2023年助理人力資源管理師三級(jí)上海專業(yè)英語(yǔ)套試卷

上海市職業(yè)資格鑒定《企業(yè)人力資源管理人員》（助理人力資源管理師）專業(yè)英語(yǔ)試卷1一、英漢互譯（每題2分，共30分）1.Apprenticeship2.Careersupport3.Outsourcing4.Database5.Employeeempowerment6.Goals7.Humanresourceinformationsystem(HRIS)8.Jobrotation9.Learningorganization10.Psychologicalcontract11.薪資調(diào)查12.任務(wù)分析13.招募14.績(jī)效管理15.工作豐富化二、選詞填空（每題2分，共20分）A.A.feedbackB.benchmarkingC.rewardsD.HumanresourcemanagementE.benefitF.on-the-jobG.performanceH.downsizingI.DirectcostJ.output1.referstothepracticesandpoliciesyouneedtocarryoutthepeopleorpersonnelaspectsofyourmanagementjob.2.LaborturnoverratesprovideavaluablemeansoftheeffectivenessofHRpoliciesandpracticesinorganizations.3.Laborturnovercanbecostly.ofrecruitingandtrainingreplacementsshouldbeconsidered.4.Businessprocessre-engineeringtechniquesaredeployedasinstrumentsfor.5.Evaluationsalsofulfillthepurposeofprovidingtoemployeesonhowtheorganizationviewstheirperformance.6.Theofthejobanalysisshouldbeatrainingorlearningspecification.7.Coachingisapersonaltechniquedesignedtodevelopindividualskills,knowledge,andattitudes.8.Extrinsicincludedirectcompensation,indirectcompensation,andnonfinancialrewards.9.Flexiblebenefitsallowemployeestopickandchoosefromamongamenuofoptions.10.China’seconomicreformershaveusedmaterialincentivesinordertostimulate.三、單項(xiàng)選擇（每題2分，共20分）1.Theprocessofhelpingredundantemployeestofindotherworkorstartnewcareersis.A.replacementB.outplacementC.releaseD.downsizing2.focustheevaluator’sattentiononthosebehaviorsthatarekeyinmakingthedifferencebetweenexecutingajobeffectivelyorineffectively.A.ThegrouporderrankingB.WrittenessayC.TheindividualrankingD.Criticalincidents3.Theplanshouldincludeplansforattractinggoodcandidatesbyensuringthattheorganizationwillbecomean‘employerofchoice’.A.outplacementB.evaluationC.recruitmentD.training4.Organizationalandcorporateplansindicatethedirectioninwhichtheorganizationisgoing.A.goalsB.resourceC.resultD.process5.aimstobroadenexperiencebymovingpeoplefromjobtojobordepartmenttodepartment.A.JobanalysisB.JobrotationC.JobsatisfactionD.Jobinvolvement6..HRplanningis.A.atechniquethatidentifiesthecriticalaspectsofajobB.theprocessofdeterminingthehumanresourcesrequiredbytheorganizationtoachieveitsstrategicgoalsC.theprocessofsettingmajororganizationalobjectivesanddevelopingcomprehensiveplanstoachievetheseobjectivesD.theprocessofdeterminingtheprimarydirectionofthefirm7.Careerdevelopmentprogramsbenefitorganizationsinallofthefollowingwaysexcept.A.GivingmanagersmorecontrolovertheirsubordinatesB.GivingmanagersincreasedskillinmanagingtheirowncareersC.ProvidinggreaterretentionofvaluedemployeesD.Givinganincreasedunderstandingoftheorganization8.Theareafromwhichemployersobtaincertaintypesofworkersisknownasthe.A.labormarketB.regionC.recruitingareaD.supplyregion9.Asetofstandardsofacceptableconductandmoraljudgmentisknownas.A.moralesB.ethicsC.rulesD.legislation10.Hiringsomeoneoutsidethecompanytoperformtasksthatcouldbedoneinternallyisknownas.A.outplacementB.contractingC.outsourcingD.employeeleasing四、閱讀理解（每題3分，共30分）（一）Thecontextforobtainingthepeoplerequiredwillbethelabormarketsinwhichtheorganizationisoperatingwhichare:Theinternallabormarket-thestocksandflowsofpeoplewithintheorganizationwhocanbepromoted,trained,orre-deployedtomeetfutureneeds.Theexternallabormarker-theexternallocal,regional,nationalandinternationalmarketsfromwhichdifferentsortsofpeoplecanberecruited.Thereareusuallyanumberofmarkets,andthelaborsupplyinthesemarketsmayvaryconsiderably.Likelyshortageswillneedtobeidentifiedsothatstepscanbetakentodealwiththem,forexamplebydevelopingamoreattractive‘employmentproposition’. Aspartofthehumanresourceplanningprocess,anorganizationmayhavetoformulate‘makeorbuy’policydecisions.A‘make’policymeansthatorganizationpreferstorecruitpeopleatajuniorlevelorastrainee,andrelymainlyonpromotionfromwithinandtrainingprogramstomeetfutureneeds.A‘buy’policymeansthatmorereliancewillbeplacedonrecruitingfromoutside-‘bringingfreshbloodintotheorganization’.Inpractice,organizationstendtomixthetwochoicestogethertovaryingdegrees,dependingonthesituationofthefirmandthetypeofpeopleinvolves.Ahighlyentrepreneurialcompanyoperatingintheturbulentconditions,oronewhichhasjuststartedup,willprobablyrelyalmostentirelyonexternalrecruitment.Whendealingwithknowledgeworkers,theremaybelittlechoice—theytendtobemuchmoremobile,andresourcingstrategymayhavetorecognizethatexternalrecruitmentwillbethemainsourceofsupply.Managementconsultanciestypicallyfallintothiscategory.Firmswhichcanpredictpeoplerequirementsfairlyandaccuratelymayrelymoreondevelopingtheirownstaffoncetheyhavebeenrecruited.1.A‘make’policymeansthatorganizationpreferstopromotepeoplefrom.A.regionallabormarketB.nationallabormarketC.internallabormarketD.internationallabormarket2.Accordingtothepassge,managementconsultancies.A.arelessmobilethanpeopleatajuniorlevelB.shouldberecruitedfromexternallabormarketC.shouldbepromotedfromwithintheorganizationD.arenotknowledgeworkers3.Ifafirmcanpredictpeoplerequirementsfairlyaccurately,itmaynot.A.developtheirownstaffB.formulatetrainingprogramsC.promotepeoplefromwithintheorganizationD.relymoreonrecruitingfromoutside4.‘Makeorbuy’policydecisionisapartof.A.humanresourceplanningB.traininganddevelopmentC.performanceappraisalD.jobanalysis5.Thebesttitleofthispassageis.A.TheorganizationalcontextofhumanresourceplanningB.AimsofhumanresourceplanningC.ThelabormarketcontextforhumanresourceplanningD.Limitationsofhumanresourceplanning（二）Wlaters(1983)identifiesninesourcesofinformationwhichhelptoidentifytrainingpriorities.Theseare:Organizationalgoalsandcorporateplanswhichindicatethedirectioninwhichtheorganizationisgoingand,therefore,majortrainingpriorities.HumanresourceandsuccessionplanningwhichprovidesinformationonfutureskillrequirementsandmanagemPersonnelstatisticson,forexample,laborturnover,whichhighlightHRissueswhichmightbeaddressedbytraining.enttrainingneeds.Exitinterviewswhichmightsuggestdeficienciesintrainingarrangements.Consultationwithseniormanagerswhichobtainsopinionsontrainingneedsfromkeydecisionmakers.Dataonproductivity,qualityandperformancewhichshowwherethereareanygapsbetweenexpectationsandresultsornegativetrends,andthereforesuggesttrainingneeds.Departmentallayoutchangeswhichprovideinformationaboutfuturedevelopmentsandrelatedtrainingneeds.Managementrequestsfortrainingwhichsetoutperceivedneeds.Knowledgeoffinancialplanswhichdeterminewhetherthefundswillbeavailablefortraining,andmayencouragefreshapproachesifresourcesarelimited.TwoothersourcesnotdirectlymentionedbyWaltersareplansforintroducingnewtechnologyordevelopingITsystems,andmarketingplanswhichindicatewherenewskillsarerequiredtomarketnewproductsorservices,usedifferentsellingtechniquesoroperateinnewterritories.1.AccordingtoWlaters,is(are)majortrainingpriorities.A.humanresourceandsuccessionplanningB.personnelstatisticsC.exitinterviewsD.organizationalgoalsandcorporateplans2.Humanresourceandsuccessionplanningprovidesinformationon.A.thedirectioninwhichtheorganizationisgoingB.futureskillrequirementsandmanagementtrainingneedsC.deficienciesintrainingarrangementsD.anygapsbetweenexpectationsandresultsornegativetrends3.ThefollowingsourcesofinformationwhichhelptoidentifytrainingprioritiesarementionedbyWlatersexcept.A.marketingplansB.departmentallayoutchangesC.dataonproductivity,qualityandperformanceD.consultationwithseniormanagers4.Accordingtothepassage,thefollowingstatementsaretrueexcept.A.Departmentallayoutchangesprovideinformationaboutfuturedevelopmentsandrelatedtrainingneeds.B.ExitinterviewshighlightHRissueswhichmightbeaddressedbytraining.C.Dataonproductivity,qualityandperformanceshowwherethereareanygapsbetweenexpectationsandresultsornegativetrends.D.Marketingplansindicatewherenewskillsarerequiredtomarketnewproductsorservices.5.Themaintopicaboutthispassageisillustrating.A.sourcesofinformationwhichprovideinformationonmanagementtrainingneedsB.sourcesofinformationofmajortrainingprioritiesC.sourcesofinformationwhichhelptoidentifytrainingprioritiesD.sourcesofinformationwhichprovideinformationaboutfuturedevelopmentsandrelatedtrainingneeds.

