymentdata.C.Ithasdiminishedtheroleofsupervisorsinmanagingemployees.D.Ithasimprovedtheprocessesofinternalandexternalcommunications.7.Whichmanagementgrouphasprimaryresponsibilityforthedevelopmentofdisciplinarypoliciesandprocedures?.A.thelegaldepartmentB.top-levelmanagement

16C.theHRdepartmentD.middlemanagement8.Tocreateamoreflexiblepoolofemployees,managersmightmostlikely.A.relyonjob-basedpaystructuresB.relyonskill-basedpaystructuresC.implementagainsharingincentivesystemD.implementanemployeestockownershipplan9.Whichofthefollowingdoesnotalterthenatureofjobsandtherequirementsofindividualsneededtosuccessfullyperformthesejobs?.A.downsizingB.adoptionofteamsC.stablegrowthinproductdemandD.globalchange10.Wagesurveydatawillnormallybecollectedwiththeuseof.A.low-ratedjobsB.keyjobsC.high-ratedjobsD.strategicjobsAnswer:

171.B2.A3.A4.A5.C6.C7.C8.B9.C10.BZஹ▅\ᳮ]⚪3ᑖ"ᐳ30ᑖDemandforecastingistheprocessofestimatingthefuturenumbersofpeoplerequiredandthelikelyskillsandcompetencestheywillneed.Theidealbasisoftheforecastisanannualbudgetandlonger-termbusinessplan,translatedintoactivitylevelsforeachfunctionanddepartmentordecisionson'downsizing5,inamanufacturingcompanythesalesbudgetistranslatedintoamanufacturingplangivingthenumbersandtypesofproductstobemadeineachperiod.Fromthisinformationthenumberofhourstobeworkedbyeachskillcategorytomakethequotaforeachperiodcanbecomputed.Thedemandforecastingtechniquesthatcanbeusedtoproducequantitativeestimatesoffuturerequirementsaredescribedbelow.ManagerialorexpertjudgementThisisthemosttypicalmethodofforecasting.Itsimplyrequiresmanagersorspecialiststositdown,thinkaboutfutureworkloads,anddecidehowmanypeopleareneeded.Thiscanbenomorethanguessworkunlessthereisreliableevidenceavailableofforecastincreasesinactivitylevelsornewdemandsforskills.

18Ratio-trendanalysisThisiscarriedoutbystudyingpastratiosbetween,say,thenumberofdirect(production)workersandindirect(support)workersinamanufacturingplant,andforecastingfutureratios,havingmadesomeallowanceforchangesinorganizationormethods.WorkstudytechniquesWorkstudytechniquescanbeusedwhenitispossibletoapplyworkmeasurementtocalculatehowlongoperationsshouldtakeandthenumberofpeoplerequired.Workstudytechniquesfordirectworkerscanbecombinedwithratio-trendanalysistocalculatethenumberofindirectworkersneeded.ForecastingskillandcompetencerequirementsForecastingskillrequirementsislargelyamatterofmanagerialjudgement.Thisjudgementshould,however,beexercisedonthebasisofacarefulanalysisoftheimpactofprojectedproduct-marketdevelopmentsandtheintroductionofnewtechnology,eitherinformationtechnologyofcomputerizedmanufacturing.1.DemandforecastingistheprocessofestimatingthefollowingexceptA.thefuturenumbersofpeoplerequired

19B.thelikelyskillspeoplewillneedC.thelikelycompetencespeoplewillneedD.thefuturenumbersandtypesofproducts2.Whichofthefollowingaboutdemandforcastinginamanufacturingcompanyisfalse?.A.Theidealbasisoftheforecastisanannualbudgetandlonger-termbusinessplan.B.Theforecastcan'tbebasedondecisionson'downsizing5.C.Thesalesbudgetshouldbetranslatedintoamanufacturingplan.D.Thenumberofhourstobeworkedbyeachskillcategorytomakethequotaforeachperiodcanbecomputed.3.Whichofthefollowingdemandforecastingtechniquescan'tbeusedtoproducequantitativeestimatesoffuturerequirements?.A.ManagerialorexpertjudgementB.Ratio-trendanalysisC.CriticalincidentmethodD.Workstudytechniques4.Theauthorofthispassagemightdisagreethat.A.Managerialorexpertjudgementcanbeaguessworkifthereisreliableevidenceavailableofforecastincreasesinactivitylevelsornewdemandsforskills.B.Whenratio-trendanalysisisbeingcarriedout,weneedn'tconsider

20changesinorganization.C.Workstudytechniquesfordirectworkerscanbecombinedwithratio-trendanalysistocalculatethenumberofindirectworkersneeded.D.Forecastingskillrequirementsislargelyamatterofmanagerialjudgement.5.Thisarticlemightmostlikelybeextractedfromthepaperabout.A.humanresourceplanningB.recruitmentandreplacementC.compensationandincentiveD.traininganddevelopmentAnswer:1.D2.B3.C4.B5.AVFlexiblebenefitsallowemployeestopickandchoosefromamongamenuofbenefitoptions.Theideaistoalloweachemployeetochooseabenefitpackagethatisindividuallytailoredtohisorherownneedsandsituation.Theyreplacethetraditionaluone-benefit-plan-fits-air,programsthathavedominatedorganizationsforfiftyyears.Theaverageorganizationprovidesfringebenefitsworthapproximatelyfortypercentofanemployee'ssalary.Buttraditionalbenefitprogramsweredesignedforthetypicalemployeeofthe1950s-a

21malewithawifeandtwochildrenathome.Lessthantenpercentofemployeesnowfitthisstereotype.Twenty-fivepercentoftoday'semployeesaresingleandathirdarepartoftwo-incomefamilieswithoutanychildren.Assuch,thesetraditionalprogramsdon'ttendtomeettheneedsoftoday'smorediverseworkforce.Flexiblebenefits,however,domeetthesediverseneeds.Anorganizationsetsupaflexiblespendingaccountforeachemployee,usuallybasedonsomepercentageofhisorhersalary,andthenapricetagisputoneachbenefit.Optionsmightincludeinexpensivemedicalplanswithhighdeductibles;expensivemedicalplanswithlowornodeductibles;hearing,dental,andeyecoverage;vacationoptions;extendeddisability;avarietyofsavingsandpensionplans;lifeinsurance;collegetuitionreimbursementplans;andextendedvacationtime.Employeesthenselectbenefitoptionsuntiltheyhavespentthedollaramountintheiraccount.Givingallemployeesthesamebenefitsassumesallemployeeshavethesameneeds.Ofcourse,weknowthisassumptionisfalse.Soflexiblebenefitsturnthebenefits,expenditureintoamotivator.Consistentwithexpectancytheory'sthesisthatorganizationalrewardsshouldbelinkedtoeachindividualemployee'sgoals,flexiblebenefitsindividualizerewardsbyallowingeachemployeetochoosethecompensationpackagethatbestsatisfieshisorhercurrentneeds.Thatflexiblebenefitscanturnthetraditionalhomogeneousbenefitprogram

22intoamotivatorwasdemonstratedatonecompany:Eightypercentoftheorganization'semployeeschangedtheirbenefitpackageswhenaflexibleplanwasputintoeffect.1.Organizationshadbeenusingtheuone-benefit-plan-fits-air,programsforyears.A.30B.40C.50D.602.Accordingtothepassage,oftoday'semployeesaresingleandarepartoftwo-incomefamilieswithoutanychildren.A.1/4,1/3B.1/3,1/4C.1/5,1/3D.1/4,1/23.Benefitoptionsemployeescanselectincludethefollowingexcept.A.inexpensivemedicalplanswithhighdeductiblesB.expensivemedicalplanswithhighdeductiblesCavarietyofsavingsandpensionplansD.collegetuitionreimbursementplans4.Theauthorofthispassagewouldmostlikelyagreethat.

23A.Thetcone-benefit-plan-fits-air,programsassumesallemployeeshavedifferentneeds.B.Thisassumptionallemployeeshavethesameneedsistrue.C.Flexiblebenefitsareinconsistentwithexpectancytheory'sthesisD.Flexiblebenefitsturnthebenefits?expenditureintoamotivator.5.Fromthispassage,wecaninferthat.A.Thedominationof“one-beneft-plan-fts-all“programshasbeenreplacedbyflexiblebenefits.B.Thedominationofuone-benefit-plan-fits-air,programswillbereplacedbyflexiblebenefits.C.Employeescanselectbenefitoptionswhentheyhavespentthedollaramountintheiraccount.D.Thetraditionalbenefitprogramsaredesignedforthetypicalemployeeswhobelongtotwo-incomefamilieswithoutanychildren.Answer:l.C2.A3.B4.D5.A_ஹᑏ1(ᐳ20ᑖ)Ꮇ{ᡠᙠḄbc«¬®¯ᱥ⁐²g├´yᳮ"yµ¶·☢¸"bc¹ºᵨ"«¬7ᨴ1¼½¾¿"◀⁚Ꮇ¼᜜ᜩḄ+1¡Ã68:30-17:00,ÄÅ6ᨴ4000ᐗ"ᵨÇ3Èᨴ஺Éᙠ◤⌕{6g├´yᳮ8rºᵨÊËu(LetterConfirmingEmployment),{ᵨᦻ}ᡂrºᵨÊËu"ᑁÍÎ

24ᒹÐ├´yᳮḄ+1ÑÒᐸÓÔᐵ⚗஺ÕÖ×ᑮÙ"ᙳᵨXXX⊤Û"ÜᵨÝÞßÙ஺Answer:(onlyforreference)LetterConfirmingEmploymentDearXXX:Iampleasedthatyouhaveacceptedthepositionofsalesmanageratourcompany,startingonJuly1.Youshallperformthefollowingdutiesandhavethefollowingresponsibilities:Participateinformulatingmarketingstrategy;Formulateannualsalesplan;Ensurethatthegoalsofsaleswillbefulfilled;Superviseandevaluatesubordinates;Directandcontrollthesalesexpenditure;Dealwithsomespecialsales;Dealwiththecomplaintsofcustomers.Pleasenotethatthesedutiesandresponsibilitiesarenotexhaustiveandthatyoumaybeexpectedtoperformotherreasonabledutiesandresponsibilitiesshouldtheneedarise.Subjecttostatutoryholidays,yourworkinghoursarefrom8:30to17:00Yourstartingsalary/wageisRMB4000/month.Youwillbeonprobationfor3monthsduringwhichtimewemayterminateyouremploymentatanytimewithoutnoticeorpayment.YoursupervisorisXXX.Pleaseseehim/heronyourfirstdayandhe/shewillhelpyougetsettled.Ilookforwardtoworkingwithyou.Ifyouhaveanyquestions,pleasedonothesitatetocontactme.Yourstruly(Name)XXX(Title)XXX

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␺ᳮᕒᳮᔁ3ஹ⚪2ᑖ"ᐳ30ᑖ1.Wage-ratecompression2.Vesting3.Arbitrary4.Behavior-basedprogram5.Coach6.Differentialpiecerate7.Functionaljobanalysis,FJA8.Groupmentoringprogram9.Jobrankingsystem10.Managementforecasts11.ᙠ-.12.+àá13.eâ14.ᑖ᪆15.ãäåEæAnswer:1.+çè2.LMᑭO3.éê4.56ᦋìiᑜ5.ᦟï6.ðñiò+7.*+1ᑖ᪆8.óôᢣSiᑜ9.+1ö⌕ឋ᣸ù

26?10.ᳮ⚜û11.On-the-jobtraining,OJT12.Paylevel13.Recruitment14.Taskanalysis15.LearningorganizationVஹᓫ⚗⌱Y⚪2ᑖ"ᐳ20ᑖ1.Whensettingperformancemeasuresforincentivesystems,wecansaythatthebestmeasuresare.A.quantitative,simpletounderstand,andshowaclearrelationshipbetweenoutputandrewardB.qualitative,flexible,andcreatecompetitionbetweenemployeesC.thosethatallowemployersto“ratchetup“standardsandbaserewardsonqualitativestandardsD.thosethatreduceadministrativecosts,determinerewardsbasedonlyonquantity,andrewardonlyexceptionalemployees2.Tofacilitateanegalitarianenvironment,whichofthefollowingHRpracticesshouldmanagersimplement?A.team-basedtrainingB.HRIStechnologiesC.profitsharingD.team-basedselection3.Ifajobanalystdoubttheaccuracyofinformationprovidedbyemployees,heorsheshould.A.challengetheemployeeswiththeirfalsestatementsB.reportthemtotheirsupervisors

27C.turnthetaskofjobanalysisovertosomeonewithmoreHRMexperienceD.obtainadditionalinformationfromthemorfromtheirsupervisors4.Reasonsfornothiringfromwithinincludeallofthefollowingexcept.A.motivationalconcernsB.lackofqualifiedinternalcandidatesC.aneedfornewideasD.theriskof''employeecloning”5.Executivesormanagerswhocoach,advise,andencourageemployeesoflesserrankarecalled.A.protegesB.teachersC.mentorsD.rolemodels6.Whichofthefollowingisanexampleofawell-writtenperformancestandard?A.Deskclerksareexpectedtocheckoutapproximatelyfifteencustomerseveryhalf-hourB.CustomerservicerepresentativesshouldbeenergeticandpleasanttocustomersC.Residentdormadvisersshouldbeeasilyaccessibletostudents

28D.Policeshouldrespondtoacallwithinashortperiodoftime7.Inthedevelopmentofafactorcomparisonscale,keyjobsarenormallyrankedagainstallofthefollowingfactorsexcept.A.skillB.performanceC.mentaleffortD.responsibility8.Anincentiveplanismorelikelytosucceedinanorganizationwhenallofthefollowingaretrueexcept.A.employees'moraleishighB.employeesbelievetheyarebeingtreatedfairlyC.thereisharmonybetweenemployeesandmanagementD.employeesbelievethatincentivepaymentaredeferred9.Ifyouweredevelopingaperformanceappraisalsystemforindividualsoninternationalassignments,itwouldbebesttobaseindividuafsappraisalsoninformationfrom.A.host-countryevaluationsB.home-countryevaluationsC.bothhome-andhost-countryevaluationsD.peerevaluations10.HumancapitalofafirmincludethefollowingexceptLA.theknowledgeofafirm'sworkers

29B.skillsofafirm'sworkersC.theexpertiseofafirm'sworkersD.thebehaviorofafirm'sworkersAnswer:l.A2.C3.D4.A5.C6.A7.B8.D9.C10.DZஹ▅\ᳮ](⚪3ᑖ"ᐳ30ᑖ)(-)Thestepsindoingajobanalysisareasfollows:Step1Startbyidentifyingtheusetowhichtheinformationwillbeput,sincethiswilldeterminethetypeofdatayoucollectandthetechniqueyouusetocollectthem.Therearemanymethodsforcollectingjobanalysisdata;theyrangefromqualitativeinterviewstohighlyquantifiedquestionnaires.Sometechniques-likeinterviewingtheemployeeandaskingthepersonwhatthejobentailsandwhathisresponsibilitiesare-areuniquelysuitedforuseslikewritingjobdescriptionsandselectingemployeesforthejob.Otherjobanalysistechniquessuchaspositionanalysisquestionnairesdonotprovidedescriptiveinformationforjobdescriptions,butdoprovidenumericalratingsforeachjob;thesecanthenbeusedtocomparejobswithoneanotherforcompensationpurposes.Yourfirststepshouldthereforebetodeterminetheuseofthejobanalysisinformation.Thenyoucandecidehowtocollecttheinformation.Step2.Next,reviewavailableinformationsuchasorganizationcharts,processcharts,thejobdescriptions.Organizationchartsshowyou

