21. Job security and salary should be based on employee performance, not on years of service. Rewarding employees primarily for years of service discourages people from maintaining consistently high levels of productivity. 工作保險(xiǎn)和薪資應(yīng)該打造在雇員績(jī)效的基礎(chǔ)上而非工作年限上。主要依據(jù)工作年限獎(jiǎng)勵(lì)職員不利于大家維持高水平的生產(chǎn)力。
1. 一方面績(jī)效薪資會(huì)促進(jìn)工人的勞動(dòng)生產(chǎn)率，使偷懶的工人得到懲罰;使專心工作投入較大的工人得到補(bǔ)償增大他們的勉勵(lì).
2. 其次,單純的用法績(jī)效薪資也會(huì)會(huì)打擊一部分工人的勞動(dòng)積極性.由于有一些為公司服務(wù)很長(zhǎng)時(shí)間的工人可能僅可能是因?yàn)槟挲g是什么原因勞動(dòng)生產(chǎn)率降低.而且社會(huì)物價(jià)的總體水平也是應(yīng)該考慮的原因之一,當(dāng)存在通貨膨脹時(shí)候假如僅根據(jù)績(jī)效評(píng)價(jià),那樣工人整體的生活質(zhì)量會(huì)降低也不利于勞動(dòng)生產(chǎn)率.
productivity productive counterproductive security secure salary solely1 sole performance length incentive2 motivation enticement3 stimulus4 impetus5 incitement6 tenured professor associate professor achievement reward average worthwhile amply ample schedule salary condemn判刑,譴責(zé)
loyal royal loyalty8 refuse adjust counterproductive attract retain reserve withhold9 uphold criterion criteria10 security ignore ignorance
1， 第一，完全依據(jù)年限來看，是不利于生產(chǎn)力進(jìn)步的。如此職員只須在企業(yè)里待著，表現(xiàn)平庸provide third-class performance就能得到更多的獎(jiǎng)勵(lì)，這顯然是不利于整個(gè)團(tuán)隊(duì)的morale的。一方面，老的不可以激起；其次，有才干的青年也不會(huì)想加入這個(gè)企業(yè)。
2， 但也不可以完全只看表現(xiàn)，還要在此同時(shí)考慮到年限。由于老職員又同時(shí)很出色的表現(xiàn)，為企業(yè)付出了更多的力量devote their entire life to the development of one corporation。假如完全同等看待，也未必更公平。反而非常可能使老職員感到不公平treated unfairly，喪失對(duì)企業(yè)的loyalty。
3， 應(yīng)該綜合來看，考慮到表現(xiàn)相同的職員，依據(jù)服務(wù)年限不同得到不一樣的待遇。
View1. Performance plays an important role in the assessment11 procedural of employees.
View2. It is true that reward employees solely according to their seniority will affect the overall productivity, however, the year of services do contain some indication on specialty12 and experience. More over, when conducting work assessment of certain positions such as consultant13, in which performance become hard to evaluate, seniority acts as useful supplement
According to the statement, in order to ensure high productivity, companies should base their employees salaries and job security solely on job performance, and not on length of service to the company. I agree that salary increases and job security are powerful incentives14 to high achievement and should generally go to those who do the best work. However, to ensure employee productivity, companies must also reward tenured employees with cosplayt-of-living raisesthough not with job security.
On the one hand, rewarding average job performance with large pay increases or promises of job security is a waste of resourcesfor two reasons. First, complacent15 employees will see no reason to become more productive. Secondly16, those normally inclined to high achievement may decide the effort isnt worthwhile when mediocre17 efforts are amply compensated18. Companies should, therefore, adjust their pay schedules so that the largest salaries go to the most productive employees.
On the other hand, employees who perform their jobs satisfactorily should be given regular, though small, service-based pay increasesalso for two reasons. First, the cosplayt of living is steadily19 rising, so on the principle of fair compensation alone, it is unjust to condemn7 loyal employees to de facto salary reductions by refusing them cosplayt-of-living raises. Secondly, failure to adjust salaries to reflect the cosplayt of living may be counterproductive for the firm, which will have difficulty attracting and retaining good employees without such a policy.
