paperwork论文检测

1The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees that some people distinguish a difference between between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?"The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling AchievementsOrganizational Development-Change Management-Leadership DevelopmentDesigned organizational effectiveness human resources plan, for intra-departmental diversity practice : Target increases in employee recruitment and retention, “diversity-sensitivity” within management and line employee ranks, productivity gains, employee matching to customer of management development program. Result: Improved leadership communications linked with business plan, increased productivity, litigation guidelines for managing corporate change, to include staff and functional unit restructuring, shift abolishment, management “early-outs,” and HR systems refinements. Advisor on HRIS impacts, ERP transitional : Ease of employee coping to corporate and business condition changes, staffing shifts, and HR system and provided leadership to system-wide teams, processes, protocols for crisis management (critical incidents, terrorist event impacts, natural disasters), threat assessment, and work environment improvement (wei).Result: pioneering urban workforce crisis management model resulted in early identification outcomes leading to decreases in EEO complaints, grievances, workplace conflict, and litigation reduction. Outcome: state-of-the-art emergency to senior and middle management business awareness and productivity enhancement committee: designed district-wide business goal awareness initiatives, using continuous messaging communications and graphics : Increased teambuilding between craft and management, productivity gains of 15-20%, and business PlanningInitiated strategic training and consulting to private, public, governmental and military sectors in US, Canada, Bermuda, Europe and Australia. Developed and negotiated business proposals with federal, state, and local government leaders, private sector CEO's and HR directors, public and military sector officials. As part of follow-up service provision to HR consulting and training clients, provided strategic steps and best practices for local business adoption and further customization. Design and oversight of Employee Assistance Programs (EAP). Formed global business networks in key human resource and business arenas, created consultant relationships with governmental officials, provided training and consulting work products to these target groups. Designed and implemented internal corporate outplacement program for 3,000 executives and line staff. Result: Multiple business referrals from these businesses. Increase in teamwork and performance due to team ManagementDesigned organizational development plan integrating corporate diversity goals and metrics into business growth strategy for 10,000-urban employee private : Positive impacts on company culture, and employee , executed, and communicated global diversity (metrics-based) plan for 7,000+-member : Re-branding from domestic to global organizational image. Plan included training, diversity dialogue focus groups, research, marketing and recruitment, and OD outcome-based impacts on continued worldwide new member growth: international regional membership grew from 4 chapters in 26 countries to 10 chapters in 34 countries, going from 5% to 12% of total global membership over 7 years. Strongest association gains made in 12 years since inception of diversity director , implemented, and managed first global strategic diversity committee whose mission was to attract membership and drive diversity management efforts. Committee included delegates from all USA regions, UK, Canada, Bermuda, Trinidad, Thailand, and : Ongoing awareness of diversity business issues at Board, Chapter, and member levels. Committee membership grew from 0-25 with 5 target area diversity trainer to global and domestic business : Improved cross-cultural understanding in leadership to “globalize” and published global association magazine columns on corporate and association diversity best practices; 180-page training guide for industry leaders on crisis management and threat assessment; training curriculum for business audiences on teambuilding, change management, corporate diversity audits, and executive coaching; online web site text for HR small business in consulting and training; multiple newsletter and online articles for hr-related organizations and businesses on relevant HR topics (domestic partnership benefits and HR, diversity best practices, employee recruitment and retention); Corporate outplacement plan for executives and support staff; corporate polices and procedures, publicity and marketing materials for internal HR projects, and HR small business; Marketing : Provision of original product deliverables (hardcopy and online) for targeted business goal business audiences for Fortune 500 companies: US Army Corps of Engineers; Town of Braintree, MA; Honeywell; General Electric; American Transtech (AT&T); Cigna and IBM. Groups ranged to 650 persons, from executive ranks, to middle management, employee and support staff. Training aimed at behavioral improvements, policy and protocol implementation, best practice adoption, and awareness : Reduced litigation exposure, increased effectiveness of service-product delivery, improved executive-management Human Resources ManagementCertificate ID: ILRSHRC1Become an HR leader by influencing organizational leaders and aligning HR strategy. Use diversity and inclusion to increase profits, develop a talent management culture, and engage development and execution of a human resources strategy that is aligned with organizational goals and matched to an organization's competencies delivers tangible outcomes for an organization's people, customers, and shareholders. Such a strategy requires transforming HR from a "business partner" to a "business leader." As a leader, HR plays a significant role, not only in human-capital development, but in how human capital can contribute to the execution of organizational and business strategies. This certificate program from Cornell University's School of Industrial and Labor Relations develops the leadership competencies required make this courses in this series focus on several drivers for transforming HR into a world-class function: the HR leader's influence on strategy and organizational leaders, alignment of HR strategy, using diversity and inclusion to achieve bottom-line results, developing a talent-management culture, strategies for employee engagement, and using metrics to measure impact on business outcomes. Each course explores a topic in depth, with particular emphasis on the role of the HR leader, industry best practices, and short projects that emphasize the application to your particular HR leaders look beyond managing the HR function. They don't stop at building the talent pool of the organization; they operate at the most senior levels and play a strategic role in the organization. They influence the