人力资源管理双语课后习题及翻译

习题及答案

Chapter01HumanResourceManagement:GainingaCompetitive

AdvantageAnswerKey

True/FalseQuestions

l.(p.5)CompanieshavehistoricallylookedatHRMasameanstocontributetoprofitability,quality,

andotherbusinessgoalsthroughenhancingandsupportingbusinessoperations.

FALSE

2.(p.5)Thehumanresourcedepartmentismostlikelytocollaboratewithothercompanyfunctions

onoutplacement,laborlawcompliance,testing,andunemploymentcompensation.

FALSE

3.(p.6)ThethreeproductlinesofHRincludea)administrativeservicesandtransactions,B)financial

services,andc)strategicpartners.

FALSE

4.(p.9)TheamountoftimethattheHRMfunctiondevotestoadministrativetasksisdecreasing,and

itsrolesasastrategicbusinesspartner,changeagent,andemployeeadvocateareincreasing.

TRUE

5.fp.9；AdvancesintechnologyhaveallowedHRservicestobeofferedmoreonaself-servicebasis

thaninthepast.

TRUE

6.(p.9)HRfunctionsrelatedtoareassuchasemployeedevelopment,performancemanagement,and

organizationaldevelopmentareoutsourcedmostfrequently.

FALSE

7.(p.11)Evidence-basedHRprovidesmanagerswithdatatomakedecisions,insteadofjustrelyingon

intuition.

TRUE

8.(p.14)Stakeholdersofacompanyareshareholders,thecommunity,customers,employees,andall

oftheotherpartiesthathaveaninterestinseeingthatthecompanysucceeds.

TRUE

9.(p.19)Companiesarenowmoreandmoreinterestedinusingintangibleassetsandhumancapital

asawaytogainanadvantageovercompetitors.

TRUE

10.(p.22)Alearningorganizationplacesthehighestemphasisoncompletionofformalemployment

training.

FALSE

11.(p.22)Thepsychologicalcontractdescribeswhatanemployeeexpectstocontributeandwhatthe

companywillprovidetotheemployeeinreturnforthesecontributions.

TRUE

12.(p.25)Theuseofalternativeworkarrangements,whichincludeindependentcontractors,on-call

workers,temporaryworkers,andcontractcompanyworkers,isshrinking.

FALSE

13.(p.27)Tobeeffective,balancedscorecardsmustbecustomizedbycompaniestofitdifferent

marketsituations,products,andcompetitiveenvironments.

TRUE

14.(p.27)Thebalancedscorecardshouldnotbeusedtolinkthecompany'shumanresource

managementactivitiestothecompany'sbusinessstrategy.

FALSE

15.(p.30)CorporatecultureswithincompaniesthatsuccessfullyimplementTQMtypicallyemphasize

individualism,hierarchy,accountability,andprofits.

FALSE

16.(p.31)ISO9000certificationisanintegralcomponentofW.EdwardsDeming'squalitycontrol

process.

FALSE

17.(p.34)Theskillsandmotivationofacompany'sinternallaborforcedeterminetheneedfortraining

anddevelopmentpracticesandtheeffectivenessofthecompany'scompensationandreward

systems.

TRUE

18.(p.37)Becausetheworkforceispredictedtobecomemoreuniformintermsofage,ethnicity,and

racialbackground,itislikelythatonesetofvalueswillcharacterizeallemployees.

FALSE

19.(p.39)Culturaldiversitycanprovideacompanycompetitiveadvantageregardingproblem-solving.

TRUE

20.(p.42)TheSarbanes-OxleyActof2002setsstrictrulesforcorporatebehaviorandsetsheavyfines

andprisontermsfornoncompliance.

TRUE

21.(p.43)Everybusinessmustbepreparedtodealwiththeglobaleconomy.

TRUE

22.(p.48)Oneofthedisadvantagesoftechnologyisthatitdoesnotallowolderworkerstopostpone

retirement.

FALSE

23.(p.si)E-HRMismoreapplicabletopracticesassociatedwithrecruitingandtrainingthanthose

associatedwithanalysisanddesignwork,selection,andcompensationandbenefits.

