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 / False 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 services and transactions, B) financial services, 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 services to be offered more on a self-service 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-based 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 seeing that the company succeeds.

TRUE

9. (p. 19) Companies are now more and more interested in using intangible assets 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 these contributions.

TRUE

12. (p. 25) The use 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 used 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) Because the workforce is predicted to become more uniform in terms of age, ethnicity, and racial background, it is likely that one set 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 sets strict rules for corporate behavior and sets 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 with recruiting and training than those associated with analysis and design work, selection, and compensation and benefits.

FALSE

24. (p. 54) An HR dashboard is a series 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-service

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 services and transactions

B. Strategic partner

C. Human capital partner

D. Business partner services

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. self-service.

D. strategic planning.

34. (p. 9) The practice of having another company (a vendor, third-party provider, consultant) provide services 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-based 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?

A. A college degree is required of HR specialists, but not of 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 increase 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 services.41. (p. 19) Which of the following statements about intangible assets is FALSE?

A. They include human capital.

B. They are less valuable than physical assets.

C. They are equally or even more valuable than financial assets.

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 because 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 service.

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 these 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. uses 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 presents 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 see 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 focuses on:

A. designing processes to meet the needs of external customers only.

B. reducing variability in the product or service.

C. preventing errors rather than correcting errors.

D. tying pay to employees' total output less rejects

52. (p. 31) "How senior 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 serving the customer.

B. Training is an important component of the process.

C. The process is one of seven categories evaluated within the Malcolm Baldrige Quality Award.

D. The process involves measuring, analyzing, improving, and controlling processes 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 services 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. secondary

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 increase 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 adversely 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 seek 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, praise, 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 self-fulfillment.

60. (p. 38-39) To successfully manage a diverse workforce, managers need to develop all of the following skills EXCEPT:

A. providing performance feedback that is based 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 separate 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. Those 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 security.

B. Executive compensation, pay and benefits, workers' compensation, safety and health, and job security.

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 security.

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 security will have a major influence on human resource management practices because:

A. work rules, recruitment practices, and performance evaluation systems might falsely 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 cases.

D. compensation awards for discrimination claims have increased.

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 used for violent purposes.

71. (p. 42) Which legislation act sets new strict rules for business especially as regards accounting practices?

A. Human Rights Act of 1994

B. Reverse 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 resources, including software, reports, photos, and videos.

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 used to increase employee responsibility and control.

B. They use cross-training to give employees knowledge on a wide range of skills.

C. They frequently select new team members and plan work schedules.

D. They assume all of the activities reserved 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 separated 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 set 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 set 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 dispersed 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 used 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 series 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 selection process.

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

C. employee rewards are related to company performance.

D. individuals tend to work separately.

86. (p. 56) Which one of the following is NOT associated with managing the human resource environment?

A. Linking HRM practices to the company's business objectives.

B. Identifying human resource requirements through human resource planning, recruitment, and selection.

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 service, 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 services.

C. motivation and satisfaction of employees.

D. promotions.

89. (p. 58) Managing the assessment 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 use 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 observation, 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-based 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 these 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 seen today is that the role of HRM in administration is decreasing as technology is used for many administrative purposes, 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 increased.

HRM roles have changed because managers see 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 service. Employees are then held accountable for products and services; in return, they share the resulting rewards and losses 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 use 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 based 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 used 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 purpose, the application process, the criteria used 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 presentation of how the company addresses 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, service, small businesses, education, and health care.

Criteria used:

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 research suggests the award has had a positive impact on overall company performance, including:

1. Better employee relations.

2. Increased 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 diverse, the cost of a poor job in integrating workers will increase. Those who handle this well will thus create cost advantages over those 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 these groups of individuals. This will be especially important as the labor pool shrinks and changes composition.

3. Marketing argument—The insight and cultural sensitivity 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 security.

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 used 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 dispersed 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 seek information about and enroll in benefit plans.

99. (p. 49-50) Discuss how HR practices support the use 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 used to perform work. Employees participate in the selection 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 processes 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 use a variety of skills. Employees understand how their jobs contribute to the finished product or service.

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 service, 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 those needs. Examples include:

a) Human resource planning.

b) Recruiting employees.

c) Selecting employees.

d) Training employees.

3. Assessment 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 service. Also used 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适合不同的市场情形、产品和竞争的环境。

14.（p.27) 平衡记分卡不应该被用来联编公司的人力资源管理对公司商务策略的活动。错误的

15.（p.30) 成功地典型地实现 TQM 的公司里面的企业的文化强调个人主义、阶级组织、责任和利润。

错误的

16.（p.31) ISO 9000 证明是一个 W. 爱德华 Deming 质量控制程序的整体成份。

错误的

17.（p.34) 一个公司的内在劳动力的技能和动机决定对训练和发展的需要练习和公司酬劳的效力和酬谢制度。

真实的

18.（p.37) 因为劳动力被预测在期限中变得较多统一已成年，种族、和种族的背景，是有可能的是，一组价值将会表示所有受雇人员的特色。

错误的

19.（p.39) 文化的不同能提供公司关于解决问题的竞争利益。

真实的

20.（p.42)2002 组严厉的规则 Sarbanes－Oxley 行为为企业的行为而且为不服从设

定重罚款和监狱期限。

真实的

21.（p.43) 每生意一定准备处理全球经济。

真实的

22.（p.48) 技术的缺点之一是它不让较年长的工人延期退休。

错误的

23.（p.51) 电子 HRM 对与练习有关的更可适用超过与分析有关的那些恢复而且教育

和设计工作、选择和酬劳和利益。

错误的

24.（p.54) 一个 HR 仪表板是一系列指示器经理和受雇人员在公司企业内网络或人力资源资讯系统上可以使用。

真实的

25.（p.58) 偿还人力资源包括测量受雇人员的表现。