人力资源管理双语课后习题及翻译

人力资源管理双语课后习题及翻译

习题及答案

Chapter 01 Human Resource Management: Gaining a

Competitive Advantage Answer Key

True / Fal Questions

1. (p. 5) Companies have historically looked at HRM as a

means to contribute to profitability, quality, and other business

goals through enhancing and supporting business operations.

FALSE

2. (p. 5) The human resource department is most likely to

collaborate with other company functions on outplacement,

labor law compliance, testing, and unemployment compensation.

FALSE

3. (p. 6) The three product lines of HR include a)

administrative rvices and transactions, B) financial rvices, and

c) strategic partners.

FALSE

4. (p. 9) The amount of time that the HRM function devotes

to administrative tasks is decreasing, and its roles as a strategic

business partner, change agent, and employee advocate are

increasing. TRUE

5. (p. 9) Advances in technology have allowed HR rvices to

be offered more on a lf-rvice basis than in the past.

TRUE

6. (p. 9) HR functions related to areas such as employee

development, performance management, and organizational

development are outsourced most frequently.

FALSE

7. (p. 11) Evidence-bad HR provides managers with data to

make decisions, instead of just relying on intuition.

TRUE

8. (p. 14) Stakeholders of a company are shareholders, the

community, customers, employees, and all of the other parties

that have an interest in eing that the company succeeds.

TRUE

9. (p. 19) Companies are now more and more interested in

using intangible asts and human capital as a way to gain an

advantage over competitors.

TRUE

10. (p. 22) A learning organization places the highest

emphasis on completion of formal employment training.

FALSE

11. (p. 22) The psychological contract describes what an

employee expects to contribute and what the company will

provide to the employee in return for the contributions.

TRUE

12. (p. 25) The u of alternative work arrangements, which

include independent contractors, on-call workers, temporary

workers, and contract company workers, is shrinking.

FALSE

13. (p. 27) To be effective, balanced scorecards must be

customized by companies to fit different market situations,

products, and competitive environments.

TRUE

14. (p. 27) The balanced scorecard should not be ud to link

the company's human resource management activities to the

company's business strategy.

FALSE

15. (p. 30) Corporate cultures within companies that

successfully implement TQM typically emphasize individualism,

hierarchy, accountability, and profits.

FALSE

16. (p. 31) ISO 9000 certification is an integral component of

W. Edwards Deming's quality control process.

FALSE

17. (p. 34) The skills and motivation of a company's internal

labor force determine the need for training and development

practices and the effectiveness of the company's compensation

and reward systems.

TRUE

18. (p. 37) Becau the workforce is predicted to become

more uniform in terms of age, ethnicity, and racial background, it

is likely that one t of values will characterize all employees.

FALSE

19. (p. 39) Cultural diversity can provide a company

competitive advantage regarding problem-solving. TRUE

20. (p. 42) The Sarbanes-Oxley Act of 2002 ts strict rules

for corporate behavior and ts heavy fines and prison terms for

noncompliance.

TRUE

21. (p. 43) Every business must be prepared to deal with the

global economy.

TRUE

22. (p. 48) One of the disadvantages of technology is that it

does not allow older workers to postpone retirement.

FALSE

23. (p. 51) E-HRM is more applicable to practices associated

FALSE

24. (p. 54) An HR dashboard is a ries of indicators that

managers and employees have access to on the company

intranet or human resource information system.

TRUE

25. (p. 58) Compensating human resources involves

measuring employees' performance.

FALSE

Multiple Choice Questions

26. (p. 4) _____ refers to a company's ability to maintain and

gain market share in its industry.

A. Outsourcing

B. Competitiveness

C. Self-rvice

D. Empowerment27. (p. 4) _____ refers to the policies,

practices, and systems that influence employees' behavior,

attitudes, and performance.

A. Total quality management

B. Financial management

C. Human resource management

D. Production and operations management

28. (p. 5) Strategic HR management includes all but one of

the following. Name the exception.

