剑桥雅思6Test3阅读Passage2真题+答案+解析

　   下面新航道小编为各位考生推荐复习材料-剑桥雅思6 Test 3 Passage 2答案解析。希望对大家有的帮助。

　　READING PASSAGE 2

　　阅读第2节

　　You should spend aboul 20 minutes on Questions 14-27, which are based on Reading Passage 2on the following pages.

　　你应该花20分钟回答14-27个问题，这些问题是基于下面几页的“阅读通道2”。

　　Questions 14-18

　　问题14-18

　　Reading Passage 2 contains six Key Points.

　　阅读通道2包含六个关键点。

　　Choose the correct heading for Key Points TWO t0 SlX. from the list of headings below.Write the correct number, i- vii in boxes 14- -18 on your answer sheet.

　　为关键点选择正确的标题，2t0 SLX。在下面的标题列表中，填写正确的编号，在答题纸上的第14-18栏中填写I-VII。

　　List of Headings

　　标题清单

　　i Ensure the reward system is fair

　　我保证奖励制度是公平的

　　iiMatch rewards to individuals

　　给个人的奖励

　　iii Ensure targets are realistic

　　确保目标切合实际

　　iv Link rewards to achievement

　　将奖励与成就联系起来

　　v Encourage managers to take more responsibilityvi

　　鼓励管理者承担的责任

　　vi Recognise changes in employees' performance over timevii

　　认识到员工业绩随时间的变化

　　vii Establish targets and give feedback

　　制定目标并给予反馈

　　viii Ensure employccs are suited to their jobs

　　确保雇主适合他们的工作

　　Example 　Key Point One

　　例

　　Answer 　viii

　　回答

　　14 Key Point Two

　　15 Key Point Three

　　16 Key Point Four

　　17 Key Point Five

　　18 Key Point Six

　　14关键点2

　　15关键点3

　　16关键点4

　　17关键点5

　　18关键点6

　　Motivating Employees underAdverse Conditions

　　THE CHALLENGE

　　It is a great deal easier to motivate employees in a growing orgonisation than a decliningone. When organisations are expanding and adding personnel, promotional opportunities,pay rises, and the excitement of being associated with a dynamic orgonisotion createfeelings of optimism. Management is able to use the growth to entice ond encourage employees. When an organisation is shrinking, the best and most mobile workers are proneto leave voluntarily. Unfortunately, they are the ones the organisation can least afford to lose- those with the highest skills and experience. The minor employees remoin becouse their joboptions are limited.

　　Morale also suffers during decline. People fear they may be the next to be made redundant, Productivity often suffers, as employees spend their time sharing rumours and providing one another with moral support rather than focusing on their jobs. For those whosejobs are secure, pay increases are rarely possible. Pay cuts, unheord of during times of growth, may even be imposed. The challenge to management is how to motivate employeesunder such retrenchment conditions. The ways of meeting this chollenge con be broadly divided into six Key Points, which ore outlined below.

　　KEY POINT ONE

　　There is an abundance of evidence to support the motivational benefits that result from carefully matching people to jobs. For example, if the job is running o small business or onautonomous unit within a larger business, high achievers should be sought. However, if thejob to be flled is a managerial post in a large bureaucratic organisation, o condidate whohas a high need for power and a low need for afiliation should be selected. Accordingly,high achievers should not be put into jobs that are inconsistent with their needs. High achievers will do best when the job provides moderately chollenging goals and where thereis independence and feedback. However, it should be remembered that not everybody ismotivated by jobs that are high in independence, variety and responsibility.

　　KEY POINT TWO

　　The literature on goal-eting theory suggests that managers should ensure that all employeeshave specific goals and receive comments on how well they ore doing in those goals. Forthose with high achievement needs, typically a minority in any orgonisation, the existence ofexternal goals is less important because high achievers are already internolly motivated. Thenext factor to be determined is whether the goals should be assigned by a manager or collectively set in conjunction with the employees. The answer to that depends on perceptionsof goal acceptance and the organisation's culture. If resistance to gools is expected, the useof participation in goal-seting should increase acceptance. If participation is inconsistent with the culture, however, goals should be assigned. If poricipation ond the culure ore.incongruous, employees are likely to perceive the participation process as monipulative ondbe negatively affected by it.

　　KEY POINT THREE

　　Regardless of whether goals are achievable or well within monogemen's perceptions of theemployee' s ability, if employees see them as unachievable they will reduce their effort.