strategic planning process to ensure alignment with the goals and values of the organization, while managing the process to ensure superior course is based on the research and industry expertise of Patrick M. Wright, ., Professor and Director of the Center for Advanced Human Resources Studies (CAHRS) at Cornell University. It introduces Dr. Wright's SELF Model of Human Resources Leadership that defines the leadership and influencing competencies needed to balance the tradeoffs present in the formation of organizational strategy. The SELF Model focuses on HR's role in guiding strategy development to ensure that it will result in the expected Strategic, Ethical, Legal, and Financial outcomes for an organization. This course also introduces the Human Frailties framework, a tool for managing the interpersonal dynamics at the most senior levels of the organization in order to produce the most positive thorough understanding of your organization's value creation model and ability to develop competencies through processes, technology, and people are essential to ensuring that the HR organization is aligned vertically and horizontally to produce superior results. With this understanding, HR will be able to articulate how it can improve processes, people and customer outcomes, and financial course, based on the research and expertise of Christoper Collins, ., Associate Professor and Director of Executive Education for Cornell University's School of Industrial and Labor Relations, develops the skills needed to assess how organizations create value and to align the HR function to execute the organization's strategy. Participants analyze the Balanced Scorecard approach as a means of vertically aligning the HR system with organizational objectives. They learn how to create a vertical-alignment strategy and use it to improve HR decision-making, people outcomes, processes, customer outcomes, and financial results. And they learn the skills required to plan and assess horizontal alignment of HR systems and practices. Finally, the course discusses best practices related to workforce partitioning, performance variability, value identification, and employee management of diversity and inclusion has evolved from handling day-to-day compliance issues to leveraging diversity for competitive advantage. Organizations that no longer see diversity as a legal or moral requirement, but as a competitive advantage, have an opportunity to improve performance at the financial, employee, customer, and community and inclusion practices must be embedded in an organizational culture to make a positive impact on performance. This course summarizes the evolution of diversity and inclusion management; outlines key management practices for improving performance, contextualizes diversity in terms of current challenges, and provides direct linkages between diversity and the bottom line at the organizational and functional . Roberson's model of strategic approaches to diversity and inclusion provides a comprehensive toolkit for strategic diversity management, implementing next generation high-involvement practices, and ensuring stakeholder alignment with strategic objectives. The linkage between bottom-line performance and diversity is explored through the varying lenses of legal outcomes, customer and employee outcomes, and business metric improvements. In addition to measuring diversity's impact, and being able to create a diversity dashboard, learners discuss the future of diversity and inclusion and the complex relationships between diversity and organizational reputation, business practices, strategic capabilities, and financial the existing "war for talent" intensifies and becomes increasingly global, organizations must develop strong talent-management practices that are tightly aligned with business strategy. Successful organizations build talent management cultures to take advantage of their human capital. They focus on attracting top talent, identifying and developing future leaders, and retaining the best prospects in the high-potential talent course focuses on developing a strategic approach to managing core talent. Such an approach begins with the development of an employment brand in order to attract the best talent to the organization, promote the organization as a preferred employer, and produce superior recruiting outcomes. Organizations must then identify and implement an integrated marketing and communication strategy to build brand awareness. The complexity of managing employee retention and engagement includes understanding the root causes of talent-retention problems. The course identifies practices and solutions for increasing the likelihood of top talent remaining with the organization and becoming its future leaders have the ability to drive business performance by defining, designing, developing, and delivering competitive advantage through people. A key component of their ability to do so is a solid understanding of the organization's business drivers and a demonstrable competence in matching human capital to strategic initiatives. Metrics enable HR to demonstrate its competence in terms of its business literacy and adopt a data-driven approach to management and course focuses on identifying and developing key measures of HR's impact on business outcomes. It distinguishes between business metrics and HR metrics and relates them in terms of how to measure and communicate HR's value. Metrics must support the organization's business model. This course provides models for matching metrics to organizational outcomes and developing business-based metrics including the use of the balanced scorecard tied to financial, customer, process, and people outcomes. This course also provides frameworks for categorizing and analyzing metrics according the business value they measure, analyzing HR metrics, and building a model to link metrics to organizational goals and engagement can be broadly defined as employees consistently acting in the best interests of the organization. Linked to critical outcomes including absenteeism, turnover, customer satisfaction, operational performance, and financial performance, employee engagement is a vital driver of an organization’s bottom-line course focuses not only on why employee engagement is important and valuable, but also on how to foster and measure employee engagement and link it to key organizational metrics and outcomes. It examines the business case to pursue employee engagement as a strategic initiative and evolve beyond the transactional approach of traditional employee relations to a strategic approach focusing on relationship-oriented and emotional measurements of employee commitment. It also develops the competencies necessary to build employee engagement in your organization, the risks involved, and the implications for the HR professional in adopting this approach. This course is based on the research of Cornell ILR School Professors Patrick M. Wright, Director of the Center for Advanced Human Resource Studies, and Christopher J. Collins, Director of Executive Education.