A. Financial planning

B. Training and development

C. Performance management

D. Recruiting talent

29. (p. 6) Which of the following is NOT a responsibility of HR

departments?

A. Recruiting

B. Benefits

C. Community relations

D. Production and operations

30. (p. 6) Which of the following is NOT a product line of

human resources?

A. Administrative rvices and transactions

B. Strategic partner

C. Human capital partner

D. Business partner rvices

31. (p. 8) Which of the following best describes a cultural

steward?

A. Shapes the organization.

B. Delivers results with integrity.

C. Facilitates change.

D. Recognizes business trends and their impact on the

business.

32. (p. 8) A strategic architect is one who:

A. facilitates change.

B. recognizes business trends and their impact on the

business.

C. implements workplace policies conducive to work

environment.

D. develops talent and designs reward systems.

33. (p. 9) Giving employees online access to information

about HR issues such as training, benefits, and compensation is

known as:

A. outsourcing.

B. continuous learning.

C. lf-rvice.

D. strategic planning.

34. (p. 9) The practice of having another company (a vendor,

third-party provider, consultant) provide rvices traditionally

associated with the administrative role of HR is known as:

A. e-commerce.

B. empowering.

C. outsourcing.

D. benchmarking.

35. (p. 10) Traditionally, the HRM department was primarily

a(n):

A. proactive agency.

B. finance expert.

C. employer advocate.

D. administrative expert.

36. (p. 11) Which of the following statements about

evidence-bad HR is FALSE?

A. It helps show that the money invested in HR programs is

justified and that HR is contributing to the company's goals and

objectives.

B. It emphasizes that HR is being transformed from a broad

corporate competency to a specialized, stand-alone function in

which human resources and line managers build partnerships to

gain competitive advantage.

C. It requires collecting data on such metrics as productivity,

turnover, accidents, employee attitudes and medical costs and

showing their relationship with HR practices.

D. It refers to demonstrating that human resources practices

have a positive influence on the company's bottom line or key

stakeholders.37. (p. 12-13) Which one of the following

statements about the HR profession is FALSE?

generalists.

B. Generalists usually perform the full range of HRM activities,

including recruiting, training, compensation, and employee

relations.

C. Professional certification in HRM is less common than

membership in professional associations.

D. The primary professional organization for HRM is the

Society for Human Resource Management.

38. (p. 13) All of the following competitive challenges faced

by companies will increa the importance of human resource

management EXCEPT:

A. the global challenge.

B. the challenge of sustainability.

C. the political challenge.

D. the technology challenge.

39. (p. 14) _____ refers to the ability of a company to survive

and succeed in a dynamic competitive environment.

A. Outsourcing

B. Empowerment

C. Sustainability

D. Resource management

40. (p. 14) Sustainability includes all of the following EXCEPT:

A. expanding into foreign markets.

B. the ability to deal with economic and social changes.

C. engaging in responsible and ethical business practices.

D. providing high-quality products and rvices.41. (p. 19)

Which of the following statements about intangible asts is

FALSE?

A. They include human capital.

B. They are less valuable than physical asts.

C. They are equally or even more valuable than financial

asts.

D. They are difficult to duplicate or imitate.

42. (p. 20) Tacit knowledge is an example of _____ capital.

A. social

B. customer

C. human

D. intellectual

43. (p. 21) Which of the following is NOT true of knowledge

workers?

A. They often contribute specialized knowledge that their

managers may not have, such as information about customers.

B. They have many job opportunities.

C. They are in high demand becau companies need their

skills.

D. They contribute to the company through manual labor

and intellectual labor.

44. (p. 21) Empowering is defined as:

A. the movement of women and minorities into managerial

positions.

B. giving employees responsibility and authority to make

decisions regarding all aspects of product development or

customer rvice.

C. leading employees by the strength of one's charisma.

D. the act of continually learning and improving one's skills

and abilities.