FALSE

24.(p.54)AnHRdashboardisaseriesofindicatorsthatmanagersandemployeeshaveaccesstoon

thecompanyintranetorhumanresourceinformationsystem.

TRUE

25.(p.58)Compensatinghumanresourcesinvolvesmeasuringemployees'performance.

FALSE

MultipleChoiceQuestions

26.(p.4)referstoacompany'sabilitytomaintainandgainmarketshareinitsindustry.

A.Outsourcing

B・Competitiveness

C.Self-service

DEmpowerment27.fp.4；referstothepolicies,practices,andsystemsthatinfluence

employees'behavior,attitudes,andperformance.

A.Totalqualitymanagement

B.Financialmanagement

C.Humanresourcemanagement

DProductionandoperationsmanagement

28.(p.5)StrategicHRmanagementincludesallbutoneofthefollowing.Nametheexception.

A.Financialplanning

BTraininganddevelopment

CPerformancemanagement

DRecruitingtalent

29.(p.6)WhichofthefollowingisNOTaresponsibilityofHRdepartments?

ARecruiting

BBenefits

CCommunityrelations

D・Productionandoperations

30.(p.6)WhichofthefollowingisNOTaproductlineofhumanresources?

A.Administrativeservicesandtransactions

BStrategicpartner

C.Humancapitalpartner

DBusinesspartnerservices

31.(p.8)Whichofthefollowingbestdescribesaculturalsteward?

A.Shapestheorganization.

BDeliversresultswithintegrity.

CFacilitateschange.

DRecognizesbusinesstrendsandtheirimpactonthebusiness.

32.(p.8)Astrategicarchitectisonewho:

Afacilitateschange.

B.recognizesbusinesstrendsandtheirimpactonthebusiness.

C.implementsworkplacepoliciesconducivetoworkenvironment.

D.developstalentanddesignsrewardsystems.

33.(p.9)GivingemployeesonlineaccesstoinformationaboutHRissuessuchastraining,benefits,and

compensationisknownas:

Aoutsourcing.

B.continuouslearning.

Cself-service.

D.strategicplanning.

34.(p.9)Thepracticeofhavinganothercompany(avendor,third-partyprovider,consultant)provide

servicestraditionallyassociatedwiththeadministrativeroleofHRisknownas:

A.e-commerce.

B.empowering.

C.outsourcing.

D.benchmarking.

35.(p.io)Traditionally,theHRMdepartmentwasprimarilya(n):

A.proactiveagency.

Bfinanceexpert.

Cemployeradvocate.

D・administrativeexpert.

36.(p.11)Whichofthefollowingstatementsaboutevidence-basedHRisFALSE?

A.IthelpsshowthatthemoneyinvestedinHRprogramsisjustifiedandthatHRiscontributingtothe

company'sgoalsandobjectives.

B・ItemphasizesthatHRisbeingtransformedfromabroadcorporatecompetencytoaspecialized,

stand-alonefunctioninwhichhumanresourcesandlinemanagersbuildpartnershipstogain

competitiveadvantage.

CItrequirescollectingdataonsuchmetricsasproductivity,turnover,accidents,employeeattitudes

andmedicalcostsandshowingtheirrelationshipwithHRpractices.

DItreferstodemonstratingthathumanresourcespracticeshaveapositiveinfluenceonthe

company'sbottomlineorkeystakeholders.37.(p.12-13)Whichoneofthefollowingstatementsabout

theHRprofessionisFALSE?

A.AcollegedegreeisrequiredofHRspecialists,butnotofgeneralists.

B.GeneralistsusuallyperformthefullrangeofHRMactivities,includingrecruiting,training,

compensation,andemployeerelations.

CProfessionalcertificationinHRMislesscommonthanmembershipinprofessionalassociations.

D.TheprimaryprofessionalorganizationforHRMistheSocietyforHumanResourceManagement.

38.(p.13)Allofthefollowingcompetitivechallengesfacedbycompanieswillincreasetheimportance

ofhumanresourcemanagementEXCEPT:

Atheglobalchallenge.

Bthechallengeofsustainability.

C.thepoliticalchallenge.

D.thetechnologychallenge.

39.(p.14)referstotheabilityofacompanytosurviveandsucceedinadynamiccompetitive

environment.

