【正文】 context for obtaining the people required will be the labor markets in which the organization is operating which are:1. The internal labor market the stocks and flows of people within the organization who can be promoted, trained, or redeployed to meet future needs.2. The external labor marker the external local, regional, national and international markets from which different sorts of people can be recruited. There are usually a number of markets, and the labor supply in these markets may vary considerably. Likely shortages will need to be identified so that steps can be taken to deal with them, for example by developing a more attractive ‘employment proposition’.As part of the human resource planning process, an organization may have to formulate ‘make or buy’ policy decisions. A ‘make’ policy means that organization prefers to recruit people at a junior level or as trainee, and rely mainly on promotion from within and training programs to meet future needs. A ‘buy’ policy means that more reliance will be placed on recruiting from outside ‘bringing fresh blood into the organization’. In practice, organizations tend to mix the two choices together to varying degrees, depending on the situation of the firm and the type of people involves. A highly entrepreneurial pany operating in the turbulent conditions, or one which has just started up, will probably rely almost entirely on external recruitment. When dealing with knowledge workers, there may be little choice—they tend to be much more mobile, and resourcing strategy may have to recognize that external recruitment will be the main source of supply. Management consultancies typically fall into this category. Firms which can predict people requirements fairly and accurately may rely more on developing their own staff once they have been recruited.1. A ‘make’ policy means that organization prefers to promote people from .A. regional labor marketB. national labor marketC. internal labor marketD. international labor market to the passge, management consultancies . less mobile than people at a junior level be recruited from external labor market be promoted from within the organization not knowledge workers3. If a firm can predict people requirements fairly accurately, it may not. their own staff training programs people from within the organization more on recruiting from outside4. ‘Make or buy’ policy decision is a part of . resource planning and development appraisal analysis best title of this passage is . organizational context of human resource planning of human resource planning labor market context for human resource planning of human resource planning（二）Wlaters (1983) identifies nine sources of information which help to identify training priorities. These are:1. Organizational goals and corporate plans which indicate the direction in which the organization is going and, therefore, major training priorities.2. Human resource and succession planning which provides information on future skill requirements and management training needs.3. Personnel statistics on, for example, labor turnover, which highlight HR issues which might be addressed by training.4. Exit interviews which might suggest deficiencies in training arrangements.5. Consultation with senior managers which obtains opinions on training needs from key decision makers.6. Data on productivity, quality and performance which show where there are any gaps between expectations and results or negative trends, and therefore suggest training needs.7. Departmental layout changes which provide information about future developments and related training needs.8. Management requests for training which set out perceived needs.9. Knowledge of financial plans which determine whether the funds will be available for training, and may encourage fresh approaches if resources are limited.Two other sources not directly mentioned by Walters are plans for introducing new technology or developing IT systems, and marketing plans which indicate where new skills are required to market new products or services, use different selling techniques or operate in new territories. to Walters, is (are) major training priorities.A. human resource and succession planningB. personnel statisticsC. exit interviewsD. organizational goals and corporate plans2. Human resource and succession planning provides information on .A. the direction in which the organization is goingB. future skill requirements and management training needsC. deficiencies in training arrangementsD. any gaps between expectations and results or negative trends3. The following sources of information which help to identify training priorities are mentioned by Wlaters except .A. marketing plansB. departmental layout changesC. data on productivity, quality and performanceD. consultation with senior managers to the passage, the following statements are true except .A. Departmental layout changes provide information about future developments and related training needs.B. Exit interviews highlight HR issues which might be addressed by training.C. Data on productivity, quality and performance show where there are any gaps between expectations and results or negative trends.D. Marketing plans indicate where new skills are required to market new products or services. main topic about this passage is illustrating .A. sources of information which provide information on management training needsB. sources of information of major training prioritiesC. sources of information which help to identify training prioritiesD. sources of information which provide information about future developments and related training needs.一、Answer:1. 學(xué)徒制 2. 職業(yè)支持 3. 外包 4. 數(shù)據(jù)庫(kù) 5. 員工授權(quán) 6. 目標(biāo) 7. 人力資源信息系統(tǒng) 8. 工作輪換 9. 學(xué)習(xí)型組織 10. 心理契約 11. Wage and salary survey 12. Task analysis 13. Recruitment14. Performance management 15. Job enrichment二、Answer: 三、Answer: . . . 四、Answer: 14 / 14