时间:2012-04-29 22:46:02
C. HR and line managers
D. top executives
10. Job analysis is called the cornerstone of HRM because .
A. the information obtained is proactive
B. it is the first job given to new HRM employees
C. the information it collects serve so many HRM functions
D. it is required by law
Answer:
1.C 2.C 3.D 4.D 5.C 6.B 7.A 8.B 9.C 10.C
三、阅读理解（每题3分，共30分）
（一）163164
To develop and implement 360-degree feedback the following steps need to be taken:
1. Define objectives - It is important to define exactly what 360-degree feedback is expected to achieve. It will be necessary to spell out the extent to which it is concerned with personal development, appraisal or pay.
2. Decide on recipients - Who is to be at the receiving end of feedback. This may be an indication of who will eventually be covered after a pilot scheme.
3. Decide on who will give the feedback - The individual¢s manager, direct reports, team members, other colleagues, internal and external customers. A decision will also have to be made on whether HR staff or outside consultants should take part in helping managers to make use of the feedback. A further decision will need to be made on whether or not the feedback should be anonymous (it usually is).
4. Decide on the areas of work and behavior on which feedback will be given – this may be in line with an existing competency model or it may take the form of a list of headings for development. Clearly, the model should fit the culture, values and type of work carried out in the organization. But it might be decided that a list of headings or questions in a software package would be acceptable, at least to start with.
5. Decide on the method of collecting the data – The questionnaire could be designed in-house or a consultant’s or software provider’s questionnaire could be adopted, with the possible option of amending it later to produce better fit.
6. Decide on data analysis and presentation - Again, the decision is on developing the software in-house or using a package. Most organizations installing 360-degree feedback do, in fact, purchase a package from a consultancy or software house. But the aim should be to keep it as simple as possible.
7. Plan initial implementation program - It is desirable to pilot the process, preferably at top level or with all the managers in a function or department. The scheme will need to be launched with communications to those involved about the purpose of 360-degree feedback, how it will work and the part they will play. The aim is to spell out the benefits and, as far as possible, allay any fears. Training in giving and receiving feedback will also be necessary.
8. Analyze outcome of pilot scheme - The reactions of those taking part in a pilot scheme should be analyzed and necessary changes made to the process, the communication package and the training.
9. Plan and implement full program – This should include briefing, communicating, training and support from HR and, possibly, the external consultants.
10. Monitor and eva luate – Maintain a particularly close watch on the initial implementation of feedback, but monitoring should continue. Thi