A.Outsourcing

B.Empowerment

CSustainability

DResourcemanagement

40.(p.14)SustainabilityincludesallofthefollowingEXCEPT:

A.expandingintoforeignmarkets.

Btheabilitytodealwitheconomicandsocialchanges.

Cengaginginresponsibleandethicalbusinesspractices.

D.providinghigh-qualityproductsandservices.41.(p.19)Whichofthefollowingstatementsabout

intangibleassetsisFALSE?

A.Theyincludehumancapital.

B.Theyarelessvaluablethanphysicalassets.

C.Theyareequallyorevenmorevaluablethanfinancialassets.

D.Theyaredifficulttoduplicateorimitate.

42.(p.20)Tacitknowledgeisanexampleofcapital.

A.social

B.customer

C.human

D.intellectual

43.(p.21)WhichofthefollowingisNOTtrueofknowledgeworkers?

A.Theyoftencontributespecializedknowledgethattheirmanagersmaynothave,suchas

informationaboutcustomers.

BTheyhavemanyjobopportunities.

CTheyareinhighdemandbecausecompaniesneedtheirskills.

D・Theycontributetothecompanythroughmanuallaborandintellectuallabor.

44.(p.21)Empoweringisdefinedas:

Athemovementofwomenandminoritiesintomanagerialpositions.

B・givingemployeesresponsibilityandauthoritytomakedecisionsregardingallaspectsofproduct

developmentorcustomerservice.

Cleadingemployeesbythestrengthofone'scharisma.

D.theactofcontinuallylearningandimprovingone'sskillsandabilities.

45./p.221A(n)contractdescribeswhatanemployeeexpectstocontributeandwhatthe

companywillprovidetotheemployeeforthesecontributions.

A.employer

Bemployee

Cpsychological

D.job

46.(p.25)AllofthefollowingareexamplesofalternativeworkarrangementsEXCEPT:

A.independentcontractors.

B・currentlaborforce.

Con-callworkers.

D.temporaryworkers.47.(p.27)Thebalancedscorecard:

A.issimilartomostmeasuresofcompanyperformance.

B・usesindicatorsimportanttothecompany'sstrategy.

C.isastandardizedinstrumentofcompanyperformance.

D.shouldnotbeappliedtoHRpractices.

48.(p.27)Thebalancedscorecardpresentsaviewofcompanyperformancefromtheperspectiveof:

A.itscustomersonly.

B.itsemployeesonly.

C.itsemployeesandcustomersonly.

D.itsemployees,customers,andshareholders.

49.(p.Accordingtothefinancialperspectiveofthebalancedscorecard,whichofthefollowing

questionsshouldbeanswered?

A.Howdocustomersseeus?

BCanwecontinuetoimproveandcreatevalue?

CWhatmustweexcelat?

D・Howdowelooktoshareholders?

50.(p.28)Increasingly,companiesaretryingtomeetshareholderandgeneralpublicdemandsthat

theybemoresocially,ethically,andenvironmentallyresponsible.Thus,companiesarerecognizing

theimportanceof:

Aabalancedscorecardapproachtobusiness.

Bdiversity.

Ctotalqualitymanagement.

0.socialresponsibility.

51.(p.30)TQMfocuseson:

Adesigningprocessestomeettheneedsofexternalcustomersonly.

Breducingvariabilityintheproductorservice.

C.preventingerrorsratherthancorrectingerrors.

D.tyingpaytoemployees*totaloutputlessrejects

52.(p.31)"Howseniorexecutivescreateandsustaincorporatecitizenship,customerfocus,clear

values,andexpectations,andpromotequalityandperformanceexcellence"isthedefinitionfor

whichMalcolmBaldrigeNationalQualityAwardcriterion?

A.Strategicplanning

B.Workforcefocus

CCustomerandmarketfocus

D・Leadership

MalcolmBaldrigeNationalQualityAwardisanawardestablishedin1987topromotequality

awareness,torecognizequalityachievementsofU.S.companies,andtopublicizesuccessfulquality

strategies.

53.(p.33)WhichoneofthefollowingisNOTtrueoftheSixSigmaprocess?

ATheobjectiveoftheprocessistocreateatotalbusinessfocusonservingthecustomer.

B.Trainingisanimportantcomponentoftheprocess.

