助理人力資源管理師英語閱讀理解(已改無錯字)
2023-05-05 00:06:58 本頁面
【正文】 ncrease and, usually without exception, is paid every year regardless of the state of the economy. The bonus is typically equivalent to 56 months’ salary and is paid in midsummer and at the end of the year. Other forms of pensation include housing allowances, daily living support for transportation, meals, uniforms, health care, and cultural and recreational benefits.1. The purposes of preemployment education in Japan don’t include .A. familiarizing the student with the panyB. monitor the person’s activitiesC. make the student fortable with the panyD. provide the new hirers with any knowledge and skills2. The appraisal and pensation system in Japan is based on .A. rewarding people for doing a good job over an extended period of timeB. rewarding people for doing a good job over a yearC. rewarding people for doing any job over a long timeD. rewarding people for doing any job over a year3. In Japan the initial appraisal is typically given at the end of a year period.A. 510B. 7104. About pensation in Japan, the author would disagree that .A. Compensation in Japan are based heavily on merit today.B. Merit factors include attitude, ability, and cooperativeness.C. The main feature that distinguishes the Japanese system form many others is the semiannual bonus or wage allowance.D. The semiannual bonus equals to 56 months’ salary.5. From this passage, we can’t conclude that .A. In Japan, working for a long time in a pany is beneficial to employees. B. The orientation of appraisal and pensation system in Japan is different from the one in the United States.C. In the United States, employees who monly receive an annual appraisal can’t know whether or not they are doing a good job.D. Employees in Japan may get housing allowances, daily living support for transportation, meals, uniforms, health care, and cultural and recreational benefits.Answer: （二）Recruiting is important, because the more applicants you have the more selective you can be in your hiring. If only two candidates apply for two openings, you may have little choice but to hire them. But if 10 or 20 applicants appear, then you can employ techniques like interviews and tests to screen out all but the best.Some employers use a recruiting yield pyramid to calculate the number of applicants they must generate to hire the required number of new employees. In figure 1, the pany knows 50 new entrylevel accountants must be hired next year. From experience, the firm also knows that the ratio of offers made to actual new hires is 2 to 1。 about half the people to whom offers are made accept. Similarly, the firm knows that the ratio of candidates interviewed to offers made is 3 to 2, while the ratio of candidates invited for interviews to candidates actually interviewed has been 4 to 3. Finally, the firm knows that the ratio o
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