專業(yè)英語(yǔ)試卷2一、英漢互譯（每題2分，共30分）1.Centralization2.Assessmentcenter3.Culturalshock4.Expatriate5.Hourlywork6.Internshipprograms7.Jobinvolvement8.Managementbyobjectives（MBO）9.Pay-policyline10.Self-appraisal11.360度反饋12.甄選13.績(jī)效評(píng)價(jià)14.工作規(guī)范15.間接成本二、選詞填空（每題2分，共20分）A.A.promotionB.jobanalysisCmanagementD.GlobalizationE.jobdescriptionF.HumanresourceplanningG.competenceH.I.mediationJ.assessment1.InternationalhumanresourcemanagementRapidthroughanextensivestaffrankingsystemisseeninonecompanyasaveryimportantmotivationalmechanism.3.referstothetendencyoffirmstoextendtheirsalesormanufacturingtonewmarketsabroad.Developingahigh-trustorganizationmeanscreatingtrustbetweenandemployees.5.determinesthehumanresourcesrequiredbytheorganizationtoachieveitsstrategicgoals.6.Theprovidesinformationonthenatureandfunctionsofthejob.7.Thehaloeffectorerroristhetendencyforanevaluatortolettheofanindividualononetraitinfluencehisorherevaluationofthatpersononothertraits.8.Trainingisconcernedwithfittingpeopletotakeonextraresponsibilities,increasingall-round.Atrainingoralearningspecificationbreaksdownthebroaddutiescontainedintheintothedetailedtasksthatmustbecarriedout.10.Incaseoflabordisputesbetweentheemployerandlaborers,thepartiesconcernedcanapplyfororarbitration,bringthecasetocourts,orsettlethemthroughconsultation.三、單項(xiàng)選擇（每題2分，共20分）1.TheplacementofanemployeeinanotherjobatahigherlevelintheorganizationwithanincreaseinpayandstatusisknownasaA.jobenlargementB.transferC.promotionD.jobrotation2.Keyjobshaveallofthefollowingcharacteristicsexcept.A.theyareimportanttoemployeesandtheorganizationB.theyvaryintermsofjobrequirementsC.theyareusedinsalarysurveysforwagedeterminationD.theyarelikelytovaryinjobcontentovertime3.AprocessthatgoesbeyondTQMprogramstoamorecomprehensiveapproachtoprocessredesignisknownas.A.jobredesignB.processredesignC.reengineeringD.rightsizing4.Thejobspecificationdescribesjobrequirementsrelativeto.A.skillandphysicaloutputsB.skillandphysicaldemandsC.ageandphysicaldemandsD.experienceandphysicaldescription5.Whendeterminingwheretrainingemphasisshouldbeplaced,anexaminationofthegoals,resources,andenvironmentoftheorganizationisknownas.A.taskanalysisB.organizationanalysisC.resourceanalysisD.skillsanalysis6.Thejobevaluationsysteminwhichspecificelementsofthejobstobeevaluatedarecomparedagainstsimilarelementsofkeyjobswithintheorganizationisknownas.A.thepointmethodB.jobrankingC.thecomparisonmethodD.theHayprofilemethod7.Thefinaldecisiontohireanapplicantusuallybelongsto.A.theHRrecruiterB.theHRmanagerC.linemanagementD.co-workers8.Determiningwhatthecontentofatrainingprogramshouldbe,basedonastudyofthejobduties,isknownas.A.organizationanalysisB.individualanalysisC.jobanalysisD.taskanalysis9.Sometimesorganizationsprovideservicestoterminatedemployeesthathelpthembridgethegapbetweentheiroldpositionandanewjob.Theseservicesareknownas.A.downsizingprogramsB.