30howthejobinquestionrelatestootherjobsandwhereitfitsintheoverallorganization.Theorganizationchartshouldidentitifytiletitleofeachpositionand,bymeansofitsinterconnectinglines,showwhoreportstowhomandwithwhomthejobincumbentisexpectedtocommunicate.Aprocesschartprovidesyouwithamoredetailedunderstandingoftheflowofworkthanyoucanobtainfromtheorganizationchartalone.Initssimplestform,aprocesschartshowstheflowofinputstoandoutputsfromthejobunderstudy.Finally,theexistingjobdescription,ifthereisone,canprovideagoodstartingpointfromwhichtobuildyourrevisedjobdescription.Step3Thisstepisnecessarywheremanysimilarjobsaretobeanalyzedandwhereitistootime-consumingtoanalyze,say,thejobsofallassemblylineworkers.Step4Yournextstepistogatherdataonjobactivities,requiredemployeebehaviors,workingconditionsandhumanrequirements(likethetraitsandabilitiesneededtoperformthejob).Forthis,youwoulduseoneormoreofthejobanalysistechniques.Step5Thejobanalysisprovidesinformationonthenatureandfunctionsofthejob,andthisinformationshouldbeverifiedwiththeworkerperformingthejobandtheperson'simmediatesupervisor.Verifyingtheinformationwillhelptodetermineifitisfactuallycorrect,complete,andeasilyunderstoodbyallconcerned.Andthis'review'stepcanhelpgaintheperson'sacceptanceofthejobanalysisdatayoucollectedbygivingthatpersonachancetomodifyyourdescriptionoftheactivities

31heorsheperforms.1.Thebesttitleofthisarticlemightbe.A.methodsforjobanalysisB.stepsinjobanalysisC.methodsforcollectingjobanalysisdataD.stepsforcollectingjobanalysisdata2.Whichofthefollowingisn'tamethodforcollectingjobanalysisdata?.A.interviewsB.questionnairesC.askingthepersonwhatthejobentailsD.criticalincidentmethods3.Accordingtothepassage,whichofthefollowingstatementisfalse?.A.Organizationchartsshowyouwhereitfitsinsomeareaoftheorganization.B.Theorganizationchartshouldshowwhoreportstowhomandwithwhomthejobincumbentisexpectedtocommunicate.C.Aprocesschartshowstheflowofinputstoandoutputsfromthejob.D.Yourrevisedjobdescriptioncanbebasedontheexistingjobdescription.

324.Aboutthestepsindoingjobanalysis,theauthorofthispassagewouldmostlikelydisagreethat.A.Step1shouldbetodeterminetheuseofthejobanalysisinformation.B.Step2shouldreviewavailableexistinginformation.C.Step3mightbenecessaryforanyjobanalysis.D.Step5shouldverifythecollectedinformation.5.Fromthispassage,wecaninferthattA.Wecancollectjobanalysisdatabyqualitativemethodsandquantifiedmethods.B.Wemustreviewtheexistingjobdescriptionindoingjobanalysis.C.Ingatheringdataonjobactivities,requiredemployeebehaviors,workingconditionsandhumanrequirements,wecan'tuseanyoneofthejobanalysistechniques.D.Indoingjobanalysis,weshouldn'tgiveanypersonachancetomodifyhisorherdescriptionoftheactivitiesheorsheperforms.Answer:l.B2.D3.A4.C5.AVWhatkindofpracticeswouldcharacterizeanorganizationthatunderstoodthevalueofcareerdevelopment?Thefollowingsummarizesafewofthemoreeffectivepractices.

33Thereisanincreasingbodyofevidenceindicatingthatemployeeswhoreceiveespeciallychallengingjobassignmentsearlyintheircareersdobetteronlaterjobs.Morespecifically,thedegreeofstimulationandchallengeinaperson'sinitialjobassignmenttendstobesignificantlyrelatedtolatercareersuccessandretentionintheorganization.Initialchallenges,particularlyiftheyaresuccessfullymet,stimulateapersontoperformwellinsubsequentyears.Toprovideinformationtoallemployeeaboutjobopenings,jobopportunitiesshouldbeposted.Jobpostingslistkeyjobspecificationdata-abilities,experience,andseniorityrequirementstoqualifyforvacancies-andaretypicallycommunicatedthroughbulletinboarddisplaysororganizationalpublications.Oneofthemostlogicalpartsofcareerdevelopmentiscareercounseling.Aneffectiveprogramwillcoverthefollowingissueswithemployees:1.theemployee'scareergoals,aspirations,andexpectationsforfiveyearsorlonger.2.Opportunitiesavailablewithintheorganizationandthedegreetowhichtheemployee'saspirationsarerealisticandmatchtheopportunitiesavailable3.Identificationofwhattheemployeewouldhavetodointhewayoffurtherself-developmenttoqualifyfornewopportunities.

344.Identificationoftheactualnextstepsintheformofplansfornewdevelopmentactivitiesornewjobassignmentsthatwouldpreparetheemployeeforfurthercareergrowth.Organizationscanoffergroupworkshopstofacilitatecareerdevelopment.Bybringingtogethergroupsofemployeeswiththeirsupervisorsandmanagers,problemsandmisperceptionscanbeidentifiedand,itishoped,resolved.Theseworkshopscanbegeneral,ortheycanbedesignedtodealwithproblemscommontocertaingroupsofemployees-newmembers,minorities,olderworkers,andsoforth.Periodicjobchangescanpreventobsolescenceandstimulatecareergrowth.Thechangescanbelateraltransfers,verticalpromotions,ortemporaryassignments.Theimportantelementinperiodicjobchangesisthattheygivetheemployeeavarietyofexperiencethatofferdiversityandnewchallenges.1.Accordingtothepassage,whichofthefollowingisn'tkeyjobspecificationdatalistedinjobpostings?.A.abilitiesB.experienceC.knowledgeD.seniorityrequirementstoqualifyforvacancies2.Aneffectivecareercounselingprogramwillcoverthefollowingissueswithemployeesexcept.

35A.theemployee'scareergoalsB.opportunitiesavailablefromoutsidetheorganizationC.thedegreetowhichtheemployee'saspirationsarerealisticD.theemployee'scareerexpectationsforfiveyearsorlonger3.Aboutgroupworkshops,whichofthefollowingstatementsistrue?.A.Groupworkshopscanfacilitatecareerdevelopment.B.Groupworkshopscan'tresolveproblemsandmisperceptions.C.Groupworkshopscanbegeneral.D.Groupworkshopscanbedesignedtodealwithproblemscommontocertaingroupsofnewmembers.4.Theauthorofthispassagewouldmostlikelyagreethat.A.Thereislittleevidenceindicatingthatemployeeswhoreceivechallengingjobassignmentsearlyintheircareersdobetteronlaterjobs.B.Initialchallengesthataren'tsuccessfullymetcanstimulateapersontoperformwellinnextyears.C.Temporaryassignmentscan'tstimulatecareergrowth.D.Periodicjobchangescanpreventobsolescence.5.Themaintopicaboutthispassageis.A.effectivecareerdevelopmentpracticesB.groupworkshopsC.periodicjobchanges

36D.effectivecareercounselingprogramAnswer:l.C2.B3.B4.D5.A_ஹᑏ1(ᐳ20ᑖ)ᵫýþ¬ᩭḄᢝÿ
⊦⌨AddisonSystemsᡭᙠᕒ⌨Ḅ⌕ὺḄ(temporaryworkers),Thomasᓽ"#⌨Ḅ஺᪷&'()Thomas*+Ḅ,-./᝞1⌨ᕒḄ23ᢥ᯿6,-789ᨴ;<ᕒ9=>?@Ḅ⊡BC,ThomasEᙠF7129ᨴ"GᑮIJ'K69=>?@Ḅ⊡B஺ᎷMNAddisonSystemsḄOPQRSᳮOᕒUNVᵨXᦻVThomasᑏ[ᕒ⌨\(EmployeeTerminationLetter),ᔣ^_`⌨ḄabcdJᐵfg஺(NḄhiUjᵨklminᵨXXX⊤p஺)

37Answer:(onlyforreference)EmployeeTerminationLetterDearThomas:ItiswithsincereregretthatImustinformyouthatyouremploymentatAddisonSystemsInc.willbeterminatedasofDecember31,2003.Asyouknow,theDownsizingTaskForcedeliveredtheirreporttothegeneralmanagerinlateDecember,2002.Amongthetaskforcerecommendationswastheeliminationofalltemporaryandcontractpositions.Sinceyouoccupyatemporaryposition,yourpositionisautomaticallysubjecttothetaskforcerecommendations.Iwouldliketomakeitabsolutelyclearthatinnowaydoesyourterminationreflectthatthecompanyisinanywayunhappywithyourworkperformanceoverthepast12months.Infact,youhavebeenhighlyregardedasoneofourmostproductivecontractstaff.Unfortunately,youandtheothernon-permanentstaffthatarebeingletgoaresimplyareflectionofthegeneraleconomicdownturnoverthepastyear.Inanefforttotrytoreducetheimpactofthistermination,thecompanyhasworkedoutaseverancearrangementthatwillgiveyouoneweek'spayforeachmonthyouworkedbeyond12months.Inyourcasethiswillamounttosix(6)weeksofseverancepay.Inaddition,yourmedicalcoveragewillremainineffectuntiltheendoftheseveranceperiod.YouwillsoonreceivealetterfromtheHumanResourcesDepartmentwithallofthedetailsontheseverancepackage.Thomas,givenyourqualificationsandprovenabilities,Iamconfidentthatyouwillbeabletofindanotherpositionintherelativelynearfuture.Ifyouwouldlike,Iwouldbepleasedtowritearecommendationletterforyou,tohelpwithyourjobsearch.Sincerely(Name)XXX(Title)XXX

38stuvwQx␺z{|wOPQRSᳮOᕒ}~OPQRSᳮwXᔁ4ஹX~6⚪2ᑖᐳ30ᑖ1.Apprenticeship2.Benchmarks3.Competencyassessment4.Differentialpiecerate5.Flextime6.Hayprofilemethod7.Jobrotation8.Mentor9.PerformanceplanningandevaluationPPE
10.Teamleadertraining11.ᐰ☢Sᳮ12.s13.ᵐ⌱14*15.Fᑖ᪆Answer:1.ᑴ2.3.P4.¡¢£Q5.ᮣ¥Ḅ¦6.t§ᒈ᪆©7.Fªᣚ8.¬9.ᦔ¯ᑜ)±²³10.´µ

39⚞¬11.Totalqualitymanagement(TQM)12.Web-basedtraining13.Selection14.Output15.Jobanalysis·ஹᓫ⚗⌱º(6⚪2ᑖᐳ20ᑖ)1.Ingeneral,inrecentyearstheroleofpeopleinadeterminingafirm'scompetitiveadvantagehas.A.decreasedinimportanceinmanufacturingfirmsbutincreasedinservicefirmsB.increasedinimportanceinservicefirmsbutdecreasedinmanufacturingfirmsC.increasedinimportanceinbothserviceandmanufacturingfirmsD.decreasedinimportanceinbothserviceandmanufacturingfirms2.Objectivesaccomplishedthroughjobanalysisincludeallofthefollowingexcept.A.establishingthejob-relatednessofselectionrequirementsB.determiningtherelativeworthofajobC.eliminatingdiscrepanciesbetweeninternalwageratesandmarketratesD.provingcriteriaforevaluatingtheperformanceofanemployee3.360-degreefeedbackmightbeusedforthefollowingexcept.A.personaldevelopmentB.appraisalC.payD.recruitment

404.Employeeswhoarecoached,advised,andencouragedbyemployersofgreaterrankareknownas.A.fast-trackersB.organizationalstudentsC.mentorsD.proteges5.Whichofthefollowingisn'taformofperformance-basedcompensation?A.piece-rateB.profit-sharingC.minimumwageD.lump-sumbonuses6.Advantageofemployeestockownershipplans(ESOPs)includeallofthefollowingexcept.A.employersareabletoprovideretirementbenefitstoemployeesatarelativelylowcostB.theemployees5pensionsarelessvulnerableduetodiversificationC.ESOPscanincreaseemployees,prideofownershipD.ESOPscanprovideanincentiveforemployees5toincreaseproductivity7.Lee,anewsupervisor,wantstocorrectlydocumentthepoorperformanceofanemployee.Whichofthefollowingwouldhenothave

41todo?.A.performacurrentperformanceappraisaloftheemployeeB.notethedate,time,andlocationofthemisconductC.recordtheconsequencesoftheemployee'sactionontheworkunitD.listthenegativebehaviorexhibitedbytheemployee8.Allofthefollowingbenefitsarerealizedbyaligningemployeerewardswithperformanceexcept.A.employeeswillsharethegainsthatresultfromanyperformanceimprovementB.employeeswillpursueoutcomesthatbeneficialtothemselvesC.employeeswillperceiveagreaterdegreeoffairnessD.employeesmaygooutoftheirwaytohelptheorganization9.Staffingtheorganization,designingjobsandteams,developingskillfulemployees,identifyingapproachesforimprovingemployeeperformance,andother“HRM"issuesaredutiestypicallyreservedfor.A.HRmanagersB.linemanagersC.HRandlinemanagersD.topexecutives10.JobanalysisiscalledthecornerstoneofHRMbecause.A.theinformationobtainedisproactiveB.itisthefirstjobgiventonewHRMemployees

42C.theinformationitcollectsservesomanyHRMfunctionsD.itisrequiredbylawAnswer:l.C2.C3.D4.D5.C6.B7.A8.B9.C10.C»ஹ▅½ᳮ¾(6⚪3ᑖᐳ30ᑖ)(-)Todevelopandimplement360-degreefeedbackthefollowingstepsneedtobetaken:1.Defineobjectives-Itisimportanttodefineexactlywhat360-degreefeedbackisexpectedtoachieve.Itwillbenecessarytospellouttheextenttowhichitisconcernedwithpersonaldevelopment,appraisalorpay.2.Decideonrecipients-Whoistobeatthereceivingendoffeedback.Thismaybeanindicationofwhowilleventuallybecoveredafterapilotscheme.3.Decideonwhowillgivethefeedback-Theindividual'smanager,directreports,teammembers,othercolleagues,internalandexternalcustomers.AdecisionwillalsohavetobemadeonwhetherHRstafforoutsideconsultantsshouldtakepartinhelpingmanagerstomakeuseofthefeedback.Afurtherdecisionwillneedtobemadeonwhetherornotthefeedbackshouldbeanonymous(itusuallyis).4.Decideontheareasofworkandbehavioronwhichfeedbackwill

43begiven-thismaybeinlinewithanexistingcompetencymodeloritmaytaketheformofalistofheadingsfordevelopment.Clearly,themodelshouldfittheculture,valuesandtypeofworkcarriedoutintheorganization.Butitmightbedecidedthatalistofheadingsorquestionsinasoftwarepackagewouldbeacceptable,atleasttostartwith.5.Decideonthemethodofcollectingthedata-Thequestionnairecouldbedesignedin-houseoraconsultant'sorsoftwareprovider'squestionnairecouldbeadopted,withthepossibleoptionofamendingitlatertoproducebetterfit.6.Decideondataanalysisandpresentation-Again,thedecisionisondevelopingthesoftwarein-houseorusingapackage.Mostorganizationsinstalling360-degreefeedbackdo,infact,purchaseapackagefromaconsultancyorsoftwarehouse.Buttheaimshouldbetokeepitassimpleaspossible.7.Planinitialimplementationprogram-Itisdesirabletopilottheprocess,preferablyattoplevelorwithallthemanagersinafunctionordepartment.Theschemewillneedtobelaunchedwithcommunicationstothoseinvolvedaboutthepurposeof360-degreefeedback,howitwillworkandtheparttheywillplay.Theaimistospelloutthebenefitsand,asfaraspossible,allayanyfears.Trainingingivingandreceivingfeedbackwillalsobenecessary.8.Analyzeoutcomeofpilotscheme-Thereactionsofthosetaking

44partinapilotschemeshouldbeanalyzedandnecessarychangesmadetotheprocess,thecommunicationpackageandthetraining.9.Planandimplementfullprogram-Thisshouldincludebriefing,communicating,trainingandsupportfromHRand,possibly,theexternalconsultants.10.Monitorandevaluate-Maintainaparticularlyclosewatchontheinitialimplementationoffeedback,butmonitoringshouldcontinue.Thisisaprocessthatcancauseanxietyandstress,orproducelittlepracticalgainintermsofdevelopmentandimprovedperformanceforalotofeffort.1.360-degreefeedbackmightbeusedforthefollowingexcept.A.personaldevelopmentB.appraisalC.payD.recruitment2.Aboutthethirdstepof360-degreefeedback,whichoneofthefollowingstatementsisfalse?A.Externalcustomerswillgivethefeedback.B.Thefeedbackwillbeknownbyotherpeopleusually.C.Outsideconsultantscantakepartinhelpingmanagerstomakeuseofthefeedback.D.HRstaffcantakepartinhelpingmanagerstomakeuseofthe

45feedback.3.Aboutthefourthstepof360-degreefeedback,theauthormightmostlikelyagreethat.A.Itmaybeinconsistentwithanexistingcompetencymodel.B.Thecompetencymodelneedn'tbeinlinewiththeculture,valuesandtypeofworkcarriedoutintheorganization.C.Itmaytaketheformofalistofheadingsfordevelopment.D.Itmightbedecidedthatalistofheadingsorquestionsinasoftwarepackagewouldn'tbeacceptable.4.Fromthispassage,wecaninferthat.A.Theexternalconsultantscanhelptoplanandimplement360-degreefeedbackprogram.B.Once360-degreefeedbackprogramisimplemented,itcan'tbechanged.C.Themanagersinafunctionordepartmentshouldn'ttakepartinplanninginitialimplementationprogram.D.Mostorganizationsinstalling360-degreefeedbackpurchaseapackagefromaconsultancyorsoftwarehouse,buttheaimshouldbetokeepitascomplexedaspossible.5.Thispassagemightmostlikelybeextractedfromthepaperabout______A.HRplanning

46B.performanceevaluationC.trainingD.outplacementAnswer:l.D2.B3.C4.A5.B(
)JacksonandBak(1998)suggestthatmotivationofChineseworkerscanbeunderstoodintermsofKatzandKahn's(1978)categorizationof'ruleenforcement',"externalrewards'and'internalizedmotivation\asfollows.RulesandroleprescriptionsmayberegardedasaformofroleprotectionintheChinesecontext,withjobdescriptionscarryinglittlemotivationalcontentintermsoftasksorobjectivestobeachieved,butactingasaninsuranceagainstbeingaskedtotakeonadditionalandunknowndutiesandagainstbeingoverworkedandavoidingtheriskofpunishment.China'seconomicreformershaveusedmaterialincentivesinordertostimulateperformanceandthereisevidencethatmoneyisimportantinChinaasamotivator,asindividualbonuseshaveexistedinChinasince1978andperformance-relatedbonusincentivesschemessince1983.However,therehasbeenatendencytowardslowdifferentiationofpayinanegalitarianrewardsystem,reflectinganeedtominimizecompetition

47andfosterharmonyintheworkplace:areflectingofastronglycollectivistculture.Limitedpaydifferentialsareoftenbasedonlengthofservice.Stateenterpriseemployees'wagestructuresareextremelycomplexandbasedonawholenumberofdifferentsubsidies,bonusesandallowances.Employeesmaybereluctanttoleavethistypeofsystemforalesssociallysupportiveoneasthereisanexpectationthattheenterprisewilltakecareofemployeesthroughhousingandothersocialbenefits,whichmusthaveastrongloyaltyeffect.AmajorsourceofinternalizedmotivationinChinahasbeenpoliticalindoctrinationandcampaigning,including'emulationcampaigns'incommunistChinainvolving'laborheroes5inanattempttoappealtohighperformerswhomightotherwisefeelinhibitedtoperforminanexemplarymannerinanegalitarianculture.InarelatedwayJapanesecompaniesinChinasendtheirbestworkerstoJapaninordertolearnfromexampleandfrombeingexposedtoaforeigncultureandencourageawillingnesstochange.BuildingasenseofbelongingnessandloyaltyinChineseworkerscreatesagoodopportunitytodevelopinternalizedmotivationfromdevelopingcorporateidentitythroughastrongorganizationalculture.Newpatternsofbehavior(includingcreativityandinnovation)couldbeencouragedbyemulation,bothintheworkplaceandontrainingcoursesinChinaand,whereappropriate(particularlyformanagerialandsupervisorystaffwhocanactasrolemodels)abroad.

481.AccordingJacksonandBak(1998),motivationsofChineseworkersincludethefollowingexcept.A.ruleenforcementB.externalrewardsC.internalizedenforcementD.internalizedmotivation2.Whichofthefollowingstatementsisfalse?.A.MaterialincentiveshavebeenusedtostimulateperformanceinChina.B.MoneyisimportantinChinaasamotivator.C.IndividualbonuseshaveexistedinChinasince1978.D.Performance-relatedbonusincentivesschemeshaveexistedinChinasince1980.3.AtendencytowardslowdifferentiationofpayinChinareflectsthefollowingexcept.A.aneedtominimizecompetitionB.aneedtofosterharmonyintheworkplaceC.astronglycollectivistcultureD.astronglyindividualistculture4.AbouttheinternalizedmotivationinChina,theauthormightmostlikelydisagreethat.A.AmajorsourceofinternalizedmotivationinChinahasbeenpoliticalindoctrinationandcampaigning.

49B.'Laborheroes,can'tappealtohighperformers.C.Developingcorporateidentitycanhelptodevelopinternalizedmotivation.D.Aweakorganizationalculturecan'thelptodevelopinternalizedmotivation.5.Themaintopicofthisarticlemightbe.A.motivationofChineseworkersB.rewardssystemforChineseworkersC.internalizedmotivationofChineseworkersD.externalrewardssystemforChineseworkersAnswer:l.C2.D3.D4.B5.A¿ஹᑏF(ᐳ20ᑖ)stChina-mcSᳮÀÁᐰÂᓝᜧSᳮÀÁÅÆKÇÈÉ᠗ᢈÌ(organizationwisdomtechnology(OWT))ÍÇÈᦔÎ☢ḄÀÁ,-Eᨵ8csḄÀÁÐÑV10ÒÓsuÔÕÖÀÁ,-஺Ḅw-ØᒹÚᡊᶍÀÁஹᦻᓄÞMஹßàSᳮஹáâÇÈãÞஹOPQRSᳮÍITSᳮÀÁä஺ᵫKw-Ḅæç◤⌕é◤⌕êOëuìὺíSᳮÀÁîï(Chiefmanagementconsultant)஺ᎷMὁîñNᑴFòὺóôUNᵨXᦻõᡂ÷òὺóôᑁù3ᒹÚúûஹFvüÍýὺ⌕þ஺

50Answer:(onlyforreference)ShanghaiChina-mcconsultingmanagementCo,.LTD,isantop-tenmanagementconsultingcompanyofchina,specializinginorganizationwisdomtechnology(OWT)andorganizationperformance.Wehaveover8yearsconsultingexperienceandserveformorethantensoflistingcompanies!Ourservicesincludestrategyconsulting;companyculturebuilding;Knowledgemanagement,LearningOrganizationbuilding,Humanresourcemanagement,marketingandITManagementbasingonOWT.Formoreinformation,Pleaseseeourwebsit:www.china-mc.comWearelookingfortalentsforChina-mcManagementConsulting.Withtheseopportunitiesweareofferingyouanexcitingcareer!Chiefmanagementconsultant(onepeople)Responsibilities:Takingchargeforthewholeworkofcompanyconsultingservice;Developingcompanynewservice;DevelopingandTrainingthenewconsultant;Projectmanagement,deliveryandteammanagementDetailedanalysisofrequirement.Requirement:•Nolessthan2-yearexperienceofconsultingwithinfamousconsultingfirms,(internationalconsultingfirmssuchasBCGandMackenzieprefer);•Nolessfive-yearsworkingexperience;•MBAorsimilareducationalbackground;

51•Haveagoodmanagementcapability•Excellentinterpersonalandommunicationkills•Outgoingandself-motivated•FamiliarwithPowerpoint;•Persuasive.EmailyourCVincludingrecentphototoadmin@chinamc.cum

52stuvwQx␺z{|wOPQRSᳮOᕒ}~OPQRSᳮwXᔁ5ஹX~6⚪2ᑖᐳ30ᑖ1.Actionsteps2.Careercurves3.Diversitytraining4.Groupmentoringprogram5.High-leveragetraining6.Jobspecification7.Markovanalysis8.Outplacementcounseling9.Reengineering10.Skillinventories11.360ÿ✄12.13.ᦔᳮ14.☢15.⍝Answer:1.2.3.ᐗᓄ4.ᢣ!ᑜ5.#$%6.&'(7.*+,ᑖ᪆/8.012349.567

53⌼10.ᢈ:;⊤11.360-degreefeedback12.Wageandsalarysurvey13.Performancemanagement14.Interview15.Ethics=ஹᓫ⚗⌱BCD⚪2ᑖFᐳ20ᑖH1.Duringtheselectionprocedure,anapplicantmayberejected.A.afterthepreliminaryinterviewB.aftercompletingtheapplicationblankC.afterselectiontestresultsarereceivedD.atanystepintheprocedure2.Whichtypeoftrainingallowsstudentstogetreal-worldexperienceinorganizationswhilestillreceivingcollegecredit?.A.vestibuletrainingB.apprenticeshiptrainingC.internshipsD.collegetraining3.Self-appraisalsarebestfor.A.administrativepurposesB.developmentalpurposesC.promotionalpurposesD.regulatorypurposes4.Anemployerwishingtosetupthejobclassificationsystemofjobevaluationwouldhaveto.A.establishapointplantoevaluatealljobs

54B.rankjobsaccordingtothebeliefsofcommitteemembersC.describejobgradeswithincreasingamountofresponsibility,skill,knowledge,orabilityD.evaluatejobswiththeuseofajobevaluationscale5.Whenacombinationsalaryandcommissionplanisusedtocompensatesalesemployees,thepercentageofcashcompensationpaidincommissioniscalled.A.abonusB.alump-sumbonusC.anincentiveD.leverage6.Toenhancethedegreeofrarenessinemployeeskillandabilities,organizationsshoulddevelopcompetenciesintheiremployeesthat.A.canbetransferredtootherorganizationsB.canbeduplicatedC.providegenericskillsthatarewidelyvaluedD.arenotequallyavailableinthelabormarket7.Sometimesorganizationsprovideservicestoterminatedemployeesthathelpthembridgethegapbetweentheiroldpositionandanewjob.Theseservicesareknownas.A.downsizingprograms

55B.”headhunting”assistanceprogramsC.outplacementassistanceD.employeeassistanceprograms(EAPs)8.Organizationsliketohireolderworkersbecause.A.theyhaveprovenemploymentexperienceB.theylearnfasterC.theyhavebettersafetyrecordsD.theydonotrequiremedicalbenefits9.Whendeterminingwheretrainingemphasisshouldbeplaced,anexaminationofthegoals,resources,andenvironmentoftheorganizationisknownas.A.taskanalysisB.organizationanalysisC.resourceanalysisD.skillsanalysis10.Whileacareerdevelopmentprogramrequiresspecialprocessesandtechniques,abasicrequirementis.A.taskanalysisB.rolemodelingC.managementsupportD.apromotionpolicyAnswer:

56l.D2.C3.B4.C5.C6.D7.C8.A9.B10.CIஹ▅KᳮLCD⚪3ᑖFᐳ30ᑖHCMHPiece-rate,wageincentiveplans,profit-sharing,andlump-sumbonusesareallformsofperformance-basedcompensation.Whatdifferentiatestheseformsofpayfrommoretraditionalplansisthatinsteadofpayingapersonfortimeonthejob,theirpayisadjustedtoreflectsomeperformancemeasure.Thatmightbeindividualproductivity,workgroupordepartmentalproductivity,unitprofitability,ortheoverallorganization'sprofitperformance.Twoofthemorewidelyusedoftheperformance-basedcompensationplansarepiece-ratewagesforproductionworkersandannualperformancebonusesbasedoncorporateprofitsforseniorexecutives.Inpiece-ratepayplans,workersarepaidafixedsumforeachunitofproductioncompleted.Whenanemployeegetsnobasesalaryandispaidonlyonwhatheorsheproduces,thisisapurepiece-rateplan.Peoplewhoworkballparkssellingpeanutsandsodapopfrequentlyarepaidthisway.Theymightgettokeeptwenty-fivecentsforeverybagofpeanutstheysell.Iftheysell200bagsduringagame,theymake$50.Iftheysellonlyfortybags,theirtakeisamere$10.Thehardertheyworkandthemorepeanutstheysell,themoretheyearn.Manyorganizationsuseamodifiedpiece-rateplan,whereemployeesearnabasehourlywageplus

57apiece-ratedifferential.Soalegaltypistmightbepaid$6anhourplustwentycentsperpage.Suchmodifiedplansprovideafloorunderanemployee'searnings,whilestillofferingaproductivityincentive.Foryears,seniorcorporateexecutivesreceivedregularincreasesintheirpay,regardlessoftheircompany'ssuccessorfailure.Moretopexecutivesthaneverarenowfindingtheircompensationlinkeddirectlytocorporateperformance.Whenthingsgowellforafirm,itisassumedthatmanagementhadalargepartinthatoutcome,sotheyshouldshareinthegoodtimes.Forexample,CharlesLazarus,chairmanofToys'R'UsInc.,earnsabasesalaryof$315000ayear.Becausehiscontractprovideshimanannualperformancebonusofonepercentofallpretaxprofitsover$321million-afulltwentypercentjumpfrom1988-Lazaruspocketedover$3millioninperformancepay.Ofcourse,inabadyear,executivesmaygetnobonusatall.1.Whichofthefollowingisn'taformofperformance-basedcompensation?.A.piece-rateB.profit-sharingC.minimumwageD.lump-sumbonuses2.Theperformancemeasuresthatmightbeusedforperformance-basedcompensationincludethefollowingexcept.

