英文版人力资源管理复习题及参考答案

ReviewExercises1.True/FalseQuestions.(10×1.5=15points)2.MultipleChoiceQuestions(10×1.5=15points)3.EssayQuestions(3×10=30points)4.CaseAnalysis(2×20=20points)EssayQuestions:1.DescribetherolesplayedbylinemanagersandhumanresourceprofessionalswithrespecttoHRM.P7-8(1)HRprofessionalstypicallyassumethefourareasofresponsibility:EstablishHRMproceduresDevelop/chooseHRMmethodsMonitor/evaluateHRpracticesAdvise/assistmanagersonHRM-relatedmatters(2)Linemanagersdirectemployees’day-to-daytasks.FromanHRMperspective,linemanagersarethemainpeopleresponsiblefor:ImplementingHRMpracticesProvidingHRprofessionalswithneededinput2.Whatarethe16HRMpracticesthatenhanceafirm’scompetitiveadvantagesuggestedbyProfessorJeffreyPfeffer?P12EmploymentsecuritySelectivityinrecruitingHighwageIncentivepayEmployeeownershipInformationsharingParticipationandempowermentTeamsandjobredesignTraininganddevelopmentCross-utilizationandcross-trainingSymbolicegalitarianismWagecompressionPromotionfromwithinLong-termperspectiveMeasurementofpracticesOverarchingphilosophy3.DiscusshowjobanalysislaysthefoundationforHRMpracticesthatleadtocompetitiveadvantage.P45-46(1)Layingthefoundationforrecruitmentandselectionpractice(2)LayingthefoundationforTraininganddevelopmentprograms(3)Layingthefoundationforperformanceappraisalforms(4)Layingthefoundationforcompensationdecisions……..4.Understandhowafirm’shumanresourcemanagementpracticescanhelpitgainacompetitiveadvantage.P11P12-175.ExplainwhyandhowHRPactivitiesareconducted?P39第3题(1)WhyTheaimofHRPistoensurethatpeopleareavailablewiththeappropriatecharacteristicsandskillswhenandwheretheorganizationneedsthem.(2)How:HRMconsistsofthefollowingactivitiesDemandforecastingSupplyforecastingAnHRplanisderivedbycombiningtheresultsofsupplyanddemandforecastsmadeforeachorganizationaljobgroup.6.Whyistheinternalsupplyoflabornotstatic?Howcanorganizationskeeptrackoftheirinternalsupplyoflabor?7.Explainhowrealisticjobpreviews(RJPs)operate.Whydotheyappeartobeaneffectiverecruitmenttechnique?(1)Howtouse（operate）RJPsP79Includedescriptiveinformation（startingsalaries，averagelengthoftimetopromotion，hoursofwork）andjudgmentalinformation（aspectsthatsatisfyanddissatisfyemployees）AvoidgivingcandidatesallpossibleinformationTherelativeemphasisyougivetopositiveandnegativeinformationshouldreflecttheactualbalanceofpositive-negativefactorsfoundintheenvironment.（2）RJPsimproveretentionratesP65-668.Whataretheprosandconsofrecruitingapplicantsinternallyandexternally?内部招聘的优点1）选任时间较为充裕，了解全面，能做到用其所长，避其所短。2）他们对组织情况较为熟悉，了解与适应工作的过程会大大缩短，他们上任后能很快进入HRPlanningJobAnalysisRecruitmentSelectionWorkplaceJusticeUnionsSafety&HealthInternationalCompetenceMotivationWorkAttitudesOutputRetentionLegalComplianceCompanyImageCostLeadership;ProductDifferentiationTraining/Develop.PerformanceApp.CompensationProductivityImp.角色。3）内部提升给每个人带来希望，有利于鼓舞士气，提高工作热情，调动员工的积极性，激发他们的上进心。内部招聘的缺点1）容易造成“近亲繁殖”。老员工有老的思维定势，不利于创新，而创新是组织发展的动力。2）容易在组织内部形成错综复杂的关系网，任人唯亲，拉帮结派，给公平、合理、科学的管理带来困难。3）内部备选对象范围狭窄。外部招聘的优点1）来源广泛，选择空间大。特别是在组织初创和快速发展时期，更需要从外部大量招聘各类员工。2）可以避免“近亲繁殖”，能给组织带来新鲜空气和活力，有利于组织创新和管理革新。此外，由于他们新近加入组织，与其他人没有历史上的个人恩怨关系，从而在工作中可以很少顾忌复杂的人情网络。3）可以要求应聘者有一定的学历和工作经验，因而可节省在培训方面所耗费的时间和费用。外部招聘的缺点1）难以准确判断他们的实际工作能力。2）容易造成对内部员工的打击。3）费用高。9.Whatismeantby“transferoftraining?”Whatcanbedonetohelpensuretransfer?(1)Transferoftraining:materiallearnedintrainingisappliedtothejobP126(2)Amanagercanhelpensuretransferbythesemeans:Discusswithemployeeswhattheprogramcoveredandhowitcanbeappliedtothejob.AssignemployeestasksthatrequirethemtoapplytheknowledgelearnedintrainingGiveemployeescoachingandfeedbackregardingtheirperformanceofassignedtasks.10.Describehowtrainingevaluationsshouldbeconducted.LevelI:Reaction—Howdidthestudentfeelandwhatdidtheythinkaboutthetraining?Distributeanevaluationorfeedbackform.Thisisoftencalleda“smilesheet”andcanbeadministeredineitherpaperformatoronlineformat.Thistypeofevaluationisusuallyinexpensiveandusedbymostorganizations.Besuretodistributeevaluationsimmediatelyaftertrainingends.Youcanincludequestionstoevaluatetheinstructor,materialcovered,trainingmaterialsandaudiovisualequipment.LevelII:Learning—Howmuchdidthestudentlearn?Toassesstheamountoflearning,considerusingpre-testsandpost-tests.Thetestsattempttodeterminehowstudentshaveadvancedwithregardstoskills,knowledgeandattitude.LevelIII:Behavior—Whatistheextentofbehaviorandcapabilityimprovementandimplementation/application?Todeterminetheextentofbehaviorandcapabilityimprovement,considerobservinglearnersforanextendedperiodoftimeaftertrainingiscompleted.Thiscanbemeasuredviaposttraininginterviews,monitoringprogressandmeetingwithheadmastersofthelearnerstodetermineifthetraininghasallowedthelearnertoexcelinhis/herstudy.LevelIV:Results—Whatimpactontheorganizationdidthetraininghaveasaresultofthelearner’sperformance?Todeterminetheimpactofthetrainingprogram,keyperformanceindicatorsincludestudentsatisfaction,achievements,socialstatusandothertypesofquantifiableaspectsoftheperformanceoftheorganization.11.Discusstheprosandconsofusingdifferentpotentialraterstoappraiseape