“headhunting”assistanceprogramsC.outplacementassistanceD.employeeassistanceprograms(EAPs)10.Jobformthebasisfortheadministrationofapplicableemploymenttests.A.outlinesB.specificationsC.requirementsD.details四、閱讀理解（每題3分，共30分）（一）Multipersoncomparisonsevaluateoneindividual’sperformanceagainstoneormoreothers.Itisarelativeratherthananabsolutemeasuringdevice.Thethreemostpopularcomparisonsaregrouporderranking,individualranking,andpairedcomparisons.Thegrouporderrankingrequirestheevaluatortoplaceemployeesintoaparticularclassification,suchastopone-fifthorsecondone-fifth.Thismethodisoftenusedinrecommendingstudentstograduateschools.Evaluatorsareaskedtorankthestudentinthetopfivepercent,thenextfivepercent,thenextfifteenpercent,andsoforth.Butwhenusedbymanagerstoappraiseemployees,managersdealwithalltheirsubordinates.Therefore,ifaraterhastwentysubordinates,onlyfourcanbeinthetopfifthand,ofcourse,fourmustalsoberelegatedtothebottomfifth.Theindividualrankingapproachrankordersofemployeesfrombesttoworst.Ifthemanagerisrequiredtoappraisethirtysubordinates,thisapproachassumesthatthedifferencebetweenthefirstandsecondemployeeisthesameasthatbetweenthetwenty-firstandtwenty-second.Eventhoughsomeoftheemployeesmaybecloselygrouped,thisapproachallowsfornoties.Theresultisacleanorderingofemployees,fromthehighestperformerdowntothelowest.Thepairedcomparisonapproachcompareseachemployeewitheveryotheremployeeandrateseachaseitherthesuperiorortheweakermemberofthepair.Afterallpairedcomparisonsaremade,eachemployeeisassignedasummaryrankingbasedonthenumberofsuperiorscoresheorsheachieved.Thisapproachensuresthateachemployeeiscomparedagainsteveryother,butitcanobviouslybecomeunwieldywhenmanyemployeesarebeingcompared.Multipersoncomparisonscanbecombinedwithoneoftheothermethodstoblendthebestfrombothabsoluteandrelativestandards.Forexample,acollegemightusethegraphicratingscaleandtheindividualrankingmethodtoprovidemoreaccurateinformationaboutitsstudents’performance.TheA,B,C,D,orE.Aprospectiveemployerorgraduateschoolcouldthenlookattwostudentswhoeachgota“B”intheirdifferentfinancialaccountingcoursesanddrawconsiderablydifferentconclusionsabouteachwherenexttoonegradeitsays“rankedfourthoutoftwenty-six”,whiletheothersays“rankedseventeenthoutofthirty”.Obviously,thelatterinstructorgivesoutalotmorehighgrades!1.Multipersoncomparisonsisa(an)measuringdevice.A.absoluteB.relativeC.accurateD.false2.Accordingtothepassage,therearethreemostpopularcomparisonsexcept.A.grouporderrankingB.individualrankingC.graphicratingscalesD.pairedcomparisons3.Fromthispassage,wecaninferthat.A.recommendingstudentstograduateschoolsoftenusesindividualrankingB.thepairedcomparisonapproachassumesthatthedifferencebetweenthefirstandsecondemployeeissameC.grouporderrankingensuresthateachemployeeiscomparedagainsteveryotherD.eachmethodofmultipersoncomparisonscanbeusedsimultaneously4.Thefollowingstatementsaboutindividualrankingarefalseexcept.A.itrankordersofemployeesfromfromthelowestperformeruptothehighestB.theresultisacleanorderingofemployeesC.itassumesthatthedifferencebetweenthefirstandsecondemployeeisdifferentD.thisapproachallowsforsomeoftheemployeeswhomaybecloselygrouped5.Thisarticlemightbeextractedfromthepaperabout.A.performanceappraisalB.recruitmentandreplacementC.traininganddevelopmentD.rewardsystems（二）Ourknowledgeofmotivationtellsusthatpeopledowhattheytosatisfyneeds.Beforetheydoanything,theylookforthepayofforreward.Manyoftheserewards–salaryincreases,employeebenefits,preferredjobassignments–areorganizationallycontrolled.Thetypesofrewardsthatanorganizationcanallocatearemorecomplexthanisgenerallythought.Obviously,thereisdirectcompensation.Buttherearealsoindirectcompensationandnonfinancialrewards.Eachofthesetypesofrewardscanbedistributedonanindividual,group,ororganizationwidebasis.Intrinsicrewardsarethosethatindividualsreceiveforthemselves.Theyarelargelyaresultoftheworker’ssatisfactionwithhisorherjob.Techniqueslikejobenrichmentoranyeffortstoredesignorrestructureworktoincreasepersonalworthtotheemployeemaymakehisorherworkmoreintrinsicallyrewarding.Extrinsicrewardsincludedirectcompensation,indirectcompensation,andnonfinancialrewards.Ofcourse,anemployeeexpectssomeformsofdirectcompensation:abasicwageorsalary,overtimeandholidaypremiumpay,bonusesbasedonperformance,profitsharing,and/orpossiblyopportunitiestopurchasestockoptions.Employeeswillexpecttheirdirectcompensationgenerallytoalignwiththeirassessmentoftheircontributiontotheorganizationand,additionally,willexpectittobecomparabletothedirectcompensationgiventootheremployeeswithsimilarabilitiesandperformance.Theorganizationwillprovideemployeeswithindirectcompensations:insurance,payforholidaysandvacations,services,andperquisites.Inasmuchasthesearegenerallymadeuniformlyavailabletoallemployeesatagivenjoblevel,regardlessofperformance,theyarerallynotmotivatingrewards.However,whereindirectcompensationiscontrollablebymanagementandisusedtorewardperformance,thenitclearlyneedstobeconsideredasamotivatingreward.1.Rewardsareoftencnsideredasafunctioninhumanresourcemanagement.A.planningB.leadingC.motivatingD.controlling2.Extrinsicrewardsincludethefollowingexcept.A.jobenrichmentB.directcompensationC.indirectcompensationD.nonfinancialrewards3.Accordingtothepassage,thefollowingstatementsarefalseexcept.A.Nonfinancialrewardsbelongtointrinsicrewards.B.Overtimeandholidaypremiumpaybelongstoindirectcompensation.C.Employeeswillexpecttheirdirectcompensationtobecomparabletotheindirectcompensationgiventootheremployeeswithsimilarabilitiesandperformance.D.Employeeswillexpecttheirdirectcompensationgenerallytoalignwiththeirassessmentoftheircontributiontotheorganization.4.Perquisiteswhichtheorganizationprovidesemployeesbelongto.A.intrinsicrewardsB.directcompensationC.indirectcompensationD.nonfinancialrewards5.Theauthorofthispassagewouldmostlikelyagreethat.A.Ifindirectcompensationiscontrollablebymanagement,thenitcan’tbeconsideredasamotivatingreward.B.Ifindirectcompensationsaremadeuniformlyavailabletoallemployeesatagivenjoblevel,regardlessofperformance,theywilllosetheirmotivatingfunction.C.Techniqueslikejobenrichmentornonfinancialrewardstoincreasepersonalworthtotheemployeemaymakehisorherworkmoreintrinsicallyrewarding.D.Eachtypeofrewardscanbedistributedonanindividualorgroup,notorganizationwidebasis.