　　Managers must be sure, therefore, that employees feel confident that their efforts can lead toperformance goals. For managers, this means that employees must hove the capability ofdoing the job and must regard the appraisal process as volid.

　　KEY POINT FOUR

　　Since employees have different needs, what acts as a reinforcement for one may not foranother. Managers could use their knowledge of each employee to personalise the rewardsover which they have control. Some of the more obvious rewords that managers allocateinclude pay, promotions, autonomy, job scope and depth, and the opportunity to participatein gal-seting and decision-making.

　　KEY POINT FIVE

　　Managers need to make rewards contingent on performance. To reward factors other than,performance will only reinforce those other factors. Key rewards such as pay increases andpromotions or advancements should be allocated for the atainment of the employee's specificgoals. Consistent with maximising the impact of rewards, managers should look for ways toincrease their visibility. Eliminating the secrecy surrounding pay by openly communicatingeveryone's remuneration, publicising performance bonuses and ollocating onnual solaryincreases in a lump sum rather than spreading them out over an entire year are exomples ofactions that will moke rewards more visible and poteniolly more motivating.

　　KEY POINT SIX

　　The way rewards are distributed should be transparent so thot employees perceive thatrewards or outcomes are equitable and equal to the inputs given. On a simplistic level, .experience, abilities, effort and other obvious inputs should exploin differences in pay,responsibility and other obvious outcomes. The problem, however, is complicoted by theexistence of dozens of inputs and outcomes and by the fact that employee groups placedifferent degrees of importance on them. For instance, a study comparing clericol andproduction workers identified nearly twenty inputs and outcomes. The clericol workersconsidered factors such as quality of work performed and job knowledge near the top oftheir list, but these were at the bottom of the production workers' list. Similarly, productionworkers thought that the most important inputs were intelligence and personal involvementwith task accomplishment, two factors thah were quite low in the imporlonce ratings of theclerks. There were also important, though less dramatic, differences on the outcome side. Forexample, production workers rated advancement very highly, whereas dericol workers ratedadvancement in the lower hird of their list. Such findings suggest that one person's equity isanother's inequity, so an ideal should probably weigh different inputs and outcomes  according lo employee group.

　　在不利条件下激励员工

　　挑战

　　在一个日益壮大的组织中激励员工要比一个衰落的组织容易得多。当组织在扩张和增加人员时，晋升机会、加薪以及与一个充满活力的组织联系在一起的兴奋感会让人产生乐观的情绪。管理层能够利用增长来吸引和鼓励员工。当一个组织在萎缩时，最和流动性的员工会主动离职。不幸的是，他们是组织最不可能失去的——那些拥有技能和经验的人。未成年雇员因工作选择有限而被解雇。

　　士气在衰退期间也会受到影响。人们担心自己可能会成为下一个被裁掉的人，生产力往往会受到影响，因为员工们花时间分享谣言，互相提供精神支持，而不是专注于自己的工作。对于那些工作稳定的人来说，加薪几乎是不可能的。在经济增长时期，减薪是不可能的，甚至可能会实施。管理层面临的挑战是如何在这种紧缩的情况下激励员工。解决这一难题的方法大致分为六个要点，如下所述。

　　关键点一

　　有大量的证据证明，仔细地将人与工作相匹配会产生激励作用。例如，如果工作是经营小型企业或大型企业中的自主单位，则应寻求高成就者。但是，如果要招聘的职位是一个大型官僚机构中的管理职位，则应选择权力需求高、职位需求低的人。因此，高成就者不应被安排从事与其需求不符的工作。当工作有适度的目标，并且有独立性和反馈时，高成就者会做得。然而，应该记住的是，并不是每个人都被高度独立性、多样性和责任感的工作所激励。

　　关键点二

　　关于目标设定理论的文献表明，管理者应该确保所有员工都有特定的目标，并接受关于他们在这些目标上做得如何的评论。对于那些需要高成就的人来说，通常在任何组织中都是少数人，外部目标的存在就不那么重要了，因为高成就者已经被内部激励了。下一个要确定的因素是目标是应该由经理指定，还是应该与员工共同制定。答案取决于对目标接受度和组织文化的感知。如果预计到对粘液的抵抗力，那么参与目标设定应该能接受度。但是，如果参与与文化不一致，则应指定目标。如果文化上有孔不协调的，员工很可能认为参与过程是受人控制的，因此会受到负面影响。