45. (p. 22) A(n) _____ contract describes what an employee

expects to contribute and what the company will provide to the

employee for the contributions.

A. employer

B. employee

C. psychological

D. job

46. (p. 25) All of the following are examples of alternative

work arrangements EXCEPT:

A. independent contractors.

B. current labor force.

C. on-call workers.

D. temporary workers.47. (p. 27) The balanced scorecard:

A. is similar to most measures of company performance.

B. us indicators important to the company's strategy.

C. is a standardized instrument of company performance.

D. should not be applied to HR practices.

48. (p. 27) The balanced scorecard prents a view of

company performance from the perspective of:

A. its customers only.

B. its employees only.

C. its employees and customers only.

D. its employees, customers, and shareholders.

49. (p. 28) According to the financial perspective of the

balanced scorecard, which of the following questions should be

answered?

A. How do customers e us?

B. Can we continue to improve and create value?

C. What must we excel at?

D. How do we look to shareholders?

50. (p. 28) Increasingly, companies are trying to meet

shareholder and general public demands that they be more

socially, ethically, and environmentally responsible. Thus,

companies are recognizing the importance of:

A. a balanced scorecard approach to business.

B. diversity.

C. total quality management.

D. social responsibility.

51. (p. 30) TQM focus on:

A. designing process to meet the needs of external

customers only.

B. reducing variability in the product or rvice.

C. preventing errors rather than correcting errors.

D. tying pay to employees' total output less rejects

52. (p. 31) "How nior executives create and sustain

corporate citizenship, customer focus, clear values, and

expectations, and promote quality and performance excellence"

is the definition for which Malcolm Baldrige National Quality

Award criterion?

A. Strategic planning

B. Workforce focus

C. Customer and market focus

D. Leadership

Malcolm Baldrige National Quality Award is an award

established in 1987 to promote quality awareness, to recognize

quality achievements of U.S. companies, and to publicize

successful quality strategies.

53. (p. 33) Which one of the following is NOT true of the Six

Sigma process?

A. The objective of the process is to create a total business

focus on rving the customer.

B. Training is an important component of the process.

C. The process is one of ven categories evaluated within

the Malcolm Baldrige Quality Award.

D. The process involves measuring, analyzing, improving, and

controlling process once they have been brought within six

quality standards.

54. (p. 33) Which of following holds TRUE for lean thinking?

A. It is a way to do more with less effort, time, equipment,

and space.

B. It is a way to compete for quality awards and certification.

C. It includes offering no-frills goods and rvices to

customers.

D. It is working for zero inventories.

55. (p. 34) The skills and motivation of a company's _____

labor force determine the need for training and development

practices and the effectiveness of the company's compensation

and reward systems.

A. projected

B. condary

C. external

D. internal

56. (p. 34-37) Which of the following statements about the

composition of the U.S. labor force in the next decade is TRUE?

A. Labor force growth is greater than at any other time in U.S.

history.

B. The largest proportion of the labor force is expected to be

in the 16-to-24-year age group.

C. There will be fewer white males than minorities or women

in the labor force.

D. The number of "baby boom" workers will increa faster

than any other age group.

57. (p. 35) Which of the following statements about older

workers is FALSE?

A. Worker performance and learning are adverly affected

by aging.

B. The aging labor force means companies are likely to

employ a growing share of older workers.

C. An emerging trend is for qualified older workers to ask to

work part-time or for only a few months at a time as a means to

transition to retirement.

D. Older employees are willing and able to learn new

technology.

58. (p. 37) Baby boomers:

A. like the latest technology, are ambitious and goal-oriented,

and ek meaningful work.

B. want to be noticed, respected, and involved.

C. tend to be uncomfortable challenging the status quo and

authority.

D. value unexpected rewards for work accomplishments,

opportunities to learn new things, prai, recognition, and time

with the manager.