專業(yè)英語(yǔ)試卷3一、英漢互譯（每題2分，共30分）1.Bonus2.Compensablefactors3.Delayering4.Forecasting5.Gainsharingplans6.Jobclassificationsystem7.Minimumwage8.Performancefeedback9.Staffingtables10.Wage-ratecompression11.培訓(xùn)12.即時(shí)獎(jiǎng)金13.工資構(gòu)造14.勞動(dòng)力市場(chǎng)15.精簡(jiǎn)二、選詞填空（每題2分，共20分）A.A.rewardB.jobanalysisCHumanResourcemanagementD.ethicsE.benefitprogramsF.humancapitalG.agencyH.goalsI.contractsJ.recruiting1.Formanagers,thechallengeoffosteringintellectualorliesinthefactthatsuchWorkersmustbemanageddifferentlythanwerethoseofpreviousgenerations.2.Insummary,isanintegralpartofeverymanager’sjob.3.Intheareaofandhiring,it’sthelinemanager’sresponsibilitytospecifythequalificationsemployeesneedtofillspecificpositions.4.HRmanageralsoadministersthevarious(healthandaccidentinsurance,retirement,vacation,andsoon).5.Performanceevaluationsareusedasthebasisforallocations.6.Staffmanagersareauthorizedtoassistandadviselinemanagersinaccomplishingthesebasic.7.Determiningthenatureofeachemployee’sjobis.8.Laborersshallfulfilltheirtasksoflabor,improvetheirprofessionalskills,followrulesonlaborsafetyandsanitation,andobservelabordisciplineandprofessional.9.Laborareagreementsreachedbetweenlaborersandtheemployertoestablishlaborrelationshipsandspecifytherights,interestsandobligationsofeachparty.10.Inapublicemployment,whichservedworkersseekingemploymentandemployersseekingworkers,employmentinterviewerswereappraisedbythenumberofinterviewstheyconducted.三、單項(xiàng)選擇（每題2分，共20分）1.ThetendencyforanevaluatortolettheassessmentofanindividualononetraitinfluencehisorherevaluationofthatpersononothertraitsisknownasA.similarityerrorB.haloeffectorerrorC.leniencyerrorD.singlecriterion2.Theperformanceevaluationapproachwhichcompareseachemployeewitheveryotheremployeeandrateseachaseitherthesuperiorortheweakermemberofthepairisknownas.A.thepairedcomparisonB.theindividualrankingC.thegrouporderrankingD.criticalincidents3.Determiningwhetherornottaskperformanceisacceptableandstudyingthecharacteristicsofindividualsandgroupsthatwillbeplacedinthetrainingenvironmentareknownas.A.personanalysisB.demographicanalysisC.individualanalysisD.groupandindividualanalysis4.Thelinesofadvancementforanindividualwithinanorganizationareknownas.A.careerpathsB.jobprogressionsC.careerlinesD.jobpaths5.Freedomfromcriteriondeficiencyofperformanceappraisalsreferstotheextenttowhich.A.standardsrelatetotheoverallobjectivesoftheorganizationB.standardscapturetheentirerangeofanemployee’sresponsibilitiesC.individualstendtomaintainacertainlevelofperformanceovertimeD.factorsoutsidetheemployee’scontrolcaninfluenceperformance6.TheHayprofilemethoduseswhichthreefactorsforevaluatingjobs?.A.knowledge,skill,andresponsibilityB.mentalability,skill,andresponsibilityC.knowledge,mentalability,andresponsibilityD.knowledge,mentalability,andaccountability7.Whichofthefollowingisnotanimportantcomponentofameaningfulgainsharingplan?.A.establishingfairandprecisemeasurementstandardsB.ensuringthatbonuspayoutformulasareeasytocalculateC.ensuringthatbonuspayoutsarelargeenoughtoencouragefutureemployeeeffortD.dependingontopmanagementtodevelopthegainsharingprogram8.Givingemployeesmorecontroloverdecisionsaboutwhotheirco-workerswillbeisknownas.A.empoweredselectionB.collaborationC.teamselectionD.groupdevelopment9.Whichofthefollowingisatechniqueusedtoelicitemployeeviewsinordertomakedecisionsandinitiatechange?.A.suggestionsystemB.downwardcommunicationC.attitudesurveyD.empowerment10.Assessingthedegreetowhichwhatemployeeslearnedduringthetrainingprogramistranslatedintoenhancedemployeeperformanceisknownas.A.resultsevaluationB.reactionevaluationC.behaviorevaluationD.learningevaluation四、閱讀理解（每題3分，共30分）（一）Atrainingoralearningspecificationisaproductofjobanalysis.Itbreaksdownthebroaddutiescontainedinthejobdescriptionintothedetailedtasksthatmustbecarriedout.Itthensetsoutthecharacteristicsorattributesthattheindividualshouldhaveinordertoperformthesetaskssuccessfully.Thesecharacteristicsare:knowledge–whattheindividualneedstoknow.Itmaybeprofessional,technicalorcommercialknowledge.Oritmaybeaboutthecommercial,economic,ormarketenvironment;themachinestobeoperated;thematerialsorequipmenttobeusedortheprocedurestobefollowed;orthecustomers,clients,colleaguesandsubordinatesheorsheisincontactwithandthefactorsthataffecttheirbehavior.Oritmayrefertotheproblemsthatoccurandhowtheyshouldbedealtwith.skills–whattheindividualneedstobeabletodoifresultsaretobeachievedandknowledgeistobeusedeffectively.Skillsarebuiltprogressivelybyrepeatedtra