　　关键点三

　　不管目标是可以实现的还是在莫尼格曼对员工能力的认知范围之内，如果员工认为目标无法实现，他们就会减少努力。

　　因此，管理者必须确信，员工对自己的努力能够实现绩效目标充满信心。对于管理者来说，这意味着员工必须具备完成工作的能力，并且必须将评估过程视为自愿的。

　　关键点四

　　由于员工有不同的需求，对一个人起到强化作用的东西可能对其他人没有帮助。经理们可以利用他们对每一位员工的了解，对他们所控制的奖励对象进行个性化设置。管理者分配的一些更明显的词语包括工资、晋升、自主权、工作范围和深度，以及参与法律制定和决策的机会。

　　关键点五

　　管理者需要根据业绩来决定奖励。为了奖励其他因素，绩效只会强化其他因素。关键奖励，如加薪、晋升或晋升，应根据员工的具体目标进行分配。为了限度地奖励的影响，管理者应该寻找其度的方法。通过公开公布每个人的薪酬、公布绩效奖金以及每年一次的太阳能增长(而不是一整年都发放)来消除薪酬的保密性，这些都是使奖励更加明显、更有动力的例子。

　　关键点六

　　奖励的分配方式应该是透明的，这样员工才会意识到奖励或结果是公平的，并且与所提供的投入相等。在一个简单的层面上，经验、能力、努力和其他明显的投入应该会在薪酬、责任和其他明显的产出上产生巨大的差异。

　　Questions 19- -24

　　问题19-24

　　Do the following statements agree with the views of the writer in Reading Passage 2?

　　以下陈述是否与“阅读通道2”中作者的观点一致?

　　In boxes 19- -24 on your answer sheet, write

　　在答题纸上的第19--24栏中，写上

　　YES 　if the statement agrees with the views of the writer

　　是 　如果声明符合作者的观点

　　NO　　if the statement contradicts the views of the writer

　　如果陈述与作者的观点相矛盾

　　NOT GIVEN 　if it is impossible to say what the writer thinks about this

　　未予 　如果不可能说出作者对此的看法

　　19 A shrinking organisation tends to lose its less skilled employees rather than its moreskilled employees.

　　19 萎缩的组织往往会失去技能较低的员工，而不是的员工。

　　20 lt is easier to manage a small business than a large business.

　　20 小企业比大企业更容易管理。

　　21 High achievers are well suited to team work.

　　21名成绩优异的学生适合团队合作。

　　22 Some employces can feel manipulated when asked to participate in goal-setting.

　　22 当被要求参与目标设定时，有些雇主会感到被操纵。

　　23 The staff appraisal process should be designed by employees.

　　23员工的评估过程应该由员工来设计。

　　24 Employees' earnings should be disclosed to everyone within the organisation.

　　24员工的收入应向组织内的每个人披露。

　　Questions 25- -27

　　问题25-27

　　Look at the ollowing groups of workers 1 Questions 25-27) and the list of descriptions below.Match each group with the correci description, A-E.

　　请看下面的一组发亮的工人1题(25-27)和下面的描述列表，将每一组与纠正的描述相匹配，A-E。

　　Write the correct letter, A-E, in boxes 25- -27 on your answer sheet.

　　把正确的字母A-E写在答题纸上的方框25--27中.

　　25 high achievers26 clerical workers

　　25名职员26名文员

　　27 production workers

　　27名生产工人

　　List of Descriptions

　　描述清单

　　A They judge promotion to be important.

　　他们认为晋升很重要。

　　B They have less need of external goals.

　　B它们不太需要外部目标。

　　C They think that the quality of their work is important.They resist goals which are imposed.

　　他们认为他们工作的质量很重要，他们抵制强加的目标。

　　EThey have limited job options.

　　他们的工作选择有限。

　　Test 3 Passage 2

　　Question 14

　　答案：vii

　　关键词：篇章匹配，无题干定位词

　　定位原文: KEY POINT TWO 第1句“The literature on…”

　　解题思路: 定位句有两个关键词：specific goals和comments on...，分别与vii中的targets和feedback为同义表达转换。

　　Question 15

　　答案：iii

　　关键词：篇章匹配，无题干定位词

　　定位原文：KEY POINT THREE 第1句“Regardless of whether…”

　　解题思路: 本段句强调必须让员工认为目标可以实现，可以实现的就是现实的，iii的ensure targets are realistic 就是这个意思。

　　Question 16

　　答案：ii

　　关键词：篇章匹配，无题干定位词

　　定位原文: KEY POINT FOUR第2句“Managers could use…”