59. (p. 38) Regardless of their background, most employees'

value:

A. the ability to challenge the status quo.

B. simplistic tasks requiring few skills.

C. managerial positions.

D. work that leads to lf-fulfillment.

60. (p. 38-39) To successfully manage a diver workforce,

managers need to develop all of the following skills EXCEPT:

A. providing performance feedback that is bad on values

rather than objective outcomes.

B. communicating effectively with employees from a wide

variety of cultural backgrounds.

C. coaching employees of different ages, educational

backgrounds, ethnicity, physical ability, and race.

D. recognizing and responding to generational issues.

61. (p. 39) Managing cultural diversity involves:

A. enforcing EEO rules.

B. creating parate career tracks for employees with families.

C. establishing a strong affirmative action policy.

D. creating a workplace that makes it comfortable for

employees of all backgrounds to be creative and innovative.

62. (p. 39) How diversity issues are managed in companies

has implications for all the following EXCEPT:

A. knowing how to learn.

B. creativity.

C. retaining good employees.

D. problem solving.

63. (p. 39) Managing cultural diversity can provide a

competitive advantage by:

A. decreasing the number of available women and minorities

in the company's labor pool.

B. helping women and minorities understand they must

conform to organizational norms and expectations.

C. helping companies produce better decisions by including

all employees' perspectives and analysis.

D. identifying product markets on which the company should

focus

64. (p. 39) In managing cultural diversity, which of the

following would improve the level of creativity thereby providing

competitive advantage to an organization?

A. Diversity of perspectives and less emphasis on conformity

to norms of the past.

B. Tho with the best reputations for managing diversity will

win the competition for the best personnel.

C. An implication of the multicultural model for managing

diversity is that the system will become less determinate, less

standardized, and therefore more fluid.

D. Heterogeneity in decisions and problem-solving groups

potentially produces better decisions.

65. (p. 39) Which of the following cultural diversity

arguments states that companies with the best reputations for

managing diversity will win the competition for the best

personnel?

A. System flexibility argument

B. Marketing argument

C. Employee attraction and retention argument

D. Problem-solving argument

66. (p. 39) Diversity is important for tapping all of the

following skills of employees EXCEPT:

A. cultural skills.

B. communication skills.

C. creativity.

D. homogeneous thinking.

67. (p. 40) What areas of the legal environment have

influenced HRM practices over the past 25 years?

A. Equal employment opportunity, safety and health, pay and

benefits, privacy, and job curity.

B. Executive compensation, pay and benefits, workers'

compensation, safety and health, and job curity.

C. Product liability, workers' compensation, equal

employment opportunity, safety and health, and labor relations.

D. Equal employment opportunity, patent infringement,

workers' compensation, safety and health, and job curity.

68. (p. 40-41) There will likely be continued discussion,

debate, and possible legislation in all but one of the following

areas in companies. Name the exception.

A. Genetic testing

B. Glass ceiling

C. Employment-at-will

D. Design of physical work environment

69. (p. 41) Litigation involving job curity will have a major

influence on human resource management practices becau:

A. work rules, recruitment practices, and performance

evaluation systems might fally communicate lifetime

employment agreements that the company does not intend to

honor during layoffs.

B. adjustments of test scores to meet affirmative action

requirements are now illegal.

C. employees now bear the burden of proof in discrimination

cas.

D. compensation awards for discrimination claims have

incread.

70. (p. 41) Which of the following is one of the four ethical

principles of a successful company?

A. Managers assume all responsibility for the actions of the

company.

B. It has a strong profit orientation.

C. Customer, client, and vendor relationships emphasize

mutual benefits.

D. It does not produce products that can be ud for violent

purpos.

71. (p. 42) Which legislation act ts new strict rules for

business especially as regards accounting practices?

A. Human Rights Act of 1994

B. Rever Discrimination Act of 1990

C. Sarbanes-Oxley Act of 2002

D. Corruption and Practices Act of 2000

72. (p. 43) Which of the following is NOT a standard that

human resource managers must satisfy for practices to be ethical?