58A.individualworktimeB.departmentalproductivityC.unitprofitabilityD.theoverallorganization'sprofitability3.Accordingtothepassage,whichoneofthefollowingstatementsaboutpiece-ratepayplansisfalse?.A.Workersarepaidaunstablesumforeachunitofproductioncompleted.B.Ifanemployeegetsnobasesalaryandispaidonlyonwhatheorsheproduces,heorsheisinvolvedinapurepiece-rateplan.C.Theharderemployeeswork,themoretheyearn.D.Amodifiedpiece-rateplanmakeemployeesearnabasehourlywageplusapiece-ratedifferential.4.Aboutthecompensationplanforseniorexecutives,theauthormightmostlikelyagreethat.A.Themorewidelyusedoftheperformance-basedcompensationplanispiece-ratewages.B.Basedontheperformancebonuses,seniorcorporateexecutiveswillreceiveregularincreasesintheirpay,regardlessoftheircompany'ssuccessorfailure.C.Theperformance-basedcompensationplanassumethatmanagementhadalargepartincorparateoutcomes,sotheyshouldshareinthegood

59times.D.Ifthecompanyusetheperformance-basedcompensationplan,inabadyear,executivesmaygetnocompensationatall.5.Thebesttitleforthispassagemightbe.A.Theperformancemeasuresforperformance-basedcompensationB.Linkingperformance-basedcompensationandexpectancytheoryC.Performance-basedcompensationinpracticeD.Whatisperformance-basedcompensationAnswer:l.C2.A3.A4.C5.DC=HCoachingisapersonalon-the-jobtechniquedesignedtodevelopindividualskills,knowledge,andattitudes.Thetermisusuallyreservedformanagementorsupervisorytrainingwhereinformalbutplannedencounterstakeplacebetweenmanagersandsubordinates.Theagendaforsuchmeetingsmaybebasedonaperformancereviewsystem,whichincludessomeelementsofmanagementorobjectivesortargetsetting.Thiswouldidentifystrengthstobedevelopedorweaknessesinperformancetobeovercome,andthecounselingsessionsthatshouldbepartoftheperformancereviewprocesswouldindicatecareerdevelopmentneedsandtheadditionalknowledgeorskillsthatcanbeacquiredonthejob.

60Coachingisevenmoreeffectiveifitcantakeplaceinformallyaspartofthenormalprocessofmanagement.Thistypeofcoaching,assuggestedbyHawdonHague,consistsof:•Makingasubordinateawareofhowheorsheismanagingby,forexample,askingquestionsonhowwellheorshehasthoughtthroughwhatisbeingdone.•Controlleddelegation.•Usingwhateversituationsariseasteachingopportunities.•Settingindividualprojectsandassignments.•Spendingtimeinlookingathigherlevelproblemsaswellasdiscussingtheimmediatejob.Coachingmaybeinformal,butithastobeplanned.Itisnotsimplygoingfromtimetotimetoseewhatasubordinateisdoingandadvisinghowtodoitbetter.Neitherisitoccasionallytellingasubordinatewhereheorshehasgonewrongandthrowinginalectureforgoodmeasure.Sofaraspossible,coachingshouldtakeplacewithintheframeworkofageneralplanoftheareasanddirectioninwhichthesubordinateshouldbedeveloped.Coachingshouldprovidemotivation,structure,andeffectivefeedback,ifthecoacherisskilled,dedicated,andabletodevelopmutualconfidence.Itssuccessdependsonacleardefinitionofwork

61andtrainingobjectives,andthiscanbeatime-consumingprocess;ultimately,successdependsonmanagersandsupervisorsrecognizingthatitisoneoftheirkeyresponsibilitiesandtheyshouldbeencouragedandtrainedtodoit.1.Coachingisatechniquethatcanbeusedtodevelopindividualskills,knowledge,andattitudes.A.on-the-jobB.off-the-jobC.web-basedtrainingD.classroomtraining2.Accordingtothepassage,whichoneofthefoolowingsatementsistrue?.A.Beforecoaching,itisunnecessarytoreviewperformance.B.Performancereviewcanidentifystrengthstobedeveloped,butnotweaknessesinperformancetobeovercome.C.Theperformancereviewprocesscanindicatecareerdevelopmentneeds.D.Theperformancereviewprocesscanindicatethenecessaryknowledgeorskillsthatcanbeacquiredonthejob.3.AccordingtoHawdonHague,typesofcoachingincludethefollowingexceptA.Makingasubordinateawareofhowheorsheismanagingby

62B.SpendingtimeindiscussingtheimmediatejobC.SettingindividualprojectsandassignmentsD.Spendingtimeinlookingatlowerlevelproblems4.Accordingtothepassage,theauthormightmostlikelyagreethat.A.Coachingisformal.B.Coachinghastobeplanned.C.Coachingisgoingfromtimetotimetoseewhatasubordinateisdoingandadvisinghowtodoitbetter.D.Coachingistellingasubordinatewhereheorshehasgonewrongandthrowinginalectureforgoodmeasure.5.Fromthepassage,wecaninferthat.A.Coachingcanprovidemotivation,structure,andeffectivefeedback,regardlessofthecoacher'sskillஹdedicattion,andablilitytodevelopmutualconfidence.B.Thesuccessofcoachingneed'tbebasedonthedefinitionofworkandtrainingobjectives.C.Definingworkandtrainingobjectivescanbeatime-consumingprocess.D.Ifmanagersandsupervisorsdon'trecognizethatcoachingisoneoftheirkeyresponsibilities,coachingcanstillsucceed.

63Answer:l.A2.C3.D4.B5.CNஹᑏ'(ᐳ20ᑖ)R᜜TUVMWXYZ[\]^_`aḄTUFcdefTUḄᖪhi(businesssecrets)jkTUᕒ&m☄FTUᡭpqDMrᕒ&stMueivw(SecrecyandNoncompetitionCovenant),(xᕒ&yze{TUḄᖪhiFᙠ}~Fᙳj:ᔣ}Im☄3ᑁFj⃩ᡈ⃩ᡈ]TUcy⌕Ḅᐸᩩ¢஺TU¤¥cᐸᵨ§ᦻ©tMueivw஺Answer:(onlyforreference)SecrecyandNoncompetitionCovenantTheundersignedEmployeeherebypromisestheEmployer:1.TokeeptheEmployer'sbusinesssecrets,includingbutnotlimitedtocustomer,supplier,logistical,financial,research,anddevelopmentinformation,confidentialandnottodisclosetheEmployer'sbusinesssecretstoanythirdpartyduringandafterthetermoftheEmployee'semployment;2.That,ontheterminationoftheEmployee'semploymentwiththeEmployerforanyreason,theEmployeewillnotoperatea(typeofbusiness)businessorinanywayaidandassistanyotherpersontooperatesuchabusinessin

64(geographicalarea)foraperiodof(timeperiod)fromthedateofterminationoftheEmployee'semployment;3.That,ontheterminationoftheEmployee'semploymentwiththeEmployerforanyreason,theEmployeewillnotsolicitanycustomeroftheEmployerthatwasacustomeroftheEmployerduringthecourseoftheEmployee'semploymentwiththeEmployer,whetherornotstillacustomeroftheEmployerandwhetherornotknowledgeofthecustomerisconsideredconfidentialinformation,orinanywayaidandassistanyotherpersontosolicitanysuchcustomerforaperiodof(timeperiod)fromthedateofterminationoftheEmployee'semployment.Ifanypartofthesepromisesisvoidforanyreason,theundersignedacceptsthatitmaybeseveredwithoutaffectingthevalidityorenforceabilityofthebalanceofthepromises.Givenundersealon(date).Signed,sealed,anddeliveredinthepresenceof:(SignatureofWitness)(SignatureofEmployee)fortheEmployee.

65ª«¬␺x¯°±²ᳮᕒ³C±²ᳮ´HX§µᔁ6Mஹ§·¸¹CD⚪2ᑖFᐳ30ᑖH1.Boycott2.Coordinationtraining3.Customerappraisal4.Downsizing5.EqualemploymentopportunityEEO
6.Internalgrowthstrategy7.Jobrotation8.Managerand/orsupervisorappraisal9.Nepotism10.Positionanalysisquestionnaire,PAQ11.ºᓣ12.ᕒ¼½⊤13.}]ᑖ᪆14.ᨬ¿&15.&'ÀÁAnswer:1.ὶᔠÄᑴ2.ᔠ'3.ÆÇÈÉ4.ÊË5.TÌÍÎÏ6.ᑁÐᡂÒᡊᶍ7.&'Õᣚ8.ᳮ×/ᡈªUÈÉ9.ÙÚᐵÜ10.

66rᑖ᪆Ýᔁ11.Promotion12.Staffingtables13.Taskanalysis14.Minimumwage15.Jobdescription=ஹᓫ⚗⌱BCD⚪2ᑖFᐳ20ᑖH1.Theworthandcompensationofajobshoulddependonallofthefollowingexcept.A.theconditionsandhazardsunderwhichtheworkisperformedB.theskillandeffortthejobrequiresC.theamountofresponsibilityinvolvedD.thegenderoftheemloyees2.Regardlessoftheselectionmethodsused,itisessentialthattheselectionprocedurebe.A.lengthyandthoroughB.quickandefficientC.reliableandvalidD.apositiveexperienceforapplicants3.Asupervisorwhoprovidesacontinuingflowofinstructions,comments,andsuggestionstothesubordinateisengaginginwhattypeofon-the-jobtraining?.A.casestudyB.coachingC.individualdevelopmentD.rolemodeling

674.Performanceappraisalsystemssometimesyielddisappointingresultsforallofthefollowingreasonsexcept.A.lackoftop-managementsupportB.ratebiasC.useoftheappraisalprogramforconflictingpurposesD.useofappraisalsystemsinvalidatingjobanalysis5.Anemployerwishingtoraisethe“realwages“ofemployeeswouldhaveto.A.grantwageincreaseslargerthanthecostoflivingB.reevaluatejobsinordertoupgradetheirworthC.payemployeesonapay-for-performancestandardD.grantacross-the-boardwageincreases6.Disadvantagesofprofitsharingincludeallofthefollowingexcept.A.becausepaymentsaremadeonlyonceayear,theymaylosetheirmotivationalvalueB.plansmaynotpayoffforseveralyearsinarowC.effectiveprofitsharingplansrequireasecondHRprogramD.employeemoralecoulddropduringtimeperiodsafternobonushasbeengiven7.Allofthefollowingasattributesofsuccessfulglobalmanagershasbeenidentifiedexcept.

68A.abilitytoseizestrategicopportunitiesB.sensitivitytoissuesofdiversityC.interpersonalcompetencyD.capabilitytomanageahighlycentralizedorganization8.Toattainasustainablecompetitiveadvantagethroughpeople,organizationsshoulddevelopcompetenciesintheiremployeesthat.A.aretransferabletootherorganizationsB.canbeduplicatedC.providegenericskillsthatarewidelyvaluedD.aredesignedarounduniqueteamprocesses9.Whichofthefollowingisnotanoutcomeoflowsalarybudget?.A.increasedturnoverB.increasedemployeeoutputC.thecreationofatwo-tierwagesystemD.diminishedemployeeoutput10.Benefitsoforientationprogramsfrequentlyreportedbyemployersincludeallofthefollowingexcept.A.higherturnoverB.facilitationoflearningC.improvedemployeemorale

69D.increasedproductivityAnswer:l.D2.C3.B4.D5.A6.C7.D8.D9.B10.AIஹ▅KᳮL(D⚪3ᑖFᐳ30ᑖ)(M)Outplacementisabouthelpingredundantemployeestofindalternativework.Itinvolvesassistingindividualstocopewiththetraumaofredundancythroughcounseling,helpingthemtoredefinetheircareerandemploymentobjectivesandprovidingthemwithknowledgeablebutsensitiveguidanceonhowtoattainthoseobjectives.Helpmaybeprovidedbytheorganizationonanindividualbasis,butinlarger-scaleredundancies'jobshops5canbesetup.Thepeoplewhostaffthesescourthetravel-to-workareaseekingjobopportunitiesforthosewhoarebeingmaderedundant.Thisisoftendonebytelephone.Furtherhelpmaybegivenbymatchingpeopletosuitablejobs,arranginginterviews,traininginCV(curriculumvitae)preparationandinterviewtechniques.Jobshopsaresometimesstaffedbymembersofthepersonnelfunction.AsdescribedbyEggert(1991),theoutplacementprocessusuallytakesplacealongthefollowinglines:•initialcounseling-gainingbiographicaldataanddiscussingimmediateissuesofconcern;

70•achievementlist-clientswriteupalltheachievementstheycanthinkoftodowiththeircareer;•skillsinventory-clientsdevelopfromtheachievementlistapersonalportfolioofsaleableskills;•personalstatement-clientsdevelopapersonalstatementin20to30wordsaboutwhatisbeingpresentedtothejobmarket;•personalsuccessinventory-thoserecentorappropriatesuccessesthatcanbequantifiedandwhichsupportthepersonalprofile;•threejobs-identificationofthreepossibletypesofjobthatcanbesearchedfor;•psychologicalassessment-developmentofapersonalityprofilewithapsychologist;•developmentandagreementofaCV(seebelow);•identifyjobmarketopportunities;•practiceinterview;•planjobsearchcampaign.CVsprovidethebasicinformationforjobsearchingandanoutplacementconsultantwillguideindividualsonhowtowritetheirCVs.ThetraditionalCVuseswhatEggert(1991)callthe'tombstone'approachbecauseitreadslikeanobituary.Itsetsoutpersonaldetailsandeducation

71andemploymenthistoryinchronologicalorder.1.Whichoneofthefollowingisn'ttheaimofoutplacement?A.helpredundantemployeestofindalternativeworkB.assistindividualstocopewiththetraumaofredundancyC.helpindividualstoconfirmtheirinitialcareerandemploymentobjectivesD.provideindividualswithknowledgeablebutsensitiveguidanceonhowtoattaintheirnewcareerandemploymentobjectives2.Accordingtothepassage,thefollowingstatementsabout'jobshops'aretrueexcept.A.Iftherearelarger-scaleredundancies,wecansetup'jobshops5.B.Seekingjobopportunitiesforthosewhoarebeingmaderedundantcan'tbedonebytelephone.C.Bymatchingpeopletosuitablejobs,arranginginterviews,traininginCVpreparationandinterviewtechniques,wecanhelpredundantemployeestofindalternativework.D.Jobshopssometimesconsistofmembersofthepersonnelfunction.3.AccordingtoEggert(1991),theoutplacementprocessincludethefollowingexcept.A.gainbiographicaldataanddiscussingimmediateissuesofconcernB.identifythreepossibletypesofjobthatcanbesearchedforC.planjobsearchcampaign