2014年广东高考英语答案解析

I 语言知识及应用（共两节，满分45分）

第一节 完形填空（共15小题；每小题2分，满分30分）

答案及解析： （“可乐”解释）

本文首先指出父母与十几岁的孩子之间存在矛盾冲突及其原因，然后是研究发现的不同父母对此采取的不同方法，有的方法较另一些方法更有效果，最后一段是心理学家对解决冲突的建议。

1. D 由not easy living with them (their parents) (孩子觉得与父母生活在一起不易)与difficult to live with teenagers(父母觉得与十几岁的孩子生活在一起很难)可知，孩子与父母有“相似的”感受。

(逻辑推断)

2. B 由前两句，可知父母之间有“矛盾”，再根据regarding untidiness and daily routine tasks(关于不整洁和日常事情)，对照各选项，只有argument(争吵)适合。

(逻辑推断)

3. C 由前句的untidiness和后面的clothes thrown on the floor可知，房间是messy(凌乱不堪的)。

(逻辑推断；也可将untidiness与messy看作是近义复现)

4. B 由上文提到的收拾房间之类的事，应是housework(家务活)。

(上下义复现)

5. C 由后面的not cleaning up their room or refusing to do the shopping可知，这里应是dropping the towel in the bathroom，一起为blame them的原因。

(逻辑推断，或词语同现，受责备的应都是负面的意思)

6. A 由下句的However, some approaches提示，可知这里是指“不同的父母对待这些问题有不同的‘方法’”。

(原词复现)

7. D 从下面的例子可以看出，有的方法比别的方法更能“达到预期的目的(successful)”。

下文中的do better也有提示作用。

(逻辑推断)

8. A 指yell at their children(对孩子大声叫喊)之后，意为“但是‘后来’又为他们清扫房间”。

(逻辑推断)

9. A 改变孩子不爱整洁的“行为(behavior)”。

(逻辑推断)

10. C 据下文所举的例子“不帮父母去买东西”“在冰箱里就找不到自己最喜欢的饮料”可知，这是让孩子“感受到自己的行为产生的‘后果’”。

(逻辑推断)

11. D 在有了上述经历之后，他们就会“重新考虑”他们的行动。

(逻辑推断)

12. A 由下文中的munication is a two-way process可知，此处填munication。

事实上，当完成第13空后，就基本上确定此题选A了。

(原词复现)

13. D 由but可知，要选与lend an ear to(=listen to倾听)相对的talk。

(词语同现；逻辑推断)

14. B 由but可知，要选与understand (理解)相对的scold(责骂)。

(词语同现；逻辑推断)

15. C 此句是强调结构，是对前两句的总结，一句是说要lend an ear to(=listen to倾听)，一句是说要understand (倾听)，所以总结为“只有通过倾听和相互理解，父母与孩子之间的问题才可得到解决”。

(原词复现)

第二节 语法填空（共10小题；每小题分，满分15分）

本文是讲我和我兄弟去Miami(迈阿密)旅游，当到达目的地后，来到六个月前订的宾馆，却意外被告知订的房间是下个星期的，且该宾馆房间已订满。

正当不知如何办时，经理出来了，将他们安排在留出来的VIP房间，且不另外收他们的钱，这真是个意外的意外。

16. it 在said后的宾语从句中缺主语，应填代词；指代前句中的Miami这个地方，应用it。

17. earlier 在句中作状语，依然用副词；不变词性，可考虑用比较级；由时态had made，可知是“早在六个月前”就订好了。

18. were told 由句意或tell *** . sth.这一句型结构可知，是“我们被告知”，由上下文的时态可知，用一般过去时的被动语态。

19. but 这是考虑not…but…结构，意为“不是为那个星期订的，而是为后一个星期所订的”。

20. why 意为“我不知道为什么会发生这样的事”，故用why引导宾语从句。

21. for 因charge…for…是习惯搭配。

22. surprisingly 因本句已有作表语的形容词helpful，所以应当用副词来修饰形容词helpful，指“令人惊讶地，意外的”，故填surprisingly。