A. Managers must treat employees as family.

B. Human resource practices must result in the greatest good

for the largest number of people.

C. Employment practices must respect basic human rights of

privacy, due process, and free speech.

D. Managers must treat employees and customers equitably

and fairly.

73. (p. 45) Exporting jobs from developed to less developed

countries is known as:

A. insourcing.

B. offshoring.

C. importing.

D. onshoring.

74. (p. 47) Exporting jobs to rural parts of the United States

is referred to as:

A. insourcing.

B. offshoring.

C. importing.

D. onshoring

75. (p. 48) Which of the following statements about

technology is FALSE?

A. The Internet allows employees to locate and gather

B. Technology does not allow older workers to postpone

retirement.

C. The Internet gives employees instant access to experts

whom they can communicate with.

D. Technology has made equipment easier to operate,

helping companies cope with skill shortages.

76. (p. 49) Which of the following is NOT typically true of

work teams?

A. They are ud to increa employee responsibility and

control.

B. They u cross-training to give employees knowledge on

a wide range of skills.

C. They frequently lect new team members and plan work

schedules.

D. They assume all of the activities rerved for managers

such as controlling, planning, and coordinating activities.

77. (p. 49) Which of the following is NOT recommended for

supporting work teams?

A. Reducing flexibility and interaction between employees to

maintain high productivity.

B. Giving employees formal performance feedback.

C. Linking compensation and rewards with performance.

D. Allowing employees to participate in planning changes in

equipment, layout, and work methods.

78. (p. 49) All of the following statements about cross

training are true EXCEPT:

A. it provides teams' maximum flexibility.

B. it helps in measuring employees' performance.

C. it trains employees in a wide range of skills.

D. employees can fill any of the roles needed to be

performed on the team.

79. (p. 50) Company X has offices around the globe. Its teams

are parated by time, geographic distance, culture and/or

organizational boundaries, and almost rely exclusively on

technology for interaction between team members. Its teams are:

A. virtual teams.

B. geographically-concentrated teams.

C. lean teams.

D. teleworker teams.

80. (p. 50-51) Adaptive organizational structures emphasize:

A. efficiency, decision making by managers, and the flow of

information from top to bottom of the organization.

B. a core t of values, and elimination of boundaries

between managers, employees, and organizational functions.

C. clear boundaries between managers, employees,

customers, vendors, and the functional areas, and a constant

state of learning.

D. internal linking, external linking, diversification, and a core

t of values.

81. (p. 51) Which of the following is FALSE about high-

involvement, adaptive organizational structures?

A. Employees are in a constant state of learning and

performance improvement.

B. Employees are free to move wherever they are needed in

a company.

C. Line employees are trained to specialize in one job in order

to maximize efficiency.

D. Previously established boundaries between managers,

employees, customers, and vendors are abandoned.

82. (p. 51) Employees in geographically disperd locations

can work together in virtual teams using video, e-mail, and the

Internet. This e-HRM implication refers to which aspect of HR?

A. Recruiting

B. Analysis and design of work

C. Selection

D. Compensation and benefits

83. (p. 52) From the manager's perspective, an HRIS can be

ud to perform primarily all but one of the following. Name the

exception.

A. Support strategic decision making

B. Avoid litigation

C. Evaluate programs and policies

D. Motivate employees

84. (p. 54) A(n) _____ is a ries of indicators or metrics that

managers and employees have access to on the company

intranet or human resource information system.

A. HR dashboard

B. balanced scorecard

C. web portal

D. Intranet

85. (p. 54) All of the following HR practices support high-

performance work systems EXCEPT:

A. employees participate in lection process.

B. jobs are designed to u a variety of skills.

C. employee rewards are related to company performance.

D. individuals tend to work parately.

86. (p. 56) Which one of the following is NOT associated with

B. Identifying human resource requirements through human

resource planning, recruitment, and lection.

C. Ensuring that HRM practices comply with federal, state,

and local laws.