72D.findappropriatework4.AboutCVs,theauthormightmostlikelydisagreethatLA.DevelopmentandagreementofaCVisinvolvedintheoutplacementprocess.B.CVscanprovidethebasicinformationforjobsearching.C.Anoutplacementconsultantshouldn'tguideindividualsonhowtowritetheirCVs.D.ThetraditionalCVsetsoutpersonaldetailsandeducationandemploymenthistoryinchronologicalorder.5.Thebesttitleforthispassagemightbe.A.outplacementB.outplacementprocessC.jobshopsD.CVsAnswer:l.C2.B3.D4.C5.AC=HThediscoverymethodisastyleofteachingthatallowsthepupiltolearnbyfindingoutprinciplesandrelationshipsforhim-orherself.Theessenceofthemethodisthatthetrainingdesignerthinksouttheprogressionofproblemsthetraineeisrequiredtosolve,relatesthisprogressiontothecapacityofthetrainees,andensuresthatlearning

73isbasedonintrinsicratherthanextrinsicfactors.Inotherwords,thetraineedoesnotneedtorelyonpreviousknowledgeandexperience,nordoesheorshedependonoutsideassistance(thatis,extrinsicfactors).Thelearning,however,isnotarandomprocess.Thetraineeprogressesthroughaseriesofplannedsteps,usingtheintrinsicinformationprovidedateachstage.Thebestresultsfromadiscoverytrainingtechniquesareachievedwithmiddle-agedandolderlearnersandontasksthatdemandthedevelopmentofconceptsandunderstanding.Thethreemainadvantagesofthemethodare:1.Motivation-theadultismoremotivatedtowarddiscoverylearningbecauseheorsheisinvolvedfromthestartandinvolvedonhisorherownterms.2.Control—thediscoverymethodrevealsthetrainee'sprogressandlevelofunderstandingtotheinstructorandenableseasiercontroltobeexercisedoverperformance.3.Retention-learningfromexperienceiseasierforadultsthanlearningfromwords;thereisnostressonmemorizing,hencethissortoflearningisremembered.Themaindisadvantageofthediscoverymethodisthatithastobeespeciallydesignedforlimitedgroups.Afurtherdisadvantageisthatitsbenefitsarenotasevidentintheshorttermasmore

74conventionallybasedtrainingsystems.Butwhererealunderstandingandretentionofknowledgeaboutthewholejobarerequiredforoldertraineesorpeopleundergoingretraining,thediscoverymethodhasalottooffer.1.Byreadingthispassage,youthinkthediscoverymethodshouldbea(an)trainingtechnique.A.on-the-jobB.off-the-jobC.on-the-joboroff-the-jobD.classroom2.Accordingtothepassage,whichoneofthefollowingstatementsaboutthediscoverymethodisfalse?.A.Itallowsthepupiltolearnbyfindingoutprinciplesandrelationshipsforhim-orherself.B.Thetrainingdesignershouldrelatetheprogressionofproblemsrequiredtosolvetothecapacityofthetrainees.C.Thetrainingdesignershouldensurethatlearningisbasedonextrinsicratherthanintrinsicfactors.D.Thelearningisaplannedprocess.3.Themainadvantagesofthediscoverymethodincludethefollowingexcept.A.Thetraineeismoremotivatedtowarddiscoverylearning.

75B.Thediscoverymethodrevealsthetrainee'sprogressandlevelofunderstandingtotheinstructor.C.Learningfromexperienceiseasierthanlearningfromwords.D.Thereisalittlestressonmemorizing.4.Accordingtothepassage,whichoneofthefollowingisn'tthedisadvantageofthediscoverymethod?.A.Ithastobeespeciallydesignedforlimitedgroups.B.Itsbenefitsarenotveryevidentintheshortterm.C.Itwilltakealongtimetogetitsresult.D.Itisonlyapplicabletomiddle-agedandolderlearners.5.ThispassagemightbeextractedfromthepaperabouttA.trainingB.performanceappraisalC.selectionD.replacementAnswer:l.B2.C3.D4.D5.A%ஹᑏ'ᐳ20ᑖR᜜µÞ᪥CᵨxxxCchinaH⊤æH!ᑜçὺMéê᜜맵ᦟ´F}~Z20039ᨴ1óô20046ᨴ30ó஺÷øᢥúû!pFD⁚ú45ᑖþFDúû150ᐗÿ
ᣴḄᕜ
ᡠ஺Ꮇ᪥ᐸ!ᔠ#

76(part-timecontract),%ᵨ'ᦻ)ᡂ+ᔠ#
ᔠ#,-
ᔠ#ᩩ/01ᒹ3ᓰEmploymentperiodஹPaymentADuties6ᑁ8஺Answer:(onlyforreference)Part-timeContractThisisacontractbetweenxxx(china)and:Name:Position:TermsandConditions1.EmploymentperiodThiscontractisfrom01September2003to30June2004.2.Paymenta.HourlyRateYouwillbepaidfortnightlyattherateofRMB150perlesson.Eachlessonisof45minutesdurationanditisexpectedthatyouwillspendatleast15minutesonmeaningfulpreparationforthatlesson.Wagesarepaidonthe2ndMondayfollowingtheweek(s)worked.TheteachermustpayincometaxinaccordancewiththelawsoftheGovernmentofChina.3.Dutiesa.ProvideEnglishlanguagetrainingb.Prepareandmarkexaminationsandtests.Recordstudentmarks.c.Atalltimestheteacherisexpectedtodressandbehaveinaprofessionalmanner.Therecanbenorelationshipwithastudentthatcannotbeseenasoneofaprofessionalnature.d.TheteacherisdirectlyresponsibletotheDirectorofStudiesXXX(China)(DOS).

77f.TheteacherisexpectedatalltimestoobeythelawsandregulationsofthePeople'sRepublicofChina.Nameofteacher:_________________________Signatureofteacher:______________________SignatureofDOS:________________________Date:_____________________

789:;!<=,␺?@A

7910.ᦔh11.Totalqualitymanagement(TQM)12.Profitsharing13.Mentor14.Jobexperiences15.Criticalincidentஹᓫ⚗⌱(R⚪2ᑖ
ᐳ20ᑖ)1.Inordertoplayamoreactiveroleininfluencingchangewithinorganizations,HRdepartmentmustdoallofthefollowingexcept.A.increasetheirpoliticalpowerB.becomebusinesspartnerswiththeentireorganizationC.viewthemselvesasprimarilyperformingaservicefunctionD.developleadershipcapabilities2.Jobrequirementsare.A.thedifferentduties,tasks,andresponsibilitiesthatmakeupajobB.theeducationalbackgroundandskillsrequiredtodothejobC.theworkexperiencerequiredtodothejobD.thetimerequiredtocompletethejob3.Thetechniqueoftrainingmanagersthatemphasizestheneedtoinvolvesupervisorytraineesinhandlingreal-lifeemployeeproblemsandtoreceiveimmediatefeedbackontheirownperformanceis.A.theleaderlessgroupB.themanagementgameC.thecasestudyD.behaviormodeling4.Allofthefollowingarebasicskillsneededforsuccessfulcareer

80managementexcept.A.developingapositiveattitudeB.establishinggoalsC.adoptingthemindsetofyoursuperiorsD.puttingresponsibilityforyourcareerinthehandsofyoursupervisor5.Thetermpay-for-performancecanencompassallofthefollowingexcept.A.meritpayB.basesalaryC.cashbonusesD.gainsharingplans6.Disorientationthatcausesperpetualstressinpeoplewhosettleoverseasforlengthyperiodsoftimeiscommonlyreferredtoas.A.futureshockB.cultureshockC.internationaldisorientationD.eustress7.Smallerorganizationscanachieveasystemapproachtoorganizationaldesignthatmaximizesemployeeperformanceandwell-beingbycombiningallofthefollowingexcept.A.workstructuresB.HRpractices

81C.organizationalstrategyD.managementprocesses8.Whichofthefollowingisnotanappropriatestrategytocreateatrainingenvironmentconducivetolearning?A.usingnegativereinforcementB.havingparticipantssetpersonalgoalsC.designinginstitutionalobjectivesD.eliminatingtreatsandpunishments9.Anorganizationwishingtoestablishgreaterjob-staffingflexibilitywouldlikelyusewhichpaysystem?.A.straightpayB.skill-basedpayC.incentivepayD.two-tierpay10.Iflaborcostsrepresent50%ofanorganization'ssalesdollarsandtheorganizationpaysabonustoemployeeswheneverlaborcostsdropbelowthispercentage,whichtypeofincentiveplanisitusing?A.teambonusesB.individualbonusesC.piecerateD.profitsharingAnswer:

82l.C2.A3.D4.D5.B6.B7.C8.A9.B10.Aஹ▅ᳮHR⚪3ᑖ
ᐳ30ᑖJHJManagementexpertPeterDruckerhassaidthatthetypicalbusinesswillsoonbearlittleresemblancetothetypicalmanufacturingcompanyof30yearsago.AsDruckerpredictsit,“thetypicalbusinesswillbeknowledge-based,anorganizationcomposedlargelyofspecialistswhodirectanddisciplinetheirownperformancethroughorganizedfeedbackfromcolleagues,customersandheadquarters.Forthisreason,itwillbewhatIcallaninformation-basedorganization”.Asaresult,thedistinguishingcharacteristicofcompaniestodayandtomorrow,saymanyexperts,isthegrowingemphasisonhumancapital-theknowledge,education,training,skills,andexpertiseofafirm'sworkers-attheexpenseofphysicalcapitallikeequipment,machinery,andthephysicalplant.Thisgrowingemphasisoneducationandhumancapitalreflectsseveralsocialandeconomicfactors.Oneistheincreaseintheservice-orientednatureoftheU.S.economy.Anotheristhefactthatmanufacturingjobsarechanging,too.ParticularlyintheUnitedStates,manufacturing-intensivejobsinthesteel,auto,rubber,andtextileindustriesarebeingreplacedbywhatoneexpertcalls"knowledge-intensivehightechmanufacturinginsuchindustriesas

83aerospace,computers,telecommunications,homeelectronics,pharmaceuticals,andmedicalinstruments”.Atthesametime,evenheavymanufacturingjobsarebecomingmorehightech:AtAlcoaAluminum'sDavenport,Iowaplant,forinstance,acomputerstandsateachworkposttohelpeachemployeecontrolhisorhermachinesorcommunicatedata.Jobstodaythusdemandalevelofexpertisefarbeyondthatrequiredofmostworkers20or30yearsago,sothathumancapitalisquicklyreplacingmachinesasthebasisformostfirms'success.Furthermore,itisnotunusualformorethanone-fourthofmanyfirms?salestocomefromproductslessthanfiveyearsold.Formanagers,thechallengeoffosteringintellectualorhumancapitalliesinthefactthatsuchworkersmustbemanageddifferentlythanwerethoseofpreviousgenerations.Asoneexpertputthis,thecenterofgravityinemploymentismovingfastfrommanualandclericalworkerstoknowledgeworkers,whoresistthecommandandcontrolmodelthatbusinesstookfromthemilitary100yearsago.Workerslikethese,inotherwords,cannotjustbeorderedaroundandcloselymonitored.Newhumanresourcemanagementsystemsandskillswillberequiredtoselectandtrainsuchemployeesandtowintheirself-disciplineandcommitment.1.Whichofthefollowingisn'tinlinewithDrucker'sprediction?.A.Thetypicalbusinesswillstillbearsomeresemblancetothetypical

84manufacturingcompany.B.Thetypicalbusinesswillbeknowledge-based.C.Anorganizationwillbecomposedlargelyofspecialists.D.Anorganizationwillbeaninformation-basedorganization.2.Accordingtothepassage,humancapitalincludethefollowingexcept.A.theknowledgeofafirm'sworkersB.skillsofafirm'sworkersC.theexpertiseofafirm'sworkersD.thebehaviorofafirm'sworkers3.Thegrowingemphasisonhumancapitalreflectsthefollowingexcept.A.ThereisanincreaseoftheserviceindustryintheU.S.economy.B.Thereisnochangeinmanufacturingindustry.C.Manufacturing-intensivejobsarebeingreplacedbyknowledge-intensivehightechmanufacturing.D.Heavymanufacturingjobsarebecomingmorehightech.4.Fromthispassage,wecaninferthat.A.Thecontributionofhumancapitaltomostfirms'successissurpassingtheoneofphysicalcapital.B.Knowledgeworkerscanbemanagedassameasmanualandclericalworkers.