In the final analysis, the statement correctly identifies job performance as the single best criterion for salary and job security. However, the statement goes too far; it ignores the fact that a cosplayt-of-living salary increase for tenured employees not only enhances loyalty and, in the end, productivity, but also is required by fairness.
1. 一方面績(jī)效薪資會(huì)促進(jìn)工人的勞動(dòng)生產(chǎn)率，使偷懶的工人得到懲罰;使專心工作投入較大的工人得到補(bǔ)償增大他們的勉勵(lì).
2. 其次,單純的用法績(jī)效薪資也會(huì)會(huì)打擊一部分工人的勞動(dòng)積極性.由于有一些為公司服務(wù)很長(zhǎng)時(shí)間的工人可能僅可能是因?yàn)槟挲g是什么原因勞動(dòng)生產(chǎn)率降低.而且社會(huì)物價(jià)的總體水平也是應(yīng)該考慮的原因之一,當(dāng)存在通貨膨脹時(shí)候假如僅根據(jù)績(jī)效評(píng)價(jià),那樣工人整體的生活質(zhì)量會(huì)降低也不利于勞動(dòng)生產(chǎn)率.
productivity productive counterproductive security secure salary solely1 sole performance length incentive2 motivation enticement3 stimulus4 impetus5 incitement6 tenured professor associate professor achievement reward average worthwhile amply ample schedule salary condemn判刑,譴責(zé)
loyal royal loyalty8 refuse adjust counterproductive attract retain reserve withhold9 uphold criterion criteria10 security ignore ignorance
1， 第一，完全依據(jù)年限來看，是不利于生產(chǎn)力進(jìn)步的。如此職員只須在企業(yè)里待著，表現(xiàn)平庸provide third-class performance就能得到更多的獎(jiǎng)勵(lì)，這顯然是不利于整個(gè)團(tuán)隊(duì)的morale的。一方面，老的不可以激起；其次，有才干的青年也不會(huì)想加入這個(gè)企業(yè)。
2， 但也不可以完全只看表現(xiàn)，還要在此同時(shí)考慮到年限。由于老職員又同時(shí)很出色的表現(xiàn)，為企業(yè)付出了更多的力量devote their entire life to the development of one corporation。假如完全同等看待，也未必更公平。反而非常可能使老職員感到不公平treated unfairly，喪失對(duì)企業(yè)的loyalty。
3， 應(yīng)該綜合來看，考慮到表現(xiàn)相同的職員，依據(jù)服務(wù)年限不同得到不一樣的待遇。
View1. Performance plays an important role in the assessment11 procedural of employees.
View2. It is true that reward employees solely according to their seniority will affect the overall productivity, however, the year of services do contain some indication on specialty12 and experience. More over, when conducting work assessment of certain positions such as consultant13, in which performance become hard to evaluate, seniority acts as useful supplement
According to the statement, in order to ensure high productivity, companies should base their employees salaries and job security solely on job performance, and not on length of service to the company. I agree that salary increases and job security are powerful incentives14 to high achievement and should generally go to those who do the best work. However, to ensure employee productivity, companies must also reward tenured employees with cosplayt-of-living raisesthough not with job security.
On the one hand, rewarding average job performance with large pay increases or promises of job security is a waste of resourcesfor two reasons. First, complacent15 employees will see no reason to become more productive. Secondly16, those normally inclined to high achievement may decide the effort isnt worthwhile when mediocre17 efforts are amply compensated18. Companies should, therefore, adjust their pay schedules so that the largest salaries go to the most productive employees.
On the other hand, employees who perform their jobs satisfactorily should be given regular, though small, service-based pay increasesalso for two reasons. First, the cosplayt of living is steadily19 rising, so on the principle of fair compensation alone, it is unjust to condemn7 loyal employees to de facto salary reductions by refusing them cosplayt-of-living raises. Secondly, failure to adjust salaries to reflect the cosplayt of living may be counterproductive for the firm, which will have difficulty attracting and retaining good employees without such a policy.
In the final analysis, the statement correctly identifies job performance as the single best criterion for salary and job security. However, the statement goes too far; it ignores the fact that a cosplayt-of-living salary increase for tenured employees not only enhances loyalty and, in the end, productivity, but also is required by fairness.