D. Designing work that motivates and satisfies the employee

as well as maximizes customer rvice, quality, and productivity.

87. (p. 56) Economic value is traditionally associated with all

of the following EXCEPT:

A. equipment.

B. technology.

C. facilities.

D. HRM practices.

88. (p. 57) A company's human resource acquisition

requirements are influenced by all of the following EXCEPT:

A. terminations.

B. customer demands for products and rvices.

C. motivation and satisfaction of employees.

D. promotions.

89. (p. 58) Managing the asssment and development of

human resources involves all of the following EXCEPT:

A. measuring employees' performance.

B. creating an employment relationship and work

environment that benefits both the company and the employee.

C. recruiting employees and placing them in jobs that best

u their skills.

D. identifying employees' work interests, goals, and values,

and other career issues.

90. (p. 58) Besides interesting work, _____ are the most

important incentives that companies can offer to its employees.

A. training for future work roles

B. beneficial work environments

C. support for nonwork activities

D. pay and benefits

Essay Questions

91. (p. 8) Name and discuss the competencies that HR

professionals need.

定义并讨论人力资源专业人员需要的能力

1. Credible activist: delivers results with integrity, shares

information, builds trusting relationships, and influences others,

providing candid obrvation, taking appropriate risks.

2. Cultural steward: facilitates change, develops and values

the culture, and helps employees navigate the culture.

3. Talent manager/organizational designer: develops talent,

designs reward systems, and shapes the organization.

4. Strategic architect: recognizes business trends and their

impact on the business, evidence-bad HR, and develops

people strategies that contribute to the business strategy.

5. Business ally: understands how the business makes money

and the language of the business.

6. Operational executor: implements workplace policies,

advances HR technology, and administers day-to-day work of

managing people.

92. (p. 9-10) How has the role of HRM changed in recent

years? Discuss three trends that are changing the HRM function.

Why have the roles changed?

近年来，HRM的角色发生了怎样的变化?讨论三个改变人力资源

管理功能的趋势。为什么这些角色会改变?

The amount of time that the HRM function devotes to

administrative tasks is decreasing, and its roles as a strategic

business partner, change agent, and employee advocate are

increasing. One trend en today is that the role of HRM in

administration is decreasing as technology is ud for many

administrative purpos, such as managing employee records

and allowing employees to get information about and enroll in

training, benefits, and other programs. Another trend is that

outsourcing of the administrative role is occurring quite

frequently. Additionally, HRM is becoming more proactive and

less reactive. Roles such as practice development and strategic

business partnering have incread.

HRM roles have changed becau managers e HRM as the

most important lever for companies to gain competitive

advantage over both domestic and foreign competitors.

93. (p. 21) What is meant by empowering and what type of

training must be conducted to make it effective?

什么是授权，什么类型的培训是为了使它更有效?

Empowering means giving employees responsibility and

authority to make decisions regarding all aspects of product

development or customer rvice. Employees are then held

accountable for products and rvices; in return, they share the

resulting rewards and loss of the results.

For empowerment to succeed, managers must be trained to

link employees to resources within and outside the company,

help employees interact with their fellow employees and

managers throughout the company, and ensure that employees

are updated on important issues and cooperate with each other.

Employees must also be trained to u the Web, e-mail, and

other tools for communicating, collecting, and sharing

information.

94. (p. 27) Discuss the balanced scorecard approach of

measuring stakeholder performance.

讨论衡量涉众性能的平衡计分卡方法。

The balanced scorecard:

1. Is bad on the degree to which stakeholder needs are

satisfied.

2. Brings together most measures needed to be competitive.

3. Gives employees a framework to link their goals to

organizational goals.

4. Is ud to link HR activities to business strategy.

5. Evaluates how much HR is helping to meet strategic

objectives.

95. (p. 31) Discuss the Malcolm Baldrige National Quality

Award including its purpo, the application process, the criteria

ud for evaluation, and the advantages associated with the

award.