85C.Knowledgeworkerscanbestillorderedaroundandcloselymonitored.D.Humanresourcemanagementsystemsandskillsneedn'tbemodifiedforknowledgeworkers.5.Thebesttitleforthispassagemightbe.A.HumancapitalB.KnowledgeworkC.KnowledgeworkandhumancapitalD.KnowledgemanagementAnswer:l.A2.D3.B4.A5.CHJHowdoweevaluateanemployee'sperformance?Thatis,whatarethespecifictechniquesforevaluation?Thefollowingreviewsthemajorperformanceevaluationmethods.WRITTENESSAYSProbablythesimplestmethodofevaluationistowriteanarrativedescribinganemployee'sstrengths,weaknesses,pastperformance,potential,andsuggestionsforimprovement.Agoodorbadappraisalmaybedeterminedasmuchbytheevaluator'swritingskillasbytheemployee'sactuallevelofperformance.CRITICALINCIDENTSCriticalincidentsfocustheevaluator'sattentiononthosebehaviorsthatarekeyinmakingthedifferencebetweenexecutingajobeffectivelyorineffectively.Thatis,theappraiser

86writesdownanecdotesthatdescribewhattheemployeedidthatwasespeciallyeffectiveorineffective.Thekeyhereisthatonlyspecificbehaviors,andnotvaguelydefinedpersonalitytraits,arecited.Alistofcriticalincidentsprovidesarichsetofexamplesfromwhichtheemployeecanbeshownthosebehaviorsthataredesirableandthosethatcallforimprovement.GRAPHICRATINGSCALESOneoftheoldestandmostpopularmethodsofevaluationistheuseofgraphicratingscales.Inthismethod,asetofperformancefactors,suchasquantityandqualityofwork,depthofknowledge,cooperation,loyalty,attendance,honesty,andinitiative,arelisted.Theevaluatorthengoesdownthelistandrateseachonincrementalscales.Whyaregraphicratingsscalessopopular?Thoughtheydon'tprovidethedepthofinformationthatessaysorcriticalincidentsdo,theyarelesstime-consumingtodevelopandadminister.Theyalsoallowforquantitativeanalysisandcomparison.BEHAVIORALLYANCHOREDRATINGSCALESBehaviorallyanchoredratingscalescombinemajorelementsfromthecriticalincidentandgraphicratingscaleapproaches:theappraiserratestheemployeesbasedonitemsalongacontinuum,butthepointsareexamplesofactualbehavioronthegivenjobratherthangeneraldescriptionortraits.Behaviorallyanchoredratingscalesspecifydefinite,observable,and

87measurablejobbehavior.Examplesofjob-relatedbehaviorandperformancedimensionsarefoundbyaskingparticipantstogivespecificillustrationsofeffectiveandineffectivebehaviorregardingeachperformancedimension.Thesebehavioralexamplesarethentranslatedintoasetofperformancedimensions,eachdimensionhavingvaryinglevelsofperformance.MULTIPERSONCOMPARISONSMultipersoncomparisonsevaluateoneindividual'sperformanceagainstoneormoreothers.Itisarelativeratherthananabsolutemeasuringdevice.Thethreemostpopularcomparisonsaregrouporderranking,individualranking,andpairedcomparisons.1.Writtenessaysusuallydescribethefollowingexcept.A.anemployee'sstrengthsB.anemployee'sweaknessesC.anemployee'spastbehaviorD.anemployee'ssuggestionsforimprovement2.Whichofthefollowingstatementsaboutgraphicratingscalesisfalse?.A.Theyarepopularmethodsofevaluationthathavebeenusedforalongtime.B.Theywilllistasetofperformancefactors.C.Theywillprovidethedepthofinformationthatessaysorcritical

88incidentsdo.D.Theyallowforquantitativeanalysisandcomparison.3.Aboutbehaviorallyanchoredratingscales,theauthorwouldmostlikelydisagreethat.A.Theyareamixtureofthecriticalincidentandgraphicratingscaleapproaches.B.Theyspecifydefinite,observable,andmeasurablejobbehavior.C.Participantsmustgivespecificillustrationsofeffectiveandineffectivebehaviorregardingeachperformancedimension.D.Thebehavioralexampleswillbetranslatedintoasetofperformancedimensions,eachdimensionhavingfixedlevelsofperformance.4.Accordingtothearticle,multipersoncomparisonscanbedividedintothreecategories,butisn'tincludedinthesecategories.A.grouporderrankingB.wholeorganizationrankingC.individualrankingD.pairedcomparisons5.Thearticlemightbeextractedfromthepaperabout.A.performanceevaluationB.HRplanningC.HRandlawD.rewardsystem

89Answer:l.A2.C3.D4.B5.Aஹᑏ_(ᐳ20ᑖ)᜜=yᑜᑁᙠᑁᐰḄ{ᦔuv¡¢
ᒹ£9uv(superviserevaluation)ஹ#duv(peerevaluation)¤ᕒ^ᡃuv(employeeself-evaluation)ᎷB=C¦§⌕o©ᩭyᑴ_ᕒ^ᡃuv(employeeself-evaluation)Ḅ᪵,%ᵨ'ᦻ)ᡂ+⚗^_஺Answer:(onlyforreference)EmployeeSelf-EvaluationEmployeeEmployeeNo.DepartmentPositionStartdateAppraisalperiodListtheperformanceobjectivesyouestablishedatyourlastappraisal.Indicateinthetablewhetheryousuccessfullyachievedthem,andcommentonyoursatisfactionordissatisfactionwithyourperformanceandresults.ObjectivesAchieved?Comments1.2.3.4.5.

901.Areyourperformancegoalsreasonableandappropriateforyourposition?2.Considerthestrengthsthatenhanceyourjobperformance.3.Inwhatareascanyouimproveyourjobperformance?4.Doyoufeelthatyouneedadditionaltraining?Whattrainingwouldyoufindhelpful?5.Whatareyourshort-termcareerobjectives?Howcanyouachievethem?6.Whatareyourlong-termcareerobjectives?Howcanyouachievethem?7.Ifyoucouldchangeyourjoborcompanypolicies,whatchangeswouldyousuggest?Howcanweworktogethertoimprovethecompany?8.Arethereanyotheraspectsofyourjoborthecompanythatyouwouldliketodiscuss?

919:;!<=,␺?@A

92ᓽ¾ᝄÉ11.Training12.Skill-basedpay13.Paylevel14.Labormarket15.Globalizationஹᓫ⚗⌱HR⚪2ᑖ
ᐳ20ᑖJ1.Thebenefitsofprovidingjobapplicantswithabalanced,honest,andrealisticportrayalofajobpositionincludeallofthefollowingexcept.A.improvedjobsatisfactionB.reducedvoluntaryturnoverC.realisticjobexpectationsD.enhancedexpectationsandaspirations2.Theinterviewmethodthatbestreducesthepossibilityofdiscriminationisthe.A.behavioraldescriptioninterviewB.panelinterviewC.situationalinterviewD.structuredinterview3.Whichofthefollowingisnotafundamentalissuerelatedtotrainingdesign?.A.instructionalobjectivesB.traineereadinessandmotivationC.principlesoflearningD.traineeethniccharacteristics

934.Compensationprogramsthatcompensateemployeesfortheknowledgetheypossessareknownas.A.skill-basedpayplansB.performance-basedpayplansC.merit-basedpayplansD.seniority-basedpayplans5..Inorderforameritpayplantoworkeffectively,allofthefollowingshouldoccurexcept.A.meritpayshouldbewithheldwhenperformanceisseentodeclineB.performanceshouldbeevaluatedusingobjectivecriteriaC.employeesmustperceivetheraisestoberelatedtotheperformancerequiredtoearnthemD.asupervisor'ssubjectiveevaluationmustbeusedincomputingtheraise6.WhichofthefollowingisnotoneofthewaysinwhichinternationalHRMdiffersfromdomesticHRM?A.internationalHRMmustbeconcernedwithobeyinglocallawsandregulationsB.internationalHRMisresponsibleforagreaternumberoffunctionsC.internationalHRMmustconsidertheincreasedpossibilityofterroristattacksonpersonnelD.internationalHRMmustassistpersonnelwithorientationand

94translationservices7.Allofthefollowingbenefitsarerealizedbyredesigningworkaroundkeybusinessprocessesexcept.A.itestablishesaworkenvironmentthatfacilitatesteamworkB.itstandardizesemployees5skillsC.ittakesadvantageofemployees'skillsandknowledgeD.itempowersemployeestomakedecisions8.uTellmeaboutthelasttimeyoudisciplinedanemployee^^isanexampleofa.A.behavioraldescriptioninterviewquestionB.panelinterviewquestionC.computerinterviewquestionD.closedresponseinterviewquestion9.Thepieceworksystemismorelikelytosucceedwhenallofthefollowingaretrueexcept.A.unitsofoutputcanbeeasilymeasuredB.thequalityoftheproductiscriticalC.thejobisfairlystandardizedD.aconstantflowofworkcanbemaintained10.Whichmanagementgrouphasprimaryresponsibilityforthedevelopmentofdisciplinarypoliciesandprocedures?.A.thelegaldepartment

95B.top-levelmanagementC.theHRdepartmentD.middlemanagementAnswer:l.D2.D3.D4.A5.D6.A7.B8.A9.B10.Cஹ▅ᳮHR⚪3ᑖ
ᐳ30ᑖJHJTheresourcingplanconcernstheneedtoconsiderapproachestoobtainingpeoplefromwithintheorganization,torecruitingthemexternallyandtoattractinghigh-qualitycandidates
becoming'theemployerofchoice'Thefirststepistoanalyzetheavailabilityofsuitablepeoplefromwithintheorganizationbythereferencetoassessmentsofpotentialandaskillsdatabase.Thelattershouldcontainaregularlyupdatedlistofemployeeswiththesortsofskillsneededbytheorganization.Decisionsarethenmadeonwhatstepsshouldbetakentopromote,redeployand,asnecessary,provideadditionalexperienceandtrainingtoeligiblestaff.Planscanalsobemadetomakebetteruseofexistingemployees,whichmayincludeflexibilityarrangements,orhome-working.Therecruitmentplanwillincorporate:•Thenumbersandtypesofemployeesrequiredtomakeupanydeficits,andwhentheyareneeded;

96•Thelikelysourcesofcandidates-schools,collegesoffurthereducation,universities,advertising,theInternetetc;•Plansfortappingalternativesources,e.g.part-timers,wideningtherecruitmentnettoinclude,forexample,morewomenre-enteringthelabormarket;•Howtherecruitmentprogramwillbeconducted.Therecruitmentplanshouldincludeplansforattractinggoodcandidatesbyensuringthattheorganizationwillbecomean'employerofchoice\Thiscouldbeachievedbysuchmeansasgenerallyimprovingtheimageofthecompanyasanemployerandbyoffering:•Betterremunerationpackages;•Moreopportunitiesfordevelopment,trainingandcareers;•Enhancedfutureemployabilitybecauseofthereputationoftheorganizationasonethatemploysanddevelopshigh-qualitypeopleaswellasthelearningopportunitiesitprovides;•Employmentconditionswhichaddresswork-lifebalanceissuesby,forexample,adaptingworkinghoursandarrangementsandleavepoliciesandprovidingchild-carefacilitiesorvoucherstomeettheneedsofthosewithdomesticresponsibilities;•Betterfacilitiesandscopeforknowledgeworkers,e.g.researchanddevelopmentscientistsorengineersorITspecialists;•'Goldenhellos5(sumsofmoneypaidupfronttorecruits);

97•Generousrelocationpayments.1.Accordingtothepassage,therearethreeapproachestoobtainingpeopleexcept.A.obtainingpeoplefromwithintheorganizationB.recruitingpeopleexternallyC.attractinghigh-qualitycandidatesD.attractingemployers2.Whichofthefollowingstatementsaboutobtainingpeoplefromwithintheorganizationistrue?.A.Analyzingtheavailabilityofsuitablepeoplefromwithintheorganizationisthefirstthing,butassessmentsofpotentialisunnecessary.B.Askillsdatabaseshouldcontainaregularlyupdatedlistofemployeeswiththesortsofskillsneededbytheorganization.C.Providingadditionalexperienceandtrainingtoqualifiedstaffisunnecessary.D.Plansformakingbetteruseofexistingemployeesmaynotincludeflexibilityarrangements,orhome-working.3.Therecruitmentplanshouldincludethefollowingexcept.A.thenumbersandtypesofemployeesrequiredB.thelikelysourcesofcandidatesC.theplanforinterviewingcandidatesD.thewaybywhichtherecruitmentprogramwillbeconducted

984.An'employerofchoice,couldbeachievedbyofferingthefollowingexcept.A.bettercompensationpackagesB.enhancedfutureemployabilityC.moreopportunitiesfordevelopment,trainingandcareersD.improvedoutplacementpayments5.Thepassagemightbeextractedfromthepaperabout.A.trainingB.HRplanningC.recruitmentD.rewardsystemAnswer:l.D2.B3.C4.D5.BHJWhatwork-relatedvariablesdeterminejobsatisfaction?Anextensivereviewoftheliteratureindicatesthatthemoreimportantfactorsconducivetojobsatisfactionincludementallychallengingwork,equitablerewards,supportiveworkingconditions,andsupportivecolleagues.MENTALLYCHALLENGINGWORKEmployeestendtopreferjobsthatgivethemopportunitiestousetheirskillsandabilitiesandofferavarietyoftasks,freedom,andfeedbackonhowwelltheyaredoing.

99Thesecharacteristicsmakeworkmentallychallenging.Jobsthathavetoolittlechallengecreateboredom,conditionsofmoderatechallenge,mostemployeeswillexperiencepleasureandsatisfaction.EQUITABLEREWARDSEmployeeswantpaysystemsandpromotionpoliciesthattheyperceiveasbeingjust,unambiguous,andinlinewiththeirexpectations.Whenpayisseenasfairbasedonjobdemands,individualskilllevel,andcommunitypaystandards,satisfactionislikelytoresult.Ofcourse,noteveryoneseeksmoney.Manypeoplewillinglyacceptlessmoneytoworkinapreferredlocationorinalessdemandingjobortohavegreaterdiscretionintheworktheydoandthehourstheywork.Butthekeyinlinkingpaytosatisfactionisnottheabsoluteamountoneispaid;rather,itistheperceptionoffairness.Similarly,employeesseekfairpromotionpoliciesandpractices.Promotionsprovideopportunitiesforpersonalgrowth,moreresponsibilities,andincreasedsocialstatus.Individualswhoperceivethatpromotiondecisionsaremadeinafairandjustmanner,therefore,arelikelytoexperiencesatisfactionfromtheirjobs.SUPPORTIVEWORKINGCONDITIONSEmployeesareconcernedwiththeirworkenvironmentforbothpersonalcomfortandfacilitatingdoingagoodjob.Studiesdemonstratethatemployeespreferphysicalsurroundingsthatarenotdangerousoruncomfortable.Temperature,light,noise,andotherenvironmentalfactorsshouldnotbeateitherextreme-for

100example,havingtoomuchheatortoolittlelight.Additionally,mostemployeespreferworkingrelativelyclosetohome,incleanandrelativelymodemfacilities,andwithadequatetoolsandequipment.DON'TFORGETTHEPERSONALITY-JOBFIT!WehavepresentedHolland'spersonality-jobfittheory.Asyouremember,oneofHolland'sconclusionswasthathighagreementbetweenanemployee'spersonalityandoccupationresultsinamoresatisfiedindividual.Hislogicwasessentiallythis:peoplewithpersonalitytypescongruentwiththeirchosenvocationsshouldfindthattheyhavetherighttalentsandabilitiestomeetthedemandsoftheirjobs;arethusmorelikelytobesuccessfulonthosejobs;and,becauseofthissuccess,haveagreaterprobabilityofachievinghighsatisfactionfromtheirwork.StudiestoreplicateHolland'sconclusionshavebeenalmostuniversallysupportive,it'simportant,therefore,toaddthistoourlistoffactorsthatdeterminejobsatisfaction.1.Alotofresearchessuggestthatthemoreimportantfactorsconducedtojobsatisfactionshouldn'tinclude.A.mentallychallengingworkB.equalrewardsC.supportiveworkingconditionsD.personality-jobfit2.Accordingtothepassage,thecharacteristicsmadeworkmentally

101challengingincludethefollowingexcept.A.givingemployeesopportunitiestousetheirskillsandabilitiesB.offeringavarietyoftasksandfreedomC.offeringfeedbackonhowwellemployeesaredoingD.givingemployeesopportunitiestogainmorepayments3.Aboutequitablerewards,theauthormightmostlikelyagreethat.A.Whenpayisseenasfair,satisfactionmustbecaused.B.Everyoneseeksmoney.C.Thekeyinlinkingpaytosatisfactionistheabsoluteamountoneispaid.D.Employeesseekfairpromotionpoliciesandpractices.4.Whichofthefollowingstatementsaboutpersonality-jobfitisfalse?.A.Personality-jobfittheorywasfoundbyHolland.B.Hollandconcludedthathighagreementbetweenanemployee'spersonalityandoccupationresultsinmoresatisfaction.C.Peoplewithpersonalitytypescongruentwiththeirchosenvocationsshouldfindthattheyneedn'tbemorelikelytobesuccessfulontheirjobs.D.Successcanhelptoachievehighsatisfaction.5.Thebesttitleforthispassagemightbe.A.Howdowemeasurejobsatisfaction?