23. the 特指“在顶楼”。

24. where 先行词是地点the beach且在定语从句中作状语，故填where (=on which =and on the beach =and there)。

25. sunburnt 在表示“变化”的got后作表语，要用形容词；sunburn是名词。

Ⅱ 阅读（共两节，满分50分）

第一节 阅读理解（共20小题；每小题2分，满分40分）

答案及解析：

本文是记叙文，介绍有音乐天才的Samuel O *** ond。

26. D 细节理解题。

由第一段中的However, he can play very difficult musical pieces by musicians such as Chopin and Beethoven just a few minutes after he hears them可知选D。

顺便提醒，有however或but的地方往往是出题的地方，可以注意哟。

27. B 细节理解题。

由第二段最后两句 “Samuel wanted to bee a lawyer as it was the wish of his parents,but music teachers told him he should study music instead. Now, he studies law and music”可知选B，Samuel按照父母的意愿是想做律师的，而不是做音乐家。

因按父母的意愿是学法律，按老师的建议学音乐，故D错。

28. C 综合细节题。

由第三段最一句Samuel can’t understand why everyone is so surprised和第三四句 “I suddenly decided to start playing the piano, without being able to read music and without having any lessons. It es easily to me ---I hear the notes and can bear them in mind---each and every note”可知，他不用看音符就能演奏钢琴，故选C。

29. B 推断隐含意义。

由第四段最后一句Samuel says confidently, “It’s all about super memory---I guess I have that gift.”可推出。

30. B 选择标题题。

也属主旨要义题。

每段都有Samuel，全文都是说学法津的Samuel有音乐天才。

答案及解析：

31. B 细节推断题。

第一段说Natalie Smith 为其后面的六辆车交费，第二段交等了其中的原因，是她看到的 “Practice random kindness and senseless acts of beauty”这句话给了她深刻印象，由此推断，她是受这句话的启发，“想给他人施恩”，故选B。

32. A 细节理解题。

由第三段第三句“I thought it was beautiful,” she said, explaining why she’d taken to writing it at the bottom of all her letters可知，选A。

选项B文中无信息支持，无中生有；选项C“决定将其写在仓库墙上”与文中“看到离家很远的一个仓库墙上看到这句话”意义不同，张冠李戴；虽然文中有她老公将其写在教室的墙上，但并不是她要他写的，更不是她抄写这句话的目的，与事实不符。

33. D 细节理解题。

本题是问“谁想出这句话来的”，由第四段中的 “It was in a restaurant that Anne wrote the phrase down on a piece of paper”可知，是Anne Herbert想出这句话来的。

可用排除法，Natalie Smith是在朋友的冰霜上看到的，Judy Foreman是在仓库的墙上抄下来的，Alice Johnson是从她女儿那得知的，她女儿是因为Judy Foreman的老公将此句写在教室的墙上而得知的，故不是这三个人想出来的。

34. C 推断句子意义。

推断词、短语或句子意思，需结合上下文去理解。

本段中先是Anne Herbert解释她想出的那句话意为：你认为(生活中或世界上)应该多一些存在的事，那么你就随意去做这样的事。

接说着她想象中的这类事包括“给破旧教室粉墙”“在穷人区的厨房里留下热饭”等善举。

那么该段结尾的话“善举和暴力一样可以在它们自己的基础上建立起来”，其真正的含义是什么呢？再看看接下来这一段，特别是第一句“随意的善举是可以传播或蔓延”，可知“善举同暴力一样是可以自我繁衍的”，故选C。

35. B 推理判断题。

由最后一段的第一和第二句可以推知：受到恩惠的人很可能会施惠于他人，将恩惠传播下去。

答案及解析：

本文作者叙述的是自己申请叫做灯塔计划的志愿者工作的过程和被选作志愿者后去阿布加附近的一个小村庄工作的经历，这段经历让作者学到了许多，改变了人生。

36. A 细节理解题。

由第一段第二句 “My degree, with honors, in English literature had not really prepared me for anything practical”可知，作者的大学教育注重的是理解知识，选A。

37. A 推理判断题。

由第二段最后一句In short, I did not take my decision to apply for the Lighthouse Project lightly. Neither did my family(总之，我并不是轻易决定申请灯塔计划的，我的家人也一样不是轻易决定的)和第三段首句Eventually, however, I won the support of my family(然而，最后我赢得了家人的赞同)可以推断出，作者是同家人讨论商量过的。