讨论Malcolm Baldrige国家质量奖，包括它的目的、申请过程、

评估的标准以及与该奖项相关的优势。

Established to promote quality awareness:

1. Company fills out detailed application with basic

information about the company location, markets and products,

as well as in-depth prentation of how the company address

specific criteria related to quality improvement.

2. Board of examiners evaluates the application. All

applicants receive written feedback summarizing company

strengths and needs for improvements. Three awards may be

given annually in each of five categories: manufacturing, rvice,

small business, education, and health care.

Criteria ud:

1. Leadership—120 pts

2. Customer and market focus—85 pts

3. Workforce focus—85 pts

4. Measurement, analysis, and knowledge management—90

pts

5. Strategic planning—85 pts

6. Process management—85 pts

7. Business results—450 pts

Overall rearch suggests the award has had a positive

impact on overall company performance, including:

1. Better employee relations.

2. Incread productivity.

3. Customer satisfaction.

4. Market share.

96. (p. 38-39) What sorts of activities does managing cultural

diversity involve? Discuss four of the six ways (arguments) that

managing cultural diversity can provide a competitive advantage

. 管理文化多样性的活动包括哪些活动?讨论管理文化多样性的六

种方式(论点)中的四种可以提供竞争优势。

Activities include:

1. Creating an organizational culture that values diversity

2. Ensuring that HRM systems are bias-free

3. Facilitating higher career involvement of women

4. Promoting knowledge and acceptance of cultural

differences

5. Ensuring involvement in education both within and

outside the company

6. Dealing with employees' resistance to diversity

Competitive advantages associated with diversity

1. Cost argument—As organizations become more diver,

the cost of a poor job in integrating workers will increa. Tho

who handle this well will thus create cost advantages over tho

who do not.

2. Employee attraction and retention argument—Companies

will develop reputations as good companies for women and

minorities to work for and therefore they will attract the best

from the groups of individuals. This will be especially important

as the labor pool shrinks and changes composition.

3. Marketing argument—The insight and cultural nsitivity

of employees with roots in other countries or different ethnic

groups will help both in multinational organizations as well as

when marketing to subpopulations domestically.

4. Creativity argument—Creativity should be improved by

diversity of perspectives and less emphasis on conformity to

norms of the past.

5. Problem-solving argument—Wider range of perspectives

and more thorough critical analysis of issues will lead to more

heterogeneity in decisions and problem-solving groups.

6. System flexibility argument—System will become less

determinate, less standardized, and more fluid, which should

create greater flexibility to react to environmental changes.

97. (p. 40) What five main areas of the legal environment

have influenced human resource management over the past 25

years?

在过去的25年里，法律环境的五个主要领域对人力资源管理产生

了怎样的影响?

The five main areas of the legal environment that have

influenced HRM over the past 25 years are equal employment

opportunity legislation, employee safety and health, employee

pay and benefits, employee privacy, and job curity.

98. (p. 51) Define electronic human resource management

(e-HRM) and indicate its implications for five HRM practices.

定义电子人力资源管理(e-HRM)，并指出它对5个人力资源管理

实践的影响。

Electronic human resource management (e-HRM) refers to

the processing and transmission of digitized information ud in

HRM, including text, sound, and visual images, from one

computer or electronic device to another.

Implications include:

1. Analysis and design of work—Employees in geographically

disperd locations can work together in virtual teams using

video, e-mail, and the Internet.

2. Recruiting—Post job openings online. Candidates can

apply for jobs online.

3. Training—Online training can bring training to employees

anywhere, anytime.

4. Selection—Online simulations, including tests, videos, and

e-mails that measure job candidate's abilities to deal with real-

life business challenges.

5. Compensation and benefits—Employee can review salary

and bonus information and ek information about and enroll in

benefit plans.

99. (p. 49-50) Discuss how HR practices support the u of

new technology and work designs.