CTheprocessisoneofsevencategoriesevaluatedwithintheMalcolmBaldrigeQualityAward.

D.Theprocessinvolvesmeasuring,analyzing,improving,andcontrollingprocessesoncetheyhave

beenbroughtwithinsixqualitystandards.

54.(p.33)WhichoffollowingholdsTRUEforleanthinking?

A.Itisawaytodomorewithlesseffort,time,equipment,andspace.

B.Itisawaytocompeteforqualityawardsandcertification.

C.Itincludesofferingno-frillsgoodsandservicestocustomers.

DItisworkingforzeroinventories.

55.(p.34)Theskillsandmotivationofacompany'slaborforcedeterminetheneedfortraining

anddevelopmentpracticesandtheeffectivenessofthecompany'scompensationandreward

systems.

Aprojected

B.secondary

Cexternal

D・internal

56.(p.34-37)WhichofthefollowingstatementsaboutthecompositionoftheU.S.laborforceinthe

nextdecadeisTRUE?

A.LaborforcegrowthisgreaterthanatanyothertimeinU.S.history.

B.Thelargestproportionofthelaborforceisexpectedtobeinthe16-to-24-yearagegroup.

CTherewillbefewerwhitemalesthanminoritiesorwomeninthelaborforce.

D・Thenumberof"babyboom"workerswillincreasefasterthananyotheragegroup.

57.(p.35)WhichofthefollowingstatementsaboutolderworkersisFALSE?

A.Workerperformanceandlearningareadverselyaffectedbyaging.

B.Theaginglaborforcemeanscompaniesarelikelytoemployagrowingshareofolderworkers.

CAnemergingtrendisforqualifiedolderworkerstoasktoworkpart-timeorforonlyafewmonths

atatimeasameanstotransitiontoretirement.

DOlderemployeesarewillingandabletolearnnewtechnology.

58.(p.37)Babyboomers:

A.likethelatesttechnology,areambitiousandgoal-oriented,andseekmeaningfulwork.

Bwanttobenoticed,respected,andinvolved.

Ctendtobeuncomfortablechallengingthestatusquoandauthority.

0.valueunexpectedrewardsforworkaccomplishments,opportunitiestolearnnewthings,praise,

recognition,andtimewiththemanager.

59.(p.38)Regardlessoftheirbackground,mostemployees'value:

A.theabilitytochallengethestatusquo.

B.simplistictasksrequiringfewskills.

C.managerialpositions.

D・workthatleadstoself-fulfillment.

60.(p.38-39)lbsuccessfullymanageadiverseworkforce,managersneedtodevelopallofthe

followingskillsEXCEPT:

A.providingperformancefeedbackthatisbasedonvaluesratherthanobjectiveoutcomes.

B.communicatingeffectivelywithemployeesfromawidevarietyofculturalbackgrounds.

C.coachingemployeesofdifferentages,educationalbackgrounds,ethnicity,physicalability,andrace.

D.recognizingandrespondingtogenerationalissues.

61.(p.39)Managingculturaldiversityinvolves:

AenforcingEEOrules.

Bcreatingseparatecareertracksforemployeeswithfamilies.

Cestablishingastrongaffirmativeactionpolicy.

0.creatingaworkplacethatmakesitcomfortableforemployeesofallbackgroundstobecreative

andinnovative.

62.(p.39)Howdiversityissuesaremanagedincompanieshasimplicationsforallthefollowing

EXCEPT:

A.knowinghowtolearn.

Bcreativity.

Cretaininggoodemployees.

D.problemsolving.

63.(p.39)Managingculturaldiversitycanprovideacompetitiveadvantageby:

Adecreasingthenumberofavailablewomenandminoritiesinthecompany'slaborpool.

Bhelpingwomenandminoritiesunderstandtheymustconformtoorganizationalnormsand

expectations.

Chelpingcompaniesproducebetterdecisionsbyincludingallemployees'perspectivesandanalysis.

Didentifyingproductmarketsonwhichthecompanyshouldfocus

64.(p.39)Inmanagingculturaldiversity,whichofthefollowingwouldimprovethelevelofcreativity

therebyprovidingcompetitiveadvantagetoanorganization?