102B.Aremostworkerstodaysatisfiedwiththeirjobs?C.Whatdeterminesjobsatisfaction?D.Whatisjobsatisfaction'seffectonemployeeproductivity?Answer:l.B2.D3.D4.C5.Cஹᑏ_(ᐳ20ᑖ)Ê᜜ᔠ=ËᡂÌÍξÏ
ᡭÑÒÓ)ᗐḄB=CDᳮ^_
Õ?ÖᑁḄᡠᨵ!Ò^_ØÙ஺ᙠÒÚÛ!Ḅ^_ØÙÜÝ
◤⌕ᐜᙠᑁÒᨵᐵ!^_ØÙḄßᔁàá(JobDescriptionQuestionnaire),âã^_ØÙäåஹä)ᗐ஺Ꮇᩭ)ᡂ+ßᔁḄy
%ᵨ'ᦻyæᓫḄßᔁ஺Youcanbeginwiththefollowing:JobDescriptionQuestionnaireInstructions:Thefollowinginformationwillbeusedindesigningajobdescriptionformat.Formanyquestions,youmightwanttoleaveafullpageforananswer.Answer:(onlyforreference)JobDescriptionQuestionnaireInstructions:Thefollowinginformationwillbeusedindesigningajobdescriptionformat.Formanyquestions,youmightwanttoleaveafullpageforananswer.

1031.Whatisthejobtitle?__________________________________2.Inwhatdepartmentisthejoblocated?3.Whatisthetitleofthesupervisorormanagertowhomthejobholdermustreport?4.Doesthejobholdersuperviseotheremployees?Ifso,givetheirjobtitlesandabriefdescriptionoftheirresponsibilities.PositionSupervisedResponsibilities5.Whatessentialfunctiondutiesdoesthejobholderperformregularly?Listtheminorderofimportance.DutyPercentageofTimeDevotedtoThisDuty2.__________________________3.______________________________________________________6.Whataretheworkingconditions?Listsuchitemsasnoise,heat,outsidework,andexposuretobadweather.7.Howmuchauthoritydoesthejobholderhaveinsuchmattersastrainingorguidingotherpeople?8.Howmucheducation,experience,andskillarerequiredforsatisfactoryjobperformance?9.Atwhatstageisthejobholder'sworkreviewedbythesupervisor?10.Whatmachinesorequipmentisthejobholderresponsibleforoperating?11.Ifthejobholdermakesaseriousmistakeorerrorinperformingrequiredduties,whatwouldbethecosttomanagement?

1049:;!<=,␺?@A

10511.Reengineering12.Paygrade13.Jobdesign14.Delayering15.Basicskillsஹᓫ⚗⌱HR⚪2ᑖ
ᐳ20ᑖJ1.Whichofthefollowingorganizationsispursuingatransnationalstrategy?A.acarcompanydevelopinga“world“cartogainscaleeconomiesB.abrewerytryingtoachievescaleeconomieswhilesimultaneouslycustomizingitstasteandmarketingeffortsforlocalmarketsC.acompanyproducingcustomizedfashionsformultipleregionsoftheworldD.asteelcompanytryingtosimultaneouslygainscaleeconomiesandincreasethequalityofitsproducts2.Recenttechnologicaladvancementshaveledtoallofthefollowingexcept.A.anincreasednumberofunskilledjobsB.anincreasednumberofskilledjobsC.gainsinproductivityandqualityD.aneedtoretrainworkers3.If200resumeswereobtainedfromanemploymentagency,40oftheapplicantssubmittingthoseresumeswerequalified,20oftheapplicantssubmittingthoseresumeswereinvitedforanon-siteinterview,and10wereofferedemployment,whatisthecumulativeyield-ratio?

106A.5percentB.10percentC.20percentD.40percent4.Whichofthefollowingisnotabenefitoforientationprograms?.A.increasedproductivityB.lowerturnoverandimprovedmoraleC.morecomprehensivetaskanalysisD.reductionofnewemployeeanxiety5.Whensettingperformancemeasuresforincentivesystems,wecansaythatthebestmeasuresare.A.quantitative,simpletounderstand,andshowaclearrelationshipbetweenoutputandrewardB.qualitative,flexible,andcreatecompetitionbetweenemployeesC.thosethatallowemployersto“ratchetup“standardsandbaserewardsonqualitativestandardsD.thosethatreduceadministrativecosts,determinerewardsbasedonlyonquantity,andrewardonlyexceptionalemployees6.Tofacilitateanegalitarianenvironment,whichofthefollowingHRpracticesshouldmanagersimplement?.A.team-basedtraining

107B.HRIStechnologiesC.profitsharingD.team-basedselection7.Ifajobanalystdoubttheaccuracyofinformationprovidedbyemployees,heorsheshould.A.challengetheemployeeswiththeirfalsestatementsB.reportthemtotheirsupervisorsC.turnthetaskofjobanalysisovertosomeonewithmoreHRMexperienceD.obtainadditionalinformationfromthemorfromtheirsupervisors8.Ifyouweredevelopingaperformanceappraisalsystemforindividualsoninternationalassignments,itwouldbebesttobaseindividual'sappraisalsoninformationfrom.A.host-countryevaluationsB.home-countryevaluationsC.bothhome-andhost-countryevaluationsD.peerevaluations9.Ingeneral,inrecentyearstheroleofpeopleinadeterminingafirm'scompetitiveadvantagehas.A.decreasedinimportanceinmanufacturingfirmsbutincreasedinservicefirmsB.increasedinimportanceinservicefirmsbutdecreasedin

108manufacturingfirmsC.increasedinimportanceinbothserviceandmanufacturingfirmsD.decreasedinimportanceinbothserviceandmanufacturingfirms10.lbobtainemployeeinputregardingbenefitspackages,employersoftenuse.A.performanceappraisalsB.psychologicaltestsC.unionreportsD.opinionsurveysAnswer:l.B2.A3.D4.C5.A6.C7.D8.C9.C10.Dஹ▅ᳮHR⚪3ᑖ
ᐳ30ᑖJHJRedundancy,likethepoorwhichithelpstocreate,hasalwaysbeenwithus.Atonetime,however,itwasmainlyaresultofadversetradingconditions,especiallyduringtimesofrecession.Thisis,ofcourse,stillamajorcauseofredundancy,exacerbatedbythepressuresofglobalcompetitionandinternationalrecession.Butthedriveforcompetitiveadvantagehasforcedorganizationsto'takecostoutofthebusiness,-aeuphemismforgettingridofpeople,employmentcostsbeingtheonesonwhichcompaniesfocus,astheyareusuallythelargestelementintheircoststructures.Resulthasbeendelayering
eliminatingwhataredeemed

109tobeunnecessarylayersofmanagementandsupervision)and'downsizing'(anothereuphemism)oreven'right-sizing'(ayetmoreegregiouseuphemism).Theintroductionofnewtechnologyhascontributedhugelytothereductioninthenumberofsemi-skilledorunskilledpeopleinofficesandontheshopfloor.Butthethrustforproductivity(morefromless)andaddedvalue(increasingtheincomederivedfromtheexpenditureonpeople)hasledtomoreuseofsuchindicesasaddedvalueper£ofemploymentcoststomeasurebusinessperformancewithregardtotheutilizationofits'humanresources5(theuseofhumanresourcesinthisconnectionimpliesameasureofexploitation).Businessprocessre-engineeringtechniquesaredeployedasinstrumentsfordownsizing.Benchmarkingtoestablishwhichorganizationsareinfactdoingmorewithless(andifsohowtheydoit)isanotherpopularwayofpreparingthecasefor'downsizing5.Thepressureforimprovedperformancetomeetmoreintenseglobalcompetitionexplainswhymanyorganizationsaresettinghigherstandardsforemployeesandarenotretainingthosewhodonotmeetthosestandards.Thismaybedonethroughdisciplinaryprocedures,butperformancemanagementprocessesarebeingusedtoidentifyunder-performers.Properlyadministered,suchprocesseswillemphasizepositiveimprovementanddevelopmentplansbuttheywillinevitably

110highlightweaknessesand,ifthesearenotovercome,disciplinaryproceedingsmaybeinvoked.Ofcourse,peoplealsoleaveorganizationsvoluntarilytofurthertheircareers,getmoremoney,moveawayfromthedistrictorbecausetheyarefedupwiththewaytheyfeeltheyhavebeentreated.Theymayalsotakeearlyretirement(althoughthisissometimesinvoluntary)orvolunteerforredundancy(underpressureorbecausetheyarebeingrewardedfinanciallyfordoingso).1.Accordingtothepassage,whichofthefollowingisamaincauseofredundancy?.A.adversetradingconditionsB.thepressuresofglobalcompetitionC.internationalrecessionD.thedriveforcompetitiveadvantage2.Redundancymightforceorganizationstodothefollowingexcept.A.delayeringB.downsizingC.right-sizingD.eliminatingwhataredeemedtobenecessarylevelsofmanagementandsupervision3.Theauthorofthispassagemightmostlikelydisagreethat.

111A.Theintroductionofnewtechnologyhascontributedtoredundancy.B.Addedvalueper£ofemploymentcostscanbeusedtomeasurebusinessperformance.C.Businessprocessre-engineeringtechniquescanbeusedfordownsizing.D.Benchmarkingcan'tbeusedfordownsizing.4.Fromthepassage,wecaninferthat.A.Moreintenseglobalcompetitionhasbroughtthepressureforimprovedperformance.B.Thosewhodonotmeethigherstandardscanstillretainintheorganization.C.Performancemanagementprocessesthatareproperlyadministeredwillnotemphasizetheweaknesses.D.Peoplehadneverleftorganizationsvoluntarily.5.Thereasonswhypeopleleaveorganizationsvoluntarilydon'tinclude.A.Theywishtofurthertheircareers.B.Theywanttogetmoremoney.C.Theyhopetotakeearlyretirement.D.Theyarefedupwiththewaytheyfeeltheyhavebeentreated.l.A2.D3.D4.A5.CHJ

112Allemployeesreceivetraininganddevelopment.Inthecaseofnewlyhiredpeople,forexample,on-the-jobexperienceisemphasized.Employeesinproductionfirmsareshownhowtheproductismanufacturedandarethenputtoworkontheline.Workersinsalesorganizationsaretaughthowthecompanysellsitsproductsandarethensentoutintothefield.This“handson“methodisfundamentaltotheJapaneseapproachandisusedwherevertheysetupoperations.InJapan,SapporoBreweriesputsnewemployeesinretailoutlets,handlingthecompany'sbeerandsoftdrinksandfamiliarizingthemwiththecompetitivenessoftheindustry.IntheUnitedStates,Japan'sBridgestoneCorporationputsitsnewemployeesinretailandserviceoutletswheretheyaretaughttocheckandrepairtires,workinthestoragearea,anddeliverorders.Inthelattercase,thesetrainingtechniqueshelpaccountforthefirm'sabilitytoincreaseitsproductivityby65percentsinceitsacquisitionformFirestoneTire&Rubber.Anothercommonapproach,usedinJapan,istohouseallthenewemployeesincompanyresidences.Thistimeperiodcanbeasshortasoneweekoraslongassixmonths.Duringthistimetheemployeeslearnandexperiencesocialrules,etiquette,humanrelation,punctuality,andaseriesofotherrulesandproceduresthattheywillneedtomakethetransitiontocompanylife.Thesetypesofprogramsaredesignedtoprovidethedesiredattitudeandteamworkthatwillbeneededonthejob.

113Regularemployeesalsoreceivetraininganddevelopmentwhichteachesthemhowtoapplyskillstoavarietyofsituations.Oneofthemostcommonmethodsisjobrotationthatresultsintheworkerslearninghowtodoanumberofdifferentjobs.This,inturn,allowsthecompanytoshiftworkerstomeetfluctuationsinproductionandsales.Themethodisalsoviewedasusefulingivingemployeesanoverallviewofthefirm.TraininginqualitycontrolisanothercommonmethodandhelpsaccountforthehighproductivityandqualityofJapanese-madeproducts.Insomecasesinoverseasoperations,foreignmanagersaretaughttospeakJapanese.AmericanmanagersinJapanese-ownedfirmsnotethatthisskillisveryhelpfulifonehopestoadvanceintothehigherlevelsofmanagementintheUnitedStates-basedfirm.Theobjectiveofthesetraininganddevelopmentprogramsistohelptheemployeesreachtheirmaximumlevelofeffectiveness.1.InJapan,willnotreceivetraininganddevelopment.A.allemployeesB.regularemployeesC.newemployeesD.allemployers2.WhichofthefollowingstatementsaboutJapanesetraininganddevelopmentisfalse?.A.Japaneseemployersemphasizetheworkexperienceofnew

114employees.B.Afteremployeesinproductionfirmsareshownhowtheproductismanufactured,theywillbeputtoworkontheline.C.Afterworkersinsalesorganizationsaretaughthowthecompanysellsitsproducts,theywillnotbesentoutintothefield.D.The“handson”methodisusedbyJapaneseemployerspopularly.3.Abouthousingallthenewemployeesincompanyresidences,theauthorwoulddisagreethat.A.Thetimeperiodmightbeshorterthanoneweekorlongerthantenmonths.B.DuringthistimetheemployeeswilllearnandexperienceaseriesofrulesandproceduresC.Duringthistimetheymustadaptthemselvestocompanylife.D.Theaimofthesetypesofprogramsistoprovidethedesiredattitudeandteamworkthatwillbenecessaryforthejob.4.ThepurposesofjobrotationinJapanincludethefollowingexcept.A.Helpingtheworkerslearnhowtodoanumberofdifferentjobs.B.Allowingthecompanytoshiftworkerstomeetchangesinproductionandsales.C.Givingemployeesanoverallviewofthefirm.D.Helpingtheemployeesreachcertainlevelofeffectiveness.

1155.Thebesttitleforthisarticlemightbe.A.traininganddevelopmentintheUnitedStatesB.traininganddevelopmentinJapanC.traininganddevelopmentforJapanesenewlyhiredpeopleD.traininganddevelopmentforJapaneseregularemployeesAnswer:l.D2.C3.A4.D5.Bஹᑏ_(ᐳ20ᑖ)ᢈ(Technology)Ḅþÿ
ḄᳮᩭᜧḄᐸᒹᳮ஺ᙠᢈ!
Ḅ"#$Ḅᳮ%&☢(Ḽ*⍗,ᢧᡊ஺/ᳮ%&Ḅ01◤⌕4ᙠᡊᶍḄ67ᩭ8ὃ᝞;<ᢈᳮḄ஺=>?ᔠABḄC▭ᵨFᦻᑏIJ100KLMḄNOᳮ%&᝞;<ᢈ
ḄᦻP⚪R/“Howtodealwithtechnology”஺Youcanbeginwiththefollowingsentence:Technologyhasseepedintopracticallyeveryaspectofanorganization........

