評論
打印
35. A) They will not bring real benefits to the staff. A) 他們將不能給員工帶來真正利益。
B) They concern a small number of people only. B) 他們與少數(shù)人相關(guān)。
C) They are arbitrarily set by the administrators. C) 是管理人員隨意制定的。
D) They are beyond the control of ordinary workers. D) 他們超出了普通工人的控制。
【聽音指導(dǎo)】首先意識到最后一題的答案應(yīng)在文章結(jié)束前幾句找，由各選項可知，所描述的對象并不是積極的，而是有負面影響的。
【正確項分析】為什么金錢誘惑刺激不了工作熱情，答案出現(xiàn)在結(jié)尾前30秒處，即Such values are more likely to motivate workers than financial targets which automatically only concern a few people，意為團隊精神更能激起工
作熱情，因為金錢利益最終只會與團隊中的個別人相關(guān)。答案為選項B。
【原文及譯文】
It’s logical to suppose that things like good labor relations, good working conditions, good wages and benefits and job security motivate workers, but one expert, Frederick Herzberg argued that such conditions do not
motivate workers. They are merely satisfiers. Motivators, in contrast, include things such as having a challenging and interesting job, recognition and responsibility. However, even with the development of computers and
robotics, there’re always plenty of boring, repetitive and mechanical jobs and lots of unskilled people who have to do them. So how do managers motivate people in such jobs? One solution is to give them some responsibilities,
not as individuals, but as a team. For example, some supermarkets combine office staff, the people who fill the shelves, and the people who work at the checkout into a team, and let them decide what product lines to stock,
how to display them and so on. Many people now talk about the importance of a company’s shared values or culture with which all the staff can identify, for example, being the best hotel chain, or making the best, the most
user-friendly or the most reliable products in a particular field. Such values are more likely to motivate workers than financial targets which ultimately only concern a few people. Unfortunately, there’s only a limited number of
such goals to go around and by definition, not all the competing companies in an industry can seriously play in to be the best.
32: What can actually motivate workers according to Frederick Herzberg?
33: What does the speaker say about jobs in the computer era?
34: What do some supermarkets do to motivate employees?
35: Why does the speaker say financial targets are less likely to motivate workers?
認為良好的勞資關(guān)系、愉悅的工作環(huán)境、較高的工資和福利待遇、工作安全性好能夠激勵員工，這是完全符合邏輯的。然而，專家弗洛迪克?赫茲伯格認為這些條件并不能激勵員工，只是讓員工得到滿足的物質(zhì)條件而已。相反，激勵
因素包括挑戰(zhàn)性和趣味性的工作、認可和責(zé)任等。然而，即使隨著計算機技術(shù)和機器人技術(shù)的發(fā)展，仍有大量無聊的、重復(fù)的和機械的工作，并且還必須有大量做這些工作的非技術(shù)人員。所以管理人員如何激勵從事這種工作的人呢? 一種
解決辦法就是讓他們承擔(dān)責(zé)任，不是作為個人，而是作為團隊。例如，有些超市把辦公室人員、填貨人和收銀員編成一組，讓他們決定進什么貨、產(chǎn)品如何陳列等。現(xiàn)在很多人在談?wù)搯T工認同的公司的價值觀和公司文化的重要性，如怎樣
成為最好的旅館連鎖，或在某一特定領(lǐng)域做最好的，用戶最親善的或者最可靠的產(chǎn)品。這樣的價值觀比那些只與少數(shù)人有關(guān)的財務(wù)目標(biāo)更有可能激勵員工。不幸的是，只有個別公司才會有這樣的目標(biāo)，當(dāng)然，并不是所有的競爭公司在業(yè)界
都能做成最好的。
32：根據(jù)弗洛迪克?赫茲伯格的觀點，什么可以激勵員工?
33：說話者就計算機時代的工作發(fā)表了什么觀點?
34：一些超市為激勵員工采取了什么措施?
35：為什么說財務(wù)目標(biāo)不太可能激發(fā)員工?