A.Diversityofperspectivesandlessemphasisonconformitytonormsofthepast.

BThosewiththebestreputationsformanagingdiversitywillwinthecompetitionforthebest

personnel.

CAnimplicationofthemulticulturalmodelformanagingdiversityisthatthesystemwillbecome

lessdeterminate,lessstandardized,andthereforemorefluid.

DHeterogeneityindecisionsandproblem-solvinggroupspotentiallyproducesbetterdecisions.

65.(p.39)Whichofthefollowingculturaldiversityargumentsstatesthatcompanieswiththebest

reputationsformanagingdiversitywillwinthecompetitionforthebestpersonnel?

A.Systemflexibilityargument

BMarketingargument

CEmployeeattractionandretentionargument

DProblem-solvingargument

66.(p.39)DiversityisimportantfortappingallofthefollowingskillsofemployeesEXCEPT:

Aculturalskills.

Bcommunicationskills.

C.creativity.

D・homogeneousthinking.

67.(p.40)WhatareasofthelegalenvironmenthaveinfluencedHRMpracticesoverthepast25years?

A.Equalemploymentopportunity,safetyandhealth,payandbenefits,privacy,andjobsecurity.

B.Executivecompensation,payandbenefits,workers'compensation,safetyandhealth,andjob

security.

C.Productliability,workers'compensation,equalemploymentopportunity,safetyandhealth,and

laborrelations.

DEqualemploymentopportunity,patentinfringement,workers'compensation,safetyandhealth,

andjobsecurity.

68.(p.40-41)Therewilllikelybecontinueddiscussion,debate,andpossiblelegislationinallbutoneof

thefollowingareasincompanies.Nametheexception.

A.Genetictesting

B.Glassceiling

C.Employment-at-will

D・Designofphysicalworkenvironment

69.(p.41)Litigationinvolvingjobsecuritywillhaveamajorinfluenceonhumanresourcemanagement

practicesbecause:

A.workrules,recruitmentpractices,andperformanceevaluationsystemsmightfalselycommunicate

lifetimeemploymentagreementsthatthecompanydoesnotintendtohonorduringlayoffs.

Badjustmentsoftestscorestomeetaffirmativeactionrequirementsarenowillegal.

Cemployeesnowbeartheburdenofproofindiscriminationcases.

D.compensationawardsfordiscriminationclaimshaveincreased.

70.(p.41)Whichofthefollowingisoneofthefourethicalprinciplesofasuccessfulcompany?

A.Managersassumeallresponsibilityfortheactionsofthecompany.

BIthasastrongprofitorientation.

CCustomecclient,andvendorrelationshipsemphasizemutualbenefits.

DItdoesnotproduceproductsthatcanbeusedforviolentpurposes.

71.(p.42JWhichlegislationactsetsnewstrictrulesforbusinessespeciallyasregardsaccounting

practices?

A.HumanRightsActof1994

BReverseDiscriminationActof1990

CSarbanes-OxleyActof2002

D.CorruptionandPracticesActof2000

72.(p.WhichofthefollowingisNOTastandardthathumanresourcemanagersmustsatisfyfor

practicestobeethical?

A.Managersmusttreatemployeesasfamily.

B.Humanresourcepracticesmustresultinthegreatestgoodforthelargestnumberofpeople.

CEmploymentpracticesmustrespectbasichumanrightsofprivacy,dueprocess,andfreespeech.

DManagersmusttreatemployeesandcustomersequitablyandfairly.

73.(p.45)Exportingjobsfromdevelopedtolessdevelopedcountriesisknownas:

A.insourcing.

B・offshoring.

Cimporting.

Donshoring.

74.(p.47)ExportingjobstoruralpartsoftheUnitedStatesisreferredtoas:

Ainsourcing.

Boffshoring.

Cimporting.

D.onshoring

75.(p.48)WhichofthefollowingstatementsabouttechnologyisFALSE?

A.TheInternetallowsemployeestolocateandgatherresources,includingsoftware,reports,photos,

andvideos.

B.Technologydoesnotallowolderworkerstopostponeretirement.

C.TheInternetgivesemployeesinstantaccesstoexpertswhomtheycancommunicatewith.