38. D 推理判断题。

由第二段的第二句 “After countless interviews and presentations, I managed to stand out among the candidates and survive the test alone”可推知，作者面临了与其他候选人的激烈竞争。

选项A“参加了许多讨论”，文中无信息支持，是无中生有，应排除；选项B“经历了富有挑战性的生存测试”，特别是由survival可知，编题者利用了文中的只言片语(survive, test)，编造与文中不符的信息，迷惑考生，应排除；选项C“写了相当多的有关志愿者工作的论文”与文中“sent in all the paperwork needed for the application(呈送申请所需要的文书)”不符，应排除。

故选D。

39. C 细节理解题。

由第四段Though the local villagers were poor, they offered their homes, hearts, and food as if I were their own family可知，一到达这个村庄时，他受到村民的热情接待，故选C。

文中信息具体，正确选项是对其概括。

40. A 推理判断题。

由最后一段第一句all those things that had seemed so strange or unusual to me no longer did(他当初觉得奇怪或不寻常的所有事现在都不再觉得奇怪了)可推断，已适应了，但当初不适应时要适应这些，是有困难的，故选A。

答案及解析：

本文是说明文，介绍了一种研究洋流的特别方式。

41. B 词义猜测题。

由前面的so many shoes和后面的to try and match left and right shoes to sell or wear，特别是sell，可知是建立交易市场，故选B。

42. C 细节理解题。

由第二段二、三、四句 “He phoned the shoe pany and asked if they wanted the shoes back. As expected, the pany told him that they didn't. Ebbe *** eyer realized this could be a great experiment”可知，选C。

43. A 细节理解题。

由第三段第二句Ebbe *** eyer got to know a lot of them (serious beachbers) and asked for their help in collecting information about where the shoes landed及其后几句可知，选A，“通过海滩清理者收集信息”。

44. D 细节理解题。

由第四段第一句Ebbe *** eyer has bee known as the scientist to call with questions about any unusual objects found floating in the ocean可知，选D。

45. C 写作目的题，也属主旨大意题。

文章主题句在第一段，即However, ocean expert Curtis Ebbe *** eyer does it in a special way---by studying movements of random floating garbage，由此可知选C。

第二节信息匹配（共5小题；每小题2分，满分10分）

阅读下列应用文及相关信息，并按照要求匹配信息，请在答题卡上将对应题号的相应选项字母涂黑。

首先请阅读某大学提供给学生的项目信息：

答案及解析：

46. B 题中anize an outdoor activity, as an instructor与选项B中的anize sports activities and other outdoor pursuits, as an instructor相匹配。

47. C 题中I can help the elderly and the disabled与选项C中the physically and mentally handicapped, …the elderly相匹配。

48. D 题中if only I could stay in Spain (西班牙[欧洲]) as an exchange student与选项D中的studying at a foreign university in Europe相匹配。

49. F 题中I’m well prepared to work as a language instructor与F中的Language Teachers Abroad相匹配。

50. E 题中wildlife, I specialize in zoology, and I’m a good observer与monitoring wildlife相匹配。

Ⅲ 写作（共两节，满分40分）

第一节 基础写作（共1小题；满分15分）

你接受了一项写作任务，要为当地英语晚报写一篇报道。

参考范文：

Version 1:

Richard Avis, a British who was born on December 1st, 1974, has started to look for time twins in the world since 2011 in order to know about different meanings of successful life in different culture. He uses the local media to help himself. So far, he has found 32 people, including 17 men and 15 women from 13 countries. They are government officials, athletes, drivers, teachers and artists. He plans to find 40 time twins before his fortieth birthday and then he intends to write a book according to this experience.

第二节 读写任务（共1小题；满分25分）

阅读下面短文，然后按照要求写一篇150词左右的英语短文。

参考范文：

Version 1:

Oseola McCarty was a laundrywoman for more than 75 years. She earned a few dollars each time. But she donated $150,000 which was her life savings to help the students who needed financial help.

I think her behavior is worth praising and very unselfish. Everyone should help others in need. But how much to donate should be based on our actual situation. The $150,000 is very helpful to the students who have financial problems. They can buy many things they need as other students. And they may be more grateful and kinder. Therefore, it’s more likely for them to help others in the future.

If I am going to give donations, I will choose students too. They are in the most important period in their life. They need to get a long education. They have to buy a lot of books, pencil-cases, pens, erasers and so on, which will certainly cost a lot. They are growing up rapidly, which needs a lot of nutrition. If they don’t have enough money, they can’t eat enough food and take in enough energy. In a word, money is very important to students.