116Answer:(onlyforreference)HowtodealwithtechnologyTechnologyhasseepedintopracticallyeveryaspectofanorganization,impactingeverythingfromprocessestopeople.ThismeansthatHRdepartmentsmustworkwiththeirorganizationstounderstandandanticipatethesetechnologicalchallengesandopportunities—thegood,thebadandtheunexpected.ButsmartHRleadersconsiderhowtechnologytrendsimpacttheorganizationasawhole,ratherthanjusttheirowndepartments.Forexample,ifanorganizationpilotsanewtechnologytoreachcustomersinglobalmarketsneverbeforeexplored,theHRleaderneedstobeintunewiththechangetoidentifynewrequirementsforHRasaresult.Perhapsthisnewreachwillmeanthattheorganizationneedstochangethecompetenciesforpositionsincertaindivisions,providetrainingforemployeesonculturalissuesinthenewcountry,orevenhireexpatriatestomanagetheprocessinthefield.OnlywhenHRprofessionalsareawareoftheimpactoftrendsinareasliketechnologycantheyleadthechargetoexplorepeoplemanagementissuestoensurethebestpossibleoutcomeandenabletheHRprofessiontoreachitspotential.

117TUVWXY␺[\]Xᳮᕒ_`ᳮabcXFdeᔁ10IஹFhij`k⚪2ᑖᐳ30ᑖb1.Balancedscorecard2.Compa-ratio3.Dataflowdiagram4.Essaymethod5.Indirectcosts6.Individualism7.supervisorappraisal8.Outplacementcounseling9.Positionanalysisquestionnaire,PAQ10.Roleanalysis11.no⚞q12.rᦔtu13.vwᓄ14.⚜z15.ᦟ|Answer:1.}ᔠtuᓱ`ᡈ⊝ᑖᓱb2.᳛3.ᦪ4.☢5.ᡂ6.7.Tt8.W9.W

118ᑖ᪆ᔁ10.¡⁐ᑖ᪆11.Teamleader12.Performanceappraisal13.Jobenrichment14.Forecasting15.Coach£ஹᓫ⚗⌱§`k⚪2ᑖᐳ20ᑖb1.Whichofthefollowingmethodsfocusestheevaluator'sattentiononthosebehaviorsthatarekeyinmakingthedifferencebetweenexecutingajobeffectivelyorineffectively?.A.ThegrouporderrankingB.WrittenessayC.TheindividualrankingD.Criticalincidents2.Recruitingfromwithinmeansthatorganizationpreferstorecruitpeoplefrom.A.regionallabormarketB.nationallabormarketC.internallabormarketD.internationallabormarket3.Humanresourceandsuccessionplanningprovidesinformationon.A.thedirectioninwhichtheorganizationisgoingB.futureskillrequirementsandmanagementtrainingneedsC.deficienciesintrainingarrangementsD.anygapsbetweenexpectationsandresultsornegativetrends

1194.Multipersoncomparisonsevaluateoneindividuafsperformanceagainstoneormoreothers.Therearethreemostpopularcomparisonsexcept.A.grouporderrankingB.individualrankingC.graphicratingscalesD.pairedcomparisons5.Extrinsicrewardsincludethefollowingexcept.A.jobenrichmentB.directcompensationC.indirectcompensationD.nonfinancialrewards6.Inacompany,ifpeoplecurrentlyemployedare300,annualwastagerateis20%,andnumberrequiredatend-yearis350,thenthecompanyshouldrecruit.A.100B.110C.120D.1307.Inthebroadermeaningoftheterm,humanresourceplanningplaysa(an)intheHRfunction.A.strategicrole

120B.tacticalroleC.objectiveroleD.norole8.Whatisthemainaimofjobrotation?.A.acquirebasicknowledgeB.broadenexperienceC.acquirebasicskillsD.movepeoplefromjobtojob9.Theaimofthelaborturnoverindexisto.A.measurelaborturnoverB.analyzethereasonsoflaborturnoverC.measurecostsoflaborturnoverD.analyzethesignificanceoflaborturnover10.Thebasisphilosophyofthemanagerialgridtrainingisthat.A.thetaskoftheindividualmanageristoachievepeoplethroughproductionB.thetaskoftheindividualmanageristoachieveproductionthroughpeopleC.thetaskoftheindividualsistoachieveproductionthroughotherpeopleD.thetaskoftheindividualmanageristoachieveproductionthrough

121himself(herself)Answer:l.D2.C3.B4.C5.A6.B7.A8.B9.A10.B¨ஹ▅ªᳮ«(k⚪3ᑖᐳ30ᑖ)(I)Qualityoftheworklife(QWL)isofmajorimportanceintheGermanworkplace,andanumberofQWLpracticesareemployedtomaketheworkmotivational.One,whichisemployedinmanufacturing,istheuseof“workislands'5wherebytheworkerscanrotatejobswhilefollowingtheassemblyfromthefirsttothelaststepoftheprocess.Eachworkerintheteamcanperformdifferentfunctionsthroughouttheday.Asecondmethodistheuseofindividualworkstationsinwhichtheworkerassemblesamajorsubcomponentofthetotalproductsuchasanelectricmotorforaclothesdryer.Thisworkcycleusuallytakesabout15minutesandisdesignedtomaintainworkerinterestandkeepproductivityatanoptimumlevel.AthirdtypicalQWLworkmodificationistomaketheworkeasiertoperformby,forexample,lighteningthephysicalloadunderwhichthepersonworks.AnotherinterestingQWLconceptistheflexiyearschedule,underwhichtheworkersdeterminewhentheywanttoworkthroughouttheyear.Thetotalnumberofhoursisequaltotheregularannualtotalbutitisnotnecessarytoworkthesamenumberofhourseachweek.Theworkersare

122abletochoosethosetimesoftheyearwhentheywanttoworklesshoursandmanagementusesthisinformationtobalanceitsprojectedworkandpersonneldemands.Managementworkedwiththestafftodevelopamonthlyaccountingsystembywhichanemployeedidnothavetoworkafixednumberofhourspermonth.Managementcametoanagreementwithemployeeswherebydailyandweeklyhourscouldbechosenratherfreely,althoughemployeeswerewarnednottoignorethenecessitiesoftheirparticularjobs.Theresultwasthatemployeesworkedlesswhentherewaslessworktobedoneorwhentheywantedtimeoff,andworkedmorewhentheworkhadtobedone.Theflexiyearideahasbeenusedinothertypesofcompaniesaswell,includingatradefirminwhichtheworkschedulesoftheemployeeswerematchedwithcustomerdemandsandthesedataservedasthebasisforannualpersonnelplanningandworkschedules.Theideaseemstoworkwellinthoseindustrieswhereflexibleworkschedulescanbearrangedbasedoncustomerdemandforecastsandcanresultinreducedabsenteeism,improvedfamilyrelations,andhigherworkmorale.1.Qualityoftheworklife(QWL)isveryimportantin.A.JapanB.GermanyC.Australia

123D.America2.Accordingtothepassage,qualityoftheworklife(QWL)practicesincludethefollowingexcept.A.Theworkerscanrotatejobsthroughouttheday.B.Theworkersassembleamajorsubcomponentofthetotalproduct.C.Theworkismadeeasiertoperformby.D.Eachworkerintheteamcanonlyperformsamefunctionsinoneday.3.Accordingtothepassage,wecan'tdrawaconclusionontheflexiyearschedulethat.A.Theflexiyearschedulebelongstoqualityoftheworklife(QWL).B.Undertheflexiyearschedule,theworkerscandeterminehowlongtheyworkinoneyear.C.Itisunnecessarytoworkthesamenumberofhourseachweek.D.Theworkersareabletoreducetheirworktimewhentheywanttimeoffinoneweek.4.Undertheflexiyearschedule,managementshoulddothefollowingexcept.A.workwiththestafftodevelopamonthlyaccountingsystembywhichanemployeeneednotworkafixednumberofhourspermonthB.cometoanagreementwithemployeeswherebydailyandweeklyhourscanbechosenratherfreelyC.workmorewhenanemployeetimesoff

124D.warnemployeesnottoignorethenecessitiesoftheirparticularjobs5.Whichofthefollowingmightbetheresultoftheflexibleworkschedules?.A.higherperformanceB.higherworkmoraleC.reducedabsenteeismD.improvedfamilyrelationsAnswer:l.B2.D3.B4.C5.A(£)TheobjectiveofHRMresourcingstrategiesasexpressedbyKeep(1989)is:Toobtaintherightbasicmaterialintheformofaworkforceendowedwiththeappropriatequalities,skills,knowledgeandpotentialforfuturetraining.TheselectionandrecruitmentofworkersbestsuitedtomeetingtheneedsoftheorganizationoughttoformacoreactivityuponwhichmostotherHRMpoliciesgearedtowardsdevelopmentandmotivationcouldbebuilt.Theconceptthatthestrategiccapabilityofafirmdependsonitsresourcecapabilityintheshapeofpeopleprovidestherationaleforresourcingstrategy.Theaimofthisstrategyisthereforetoensurethatafirmachievescompetitiveadvantagebyemployingmorecapablepeople

125thanitsrivals.Thesepeoplewillhaveawideranddeeperrangeofskillsandwillbehaveinwayswhichwillmaximizetheircontribution.Theorganizationattractssuchpeoplebybeing'theemployerofchoice\Itretainsthembyprovidingbetteropportunitiesandrewardsthanothers,andbydevelopingapositivepsychologicalcontractwhichincreasescommitmentandcreatesmutualtrust.Furthermore,theorganizationdeploysitspeopleinwayswhichmaximizetheaddedvalueofthesupply.Theresourcingstrategyshouldattempttoprovideanswerstothefollowingquestions:•Inthelightofthebusinessplan,howmanypeoplearewelikelytoneedineachofourkeyoperationalorfunctionalareasintheshortandlongerterm?•Whatskillsarewelikelytoneedinthefuture?•Willwebeabletomeettheneedsfromourexistingresources?•Ifnot,wherewillbeabletofindthem?•Whatdoweneedtodotodeveloporextendourskillsbase?•Whatshouldwedoaboutidentifyingpeoplewithpotentialanddevelopingtheirabilities?•Dowehaveaprobleminattractingorretainingkeystaff?Ifso,whatdoweneedtodoaboutit?•Istherescopetomakebetteruseofpeoplebyincreasingemploymentflexibility?

126•Isthereanydangerofdownsizing?Ifso,howarewegoingtodealwithit?Thesecomponentsofresourcingstrategyare:•Resourcingplans-preparingplansforfindingpeoplefromwithintheorganizationand/orfortrainingprogramstohelppeoplelearnnewskills.Ifneedscannotbesatisfiedfromwithintheorganization,preparinglonger-termplansformeetingthembyattractinghighqualitycandidatesasthe'employerofchoice'.•Flexibilityplans-planningforincreasedflexibilityintheuseofhumanresourcestoenabletheorganizationtomakethebestuseofpeopleandadaptswiftlytochangingcircumstance.•Retentionplans-preparingplansforretainingthepeopletheorganizationneeds.1.AccordingtoKeep(1989),whichofthefollowingisn'ttheobjectiveofHRMresourcingstrategies?.A.obtaintherightworkforceB.obtaintheemployeeswiththeappropriatequalities,skills,knowledgeandpotentialC.selectandrecruitworkerswhoaremetwiththeneedsoftheorganizationD.retaintheappropriateemployees2.TherationaleforHRMresourcingstrategyistheconceptthat.

127A.thestrategiccapabilityofafirmdependsonitshumancapitalB.thestrategiccapabilityofafirmdependsonitsresourcecapabilityC.thestrategiccapabilityofafirmdependsonitsR&DcapabilityD.thestrategiccapabilityofafirmdependsonitsmanagementcapability3.AboutthefirmwithHRMresourcingstrategy,theauthormightmostlikelydisagreethat.A.Thefirmwillachievecompetitiveadvantagebyemployingmorecapablepeoplethanitsrivals.B.Thefirmcanattractcapablepeoplebybeing'theemployerofchoice\C.Thefirmretainscapablepeoplebyprovidingbetteropportunitiesandrewardsthanothers,andbyreachingalong-termcontract.D.Thefirmdeploysitspeopleinwayswhichmaximizetheaddedvalueofthesupply.4.TheHRMresourcingstrategyshouldattempttoprovideanswerstothefollowingquestionsexcept.A.Whatskillsarewelikelytoneedinthefuture?B.Willwebeabletomeettheneedsfromourexistingresources?C.Dowehaveaprobleminretainingallstaff?D.Istherescopetomakebetteruseofpeoplebyincreasingemploymentflexibility?5.Whichofthefollowingisn'tthecomponentsofHRMresourcingstrategy?.

128A.resourcingplansB.flexibilityplansC.retentionplansD.replacementplansAnswer:l.D2.A3.C4.C5.D®ஹᑏ(ᐳ20ᑖ)3607¯✄(360-degreefeedback)±²³ᩭ´µḄI¶rᦔᳮḄ·஺¸±I¶¹ºᙢᦈ½ᩭA¾¿¶À⍝Ḅ¯✄ÂrᦔḄᦪ,ÃÄḄrᦔt·rᦔ¯✄ḄᩭᒹTஹÅÆஹ᜜%ÈÉஹᑁ%ÈÉ,AB஺/ËḄᳮ01<ÌÍ៉϶·ÐÑÒᙠCÓᮣÕÖᵨ஺=?ᔠ>ᙠ϶rᦔt·ḄÖᵨᵨFᦻᑏIJ100KLMḄNO3607¯✄Ḅ×Ø,ÙØḄᦻP⚪R/uAdvantagesanddisadvantagesof360-degreefeedback^^.Youcanbeginwiththefollowingsentence:360-degreefeedbackisarelativelynewfeatureofperformancemanagement.

129Answer:(onlyforreference)Advantagesanddisadvantagesof360-degreefeedback360-degreefeedbackisarelativelynewfeatureofperformancemanagement.Therearesomebenefitsresultedfromusing360-degreefeedback:1.Individualsgetabroaderperspectiveofhowtheyareperceivedbyothersthanpreviouslypossible.2.Gainingacceptanceoftheprincipleofmultiplestakeholdersasameasureofperformance.3.Encouragingmoreopenfeedback-newinsights.4.ProvidedaclearerpicturetoseniormanagementofindividuaFsrealworth.5.Openupfeedbackandgivespeopleamoreroundedviewofperformancethantheyhadpreviously.6.Identifyingkeydevelopmentareasfortheindividual,adepartmentandtheorganizationasawhole.7.AroundedviewofanindividuaFs/team^/theorganization'sperformanceandwhatitsstrengthsandweaknessesare.8.Ithasraisedtheself-awarenessofpeoplemanagersofhowtheypersonallyimpactuponothers-positivelyandnegatively.9.Itisstartingtoimprovetheclimate/morale,asmeasuredthroughouremployeeopinionsurvey.Buttheremaybesomeproblem.Theseinclude:1.Peoplenotgivingfrankorhonestfeedback;2.Peoplebeingputunderstressinreceivingorgivingfeedback;3.Lackofactionfollowingfeedback;4.0ver-relianceontechnology;5.Toomuchbureaucracy.