D.Technologyhasmadeequipmenteasiertooperate,helpingcompaniescopewithskillshortages.

76.(p.49)WhichofthefollowingisNOTtypicallytrueofworkteams?

A.Theyareusedtoincreaseemployeeresponsibilityandcontrol.

BTheyusecross-trainingtogiveemployeesknowledgeonawiderangeofskills.

C.Theyfrequentlyselectnewteammembersandplanworkschedules.

D.Theyassumealloftheactivitiesreservedformanagerssuchascontrolling,planning,and

coordinatingactivities.

77.(p.49)WhichofthefollowingisNOTrecommendedforsupportingworkteams?

A.Reducingflexibilityandinteractionbetweenemployeestomaintainhighproductivity.

B.Givingemployeesformalperformancefeedback.

C.Linkingcompensationandrewardswithperformance.

D.Allowingemployeestoparticipateinplanningchangesinequipment,layout,andworkmethods.

78.(p.49)AllofthefollowingstatementsaboutcrosstrainingaretrueEXCEPT:

A.itprovidesteams'maximumflexibility.

B・ithelpsinmeasuringemployees'performance.

Cittrainsemployeesinawiderangeofskills.

D.employeescanfillanyoftherolesneededtobeperformedontheteam.

79.(p.50；CompanyXhasofficesaroundtheglobe.Itsteamsareseparatedbytime,geographic

distance,cultureand/ororganizationalboundaries,andalmostrelyexclusivelyontechnologyfor

interactionbetweenteammembers.Itsteamsare:

A.virtualteams.

Bgeographically-concentratedteams.

Cleanteams.

Dteleworkerteams.

80.(p.50-51)Adaptiveorganizationalstructuresemphasize:

A.efficiency,decisionmakingbymanagers,andtheflowofinformationfromtoptobottomofthe

organization.

B.acoresetofvalues,andeliminationofboundariesbetweenmanagers,employees,and

organizationalfunctions.

Cclearboundariesbetweenmanagers,employees,customers,vendors,andthefunctionalareas,

andaconstantstateoflearning.

D.internallinking,externallinking,diversification,andacoresetofvalues.

81.fp.51)WhichofthefollowingisFALSEabouthigh-involvement,adaptiveorganizational

structures?

A.Employeesareinaconstantstateoflearningandperformanceimprovement.

B.Employeesarefreetomovewherevertheyareneededinacompany.

C.Uneemployeesaretrainedtospecializeinonejobinordertomaximizeefficiency.

DPreviouslyestablishedboundariesbetweenmanagers,employees,customers,andvendorsare

abandoned.

82.(p.51)Employeesingeographicallydispersedlocationscanworktogetherinvirtualteamsusing

video,e-mail,andtheInternet.Thise-HRMimplicationreferstowhichaspectofHR?

ARecruiting

B・Analysisanddesignofwork

CSelection

DCompensationandbenefits

83.(p.52)Fromthemanager'sperspective,anHRIScanbeusedtoperformprimarilyallbutoneofthe

following.Nametheexception.

A.Supportstrategicdecisionmaking

B.Avoidlitigation

C.Evaluateprogramsandpolicies

D・Motivateemployees

84.(p.54)A(n)isaseriesofindicatorsormetricsthatmanagersandemployeeshaveaccessto

onthecompanyintranetorhumanresourceinformationsystem.

A.HRdashboard

Bbalancedscorecard

Cwebportal

DIntranet

85.(p.54)AllofthefollowingHRpracticessupporthigh-performanceworksystemsEXCEPT:

A.employeesparticipateinselectionprocess.

B.jobsaredesignedtouseavarietyofskills.

Cemployeerewardsarerelatedtocompanyperformance.

D・individualstendtoworkseparately.

86.(p.56)WhichoneofthefollowingisNOTassociatedwithmanagingthehumanresource

environment?

A.LinkingHRMpracticestothecompany'sbusinessobjectives.

B・Identifyinghumanresourcerequirementsthroughhumanresourceplanning,recruitment,and

selection.

CEnsuringthatHRMpracticescomplywithfederal,state,andlocallaws.

DDesigningworkthatmotivatesandsatisfiestheemployeeaswellasmaximizescustomerservice,

quality,andproductivity.

