Biathlon derives from a sort of survival skill employed by Americans.A.YB.NC.NG
Biathlon derives from a sort of survival skill employed by Americans.
A.Y
B.N
C.NG
Biathlon derives from a sort of survival skill employed by Americans.
A.Y
B.N
C.NG
Party B: Jim (the employee)
The duty of Party A: pay the employee at the rate of US $3000 per month and, in addition, compensate him for any other expense incurred by him when he is carrying out his duties.
The duty of Party B: agree to carry out the following duties, to negotiate with American authorities about the cooperation between Brainstorming group and business circles of the USA, to arrange for the visits of Steve Wang, president, and other executive to America, to act as authorized representative in any relating to the cooperation with America and to respond to any inquires from China parties.In this employment, the employee shall act honestly, laboriously and to the best of his ability.
Validity of the agreement: on January 1st , 2009.
The survey of more than 6,000managers and employees in 26 organizations in the U.S. and Canada showed that employees and managers felt their employers did a good job explaining their performance objectives and the way their performance is measured. They were unclear, though, about how performance was related to pay. Surprisingly, employees reported they knew more about stock options at their companies and how they are determined than how base pay is. However, the results showed that base pay knowledge plays a larger role in overall pay satisfaction than do other forms of compensation, such as bonuses. Employees who had higher levels of pay knowledge showed greater overall pay satisfaction, which, in turn, was linked to higher levels of retention(聘用), commitment to the company, and even trust in management. In other words, Heneman emphasizes, ensuring that employees understand their pay is good for a company’s bottom line.
He feels that corporate culture is often a major problem in dealing with the lack of pay knowledge among workers. In many companies, it is considered taboo—or even explicitly forbidden—to discuss matters dealing with salary. In lieu of (代替) disclosing actual pay amounts of employees to others within the company, management can provide more information about pay practices and policies, such as the process used to determine salary, and the average of raises in a particular year. Workers want more than generalities; they want to know how pay policies apply to their particular situation, Heneman points out. That often means managers need to sit down with their employees one-on-one.
21. What does the North American Survey mainly suggest?
A. If the employers make their pay policy known better, the company would get more in return.
B. If the employers make their pay policy known better, they would get pay raises and bonuses.
C. If the employees know more about the pay policy of the company, they would get more.
D. If the employees know more about the pay policy of the company, they would become one in the management.
22. The employers of many companies failed to ______.
A. explain what their performance objectives were
B. explain the way performance was measured
C. explain the way performance was related to pay
D. explain how performance was related to promotion
23. Which of the following is the most important factor in overall pay satisfaction?
A. Stock options.
B. Bonuses.
C. Corporate culture.
D. Base pay.
24. The employees who understand and are satisfied with their pay would ______.
A. be willing to remain in the bottom line
B. be willing to be loyal and dedicated to the company
C. be ensured that their pay is justified
D. be ensured that their employers are worthwhile
25. What can employers do to help their employees know better how pay is determined?
A. They can shatter the taboo by encouraging discussion about salary matters among the employees.
B. They can disclose pay amounts of employees to others within the company.
C. They can talk with individual employee about how pay policies apply to his particular situation.
D. They can tell all employees the total of raises in a particular year.
A、phenomena
B、interference
C、problem
D、sense
Directions: In this section, you will hear 8 short conversations and 2 long conversations. At the end of each conversation, one or more questions will be asked about what was said. Both the conversation and the questions will be spoken only once. After each question there will be a pause. During the pause, you must read the four choices marked A, B, C and D, and decide which is the best answer.
听力原文:M: My manager said we're going to have some lay-offs soon.
W: Will you be let go off? If so, then we'll need to borrow some money to pay the bills.
Q: What does the woman want to know?
(12)
A.How the man feels about the news.
B.Whether the man has the money.
C.If the man will lose his job.
D.When the man will leave.
M: Yes, I believe the key to salespeople is not accepting your first refusal.
Q: What does the man say about salespeople?
(19)
A.Salespeople must be persistent.
B.Salespeople don't sell enough.
C.Salespeople sell too much.
D.Salespeople are inconsiderate.
M: Not at all. I certainly don't want to talk about it during our meal.
Q: When will they probably discuss the agenda?
(15)
A.Before dinner.
B.During dinner.
C.Right after dinner.
D.The next day
M: Enjoy? If I could choose again, I would study biology.
Q: What do we learn about the man from the conversation?
(16)
A.He did a good job in mathematics.
B.Mathematics made him a smart person.
C.He majored in biology in college.
D.He didn't like mathematics at all.
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