讨论人力资源实践如何支持新技术和工作设计的使用。

Teams are ud to perform work. Employees participate in

the lection process. Employees receive formal performance

feedback and are actively involved in the performance-

improvement process. Ongoing training is emphasized and

rewarded. Employees' rewards and compensation relates to the

company's financial performance. Equipment and work

process are structured to encourage maximum flexibility and

interaction among employees. Employees participate in planning

changes in equipment, layout, and work methods. Work design

allows employees to u a variety of skills. Employees understand

how their jobs contribute to the finished product or rvice.

100. (p. 56-58) Outline the four dimensions of human

resource management practices, including specific examples of

human resource practices within each area.

概述人力资源管理实践的四个方面，包括每个领域的人力资源实

践的具体例子。

1. Managing the human resource environment. Managing

internal and external environmental factors allow employees to

make the greatest possible contribution to company productivity

and competitiveness. Examples include:

a) Ensuring that HRM practices are in legal compliance.

b) Designing work that motivates employees and that

maximizes customer rvice, quality, and productivity.

c) Linking HRM practices to the company's business

objectives.

2. Acquiring and preparing human resources. Number and

type of employees influenced by customer needs, terminations,

promotions, and retirements. Need to predict the number and

types of employees needed and identify current or potential

employees to fill tho needs. Examples include:

a) Human resource planning.

b) Recruiting employees.

c) Selecting employees.

d) Training employees.

3. Asssment and development of human resources.

Managers must ensure employees have the necessary skills to

perform current and future jobs. Work may be redesigned to be

done by teams. Companies need to create a supportive work

environment. Examples include:

a) Measuring employee performance.

b) Preparing employees for future work roles.

c) Identifying employees' work interests, goals, and values.

4. Compensating human resources. Pay and benefits are

important incentives to offer employees in exchange for

contributing to productivity, quality, and customer rvice. Also

ud to reward employees' membership and attract new

employees. Examples include:

a) Creating pay systems.

b) Rewarding employee contributions.

c) Providing employees with benefits.

翻译

第 01 章人力资源管理：得到一支竞争的利益答案钥匙

真实的│错误的疑问

1.（p.5) 公司已经在历史上看HRM 为成为穿过提高而且支援商务

行动的因素收益性、质量和其他商务目标的一个方法。

错误的

2.（p.5) 人力资源部门最有可能在他业辅导服务上有其他公司功

能合作，劳动法律服

从、测试和失业酬劳。

错误的

3.（p.6) HR 的这三个产品线包括一）管理的服务和交易， B）财

务的服务、和 c）策略的合伙人。

错误的

4.（p.9) 大的时间 HRM 功能投入于对管理的任务正在减少，而且

作为一个策略的商务合伙人的它的角色，改变代理人，和受雇人员提

倡者正在增加。

真实的

5.（p.9) 技术的进步已经让 HR 服务得到在更多之上一种自助式销

售基础超过在过去。真实的

6.（p.9) HR 被讲到区域，像是受雇人员发展的功能，表现管理，

和组织的发展时常最被转包给另一公司。

错误的

7.（p.11) 以证据为基础的 HR 提供数据给经理作出决定，而非仅

仅仰赖直觉。

真实的

8.（p.14) 一家公司利益相关者是股东，社区、客户、受雇人员和

所有其他有对见到公司成功的兴趣的派对。

真实的

9.（p.19) 公司是现在越来越多的在以难以明了的资产和人力资本

作为一个方法方面感兴趣比竞争者占优势。

真实的

10.（p.22) 一个学问组织最高强调正式就业训练的完成。

错误的

11.（p.22) 心理学的契约描述什么一位受雇人员期待有助于和公

司将会对受雇人员提供以换取这些贡献的。

真实的

12.（p.25) 其它可能工作安排的使用，包括独立的承包商、随时

待命的工人，暂时的工人，而且缩短公司工人，正在收缩。

错误的

13.（p.27) 变得有效，平衡记分卡一定被公司根据客户需要修改