87.(p.56)EconomicvalueistraditionallyassociatedwithallofthefollowingEXCEPT:

Aequipment.

Btechnology.

Cfacilities.

D.HRMpractices.

88.(p.57)Acompany*shumanresourceacquisitionrequirementsareinfluencedbyallofthefollowing

EXCEPT:

Aterminations.

Bcustomerdemandsforproductsandservices.

Cmotivationandsatisfactionofemployees.

D.promotions.

89.(p.58)Managingtheassessmentanddevelopmentofhumanresourcesinvolvesallofthefollowing

EXCEPT:

A.measuringemployees'performance.

B.creatinganemploymentrelationshipandworkenvironmentthatbenefitsboththecompanyand

theemployee.

Crecruitingemployeesandplacingtheminjobsthatbestusetheirskills.

D.identifyingemployees'workinterests,goals,andvalues,andothercareerissues.

90.(p.58)Besidesinterestingwork,arethemostimportantincentivesthatcompaniescanoffer

toitsemployees.

A.trainingforfutureworkroles

B.beneficialworkenvironments

Csupportfornonworkactivities

D.payandbenefits

EssayQuestions

91.(p.8)NameanddiscussthecompetenciesthatHRprofessionalsneed.

定义并讨论人力资源专业人员需要的能力

1.Credibleactivist:deliversresultswithintegrity,sharesinformation,buildstrustingrelationships,

andinfluencesothers,providingcandidobservation,takingappropriaterisks.

2.Culturalsteward:facilitateschange,developsandvaluestheculture,andhelpsemployeesnavigate

theculture.

3.Talentmanager/organizationaldesigner:developstalent,designsrewardsystems,andshapesthe

organization.

4.Strategicarchitect:recognizesbusinesstrendsandtheirimpactonthebusiness,evidence-based

HR,anddevelopspeoplestrategiesthatcontributetothebusinessstrategy.

5.Businessally:understandshowthebusinessmakesmoneyandthelanguageofthebusiness.

6.Operationalexecutor:implementsworkplacepolicies,advancesHRtechnology,andadministers

day-to-dayworkofmanagingpeople.

92.(p.9-io)HowhastheroleofHRMchangedinrecentyears?Discussthreetrendsthatarechanging

theHRMfunction.Whyhavetheseroleschanged?

近年来，HRM的角色发生了怎样的变化?讨论三个改变人力资源管理功能的趋势。为什么这些角

色会改变？

TheamountoftimethattheHRMfunctiondevotestoadministrativetasksisdecreasing,anditsroles

asastrategicbusinesspartner,changeagent,andemployeeadvocateareincreasing.Onetrendseen

todayisthattheroleofHRMinadministrationisdecreasingastechnologyisusedformany

administrativepurposes,suchasmanagingemployeerecordsandallowingemployeestoget

informationaboutandenrollintraining,benefits,andotherprograms.Anothertrendisthat

outsourcingoftheadministrativeroleisoccurringquitefrequently.Additionally,HRMisbecoming

moreproactiveandlessreactive.Rolessuchaspracticedevelopmentandstrategicbusiness

partneringhaveincreased.

HRMroleshavechangedbecausemanagersseeHRMasthemostimportantleverforcompaniesto

gaincompetitiveadvantageoverbothdomesticandforeigncompetitors.

93.(p.21)Whatismeantbyempoweringandwhattypeoftrainingmustbeconductedtomakeit

effective?

什么是授权，什么类型的培训是为了使它更有效？

Empoweringmeansgivingemployeesresponsibilityandauthoritytomakedecisionsregardingall

aspectsofproductdevelopmentorcustomerservice.Employeesarethenheldaccountablefor

productsandservices;inreturn,theysharetheresultingrewardsandlossesoftheresults.

Forempowermenttosucceed,managersmustbetrainedtolinkemployeestoresourceswithinand

outsidethecompany,helpemployeesinteractwiththeirfellowemployeesandmanagersthroughout

thecompany,andensurethatemployeesareupdatedonimportantissuesandcooperatewitheach

other.EmployeesmustalsobetrainedtousetheWeb,e-mail,andothertoolsforcommunicating,

collecting,andsharinginformation.

94.(p.27)Discussthebalancedscorecardapproa