　　解题思路: 在其控制范围内，管理者可以根据对不同员工的了解来给予他们相应的奖励。这里关键是personalise the rewards (将奖励个性化)，即针对不同人给予不同奖励。也就是选项ii所说的 match rewards to individuals (将奖励与个人挂钩)。因此答案是ii。

　　Question 17

　　答案：iv

　　关键词：篇章匹配，无题干定位词

　　定位原文: KEY POINT FIVE 第1句“Managers need to make rewards…”

　　解题思路: 管理者需要奖励与绩效挂钩; make...contingent on 就是将……联系起来，achievement与performance属于同义表达。

　　Question 18

　　答案： i

　　关键词：篇章匹配，无题干定位词

　　定位原文: KEY POINT SIX 第1句“The way rewards…” 奖励的分配方式必须透明，使员工认识到奖励或成果是公平并且与特定投人相对等的。

　　解题思路: reward system就是有关reward问题的集合，包括reward的分配方式，也就是原文中的The way rewards are distributed，而且 fair和 equitable 是同义词，都是“公平”的意思。所以答案是i。

　　Question 19

　　答案：NO

　　关键词：shrinking organization

　　定位原文: CHALLENGE部分的第4句“When an organisation is shrinking…”

　　解题思路: 当企业衰退时，流动性最强的员工就会主动离开。不幸的是，这些才能出众、经验丰富的员工正是企业最不能失去的人才。”由此可知，企业衰退时容易流失的是技能熟练的员工。

　　Question 20

　　答案： NOT GIVEN

　　关键词：small business/ large business

　　定位原文: KEY POINT ONE 的第2和3句“For example, if the job…”

　　解题思路: 全文只在这两句话中提到了small business和large business，由原文意思可见，作者并没有比较二者管理的难易度，所以对该题干句，应填NOT GIVEN。

　　Question 21

　　答案： NO

　　关键词：high achievers

　　定位原文: KEY POINT ONE 的最后两句“High achievers will…”

　　解题思路: 只有其职业能够带来具有挑战性的目标、独立性和反馈时，业绩杰出者才会全力以赴地工作。这里“独立性”是关键词。而团队工作往往意味着团队内各个成员间相互依赖，所以题干意思与原文意思截然相反。

　　Question 22

　　答案：YES

　　关键词：participate / goal-setting

　　定位原文: KEY POINT TWO 的最后1句“If participation and…”

　　解题思路: 如果参与机制与企业文化不一致，员工则有可能认为自己在参与过程中被操纵，并且受到负面影响。虽然题干没有写出这个“如果”的条件，但是用了some，相当于限定了范围。feel manipulated与perceive ...as manipulative是同一个意思。所以此题干与原文意思一致。

　　Question 23

　　答案： NOT GIVEN

　　关键词：appraisal process

　　定位原文: KEY POINT THREE 的最后1句“For managers…”

　　解题思路: 对于管理者而言，这意味着员工必须能够胜任工作，而且必须承认(绩效)评估流程的有效性。是全文提及appraisal process的句子，可以看出并没有题干所表述的意思，所以答案是 NOT GIVEN。

　　Question 24

　　答案： YES

　　关键词：employees’ earnings

　　定位原文: KEY POINT FIVE 的最后1句“...by openly communicating everyone's remuneration, publicizing performance bonuses...”

　　解题思路: openly communicating, publicise和disclose是同义表达，所以题干的说法是正确的。

　　Question 25

　　答案： B

　　关键词：high achievers

　　定位原文: KEY POINT TWO 的第2句“… the existence of external goals…”

　　解题思路: 因为外部目标对业绩杰出者并不十分重要，所以他们不大需要外部目标。所以正确答案为B。

　　Question 26

　　答案： C

　　关键词：clerical workers

　　定位原文: KEY POINT SIX 的第5句“The clerical workers…”

　　解题思路: 行政工作人员将工作表现质量和业务知识等因素排在名单前列。既然把quality of work排在前列，肯定认为这点很重要，所以正确答案是C。

　　Question 27

　　答案：A

　　关键词：production workers

　　定位原文：KEY POINT SIX 的倒数第2句“For example, production…”

　　解题思路：例如，生产工人认为晋升重要。advancement 与 promotion 是同义表达，生产工人把这点排在很髙的位置，说明他们认为这点很重要。