HR三级英语阅读理解 31
十九.
Impasse defined In collective bargaining, an impasse occurs when the parties are not able to move further toward settlement. An impasse usually occurs because one party is demanding more than the other will offer. Sometimes an impasse can be resolved through a third party, a disinterested person such as mediator or arbitrator. If the impasse is not resolved in this way, a work stoppage, or strike, may be called by the union to bring pressure to bear on management.
Third-party involvement. Three types of third-party interventions are used to overcome an impasse: mediation, fact-finding, and arbitration. With mediation a neutral third party tries to assist the principals in reaching agreement. The mediator usually holds meetings with each party to determine where each stands regarding its position, and then this information is used to find common ground for further bargaining. The mediator is always a go-between. As such, he or she communicates assessments of the likelihood of a strike, the possible settlement packages available, and the like. The mediator does not have the authority to fix a position or make a concession.
In certain situations as in a national emergency dispute where the president of the United States determines that it would be a national emergency for a strike to occur, a fact-finder may be appointed. A fact-finder is a neutral party who studies the issues in a dispute and makes a public recommendation of what a reasonable settlement ought to be. For example, presidential emergency fact-finding boards have successfully resolved impasses in certain critical transportation disputes.
Arbitration is the most definitive type of third-party intervention, since the arbitrator often has the power to determine and dictate the settlement terms. Unlike mediation and fact-finding, arbitration can guarantee a solution to an impasse. With binding arbitration, both parties are committed to accepting the arbitrator‘s award. With non-binding arbitration, they are not. Arbitration may also be voluntary or compulsory (in other words, imposed by a government agency) in the United States, voluntary binding arbitration is the most prevalent.
Strikes A strike is a withdrawal of labor, and there are four main types of strikes. An economic strike results from a failure to agree on the terms of a contract – from an impasse, in other words. Unfair labor practice strikes, on the other hand, are aimed at protesting illegal conduct by the employer. A wildcat strike is an unauthorized strike occurring during the term of a contact. A sympathy strike occurs when one union strikes in support of the strike of another. Picketing is one of the first activities during a strike. The purpose of picketing is to inform the public about the existence of the labor dispute and often to encourage others to refrain from doing business with the struck employer.
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HR三级英语阅读理解 32
二十.
Japanese management gives a great deal of attention to orientation and training, which is particularly true in the case of regular employees. Pre-employment education generally starts immediately after the person is chosen. The purpose of the program is to (a) familiarize the student with the company; (b) monitor the person‘s activities; (c) make the student comfortable with the company; (d) answer questions the person might have; and (e) provide the new hires with any basic skills training the company feels they require.
The appraisal and compensation system is long-term in orientation and is based on rewarding people for
doing a good job over an extended period of time. In the United States employees commonly receive an annual appraisal that indicates whether or not they are doinga good job and, if not, provides feedback related to improving performance or seeking employment elsewhere. In Japan the initial appraisal is typically given at the end of a 7-10 year period. At this point the person learns whether or not he or she is going to be promoted up the ranks of management or not. Those who fail this first major evaluation know that their chances of making the top management ranks are virtually nil.
Compensation in Japan used to be based heavily on seniority, but today merit is becoming more important.
In many industries the annual raise is in the 2-4 percent range and often is based heavily on merit factors such as attitude, ability, and cooperativeness. Another feature that distinguishes the Japanese system form many others is the semiannual bonus or wage allowance. This bonus is separate from the annual wage increase and, usually without exception, is paid every year regardless of the state of the economy. The bonus is typically equivalent to 5-6 months‘ salary and is paid in midsummer and at the end of the year. Other forms of compensation include housing allowances, daily living support for transportation, meals, uniforms, health care, and cultural and recreational benefits.
1. The purposes of pre-employment education in Japan don‘t include .
A. familiarizing the student with the company B. monitor the person‘s activities
C. make the student comfortable with the company D. provide the new hirers with any knowledge and skills
2. The appraisal and compensation system in Japan is based on . A. rewarding people for doing a good job over an extended period of time B. rewarding people for doing a good job over a year C. rewarding people for doing any job over a long time D. rewarding people for doing any job over a year
3. In Japan the initial appraisal is typically given at the end of a year period. A. 5-10 B. 7-10 C.10-12 D.10-15 4. About compensation 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 5-6 months‘ salary. 5. From this passage, we can‘t conclude that .
A. In Japan, working for a long time in a company is beneficial to employees.
B. The orientation of appraisal and compensation system in Japan is different from the one in the United States. C. In the United States, employees who commonly 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:1.D 2.A 3.B 4.C 5.C
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HR三级英语阅读理解 33
额外滴．
Once you have been authorized to fill a position, the next step is to develop an applicant pool, probably using
internal recruiting and one or more of the recruitment sources described next. 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 3-1, the company knows 50 new entry-level 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 of new leads generated to candidates actually invited has been 6 to 1; in other words, of six leads that come in from the firm‘s advertising college recruiting, and other recruiting efforts, one applicant in six typically is invited to come for an interview. Given these ratios, the firm knows it must generate 1200 leads to be able to invite 200 viable candidates to its offices for interviews. The firm will then get to interview about 150 of those invited, and from these it will make 100 offers. Of those 100 offers, half (or 50 new CPAs) will be hired.
However, it‘s not just recruiting but effective recruiting that is important. For example, consider the
results of a recent study of college recruiter effectiveness. Subjects were 41 graduating students from four colleges (arts and sciences, engineering, industrial relations, and business) of a northeastern university. The students were questioned twice during their spring semester, once just after they‘d had their first round of interviews with employers, and once after their second round of interviews.
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HR三级英语阅读理解 34
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