The following card includes a brief summary and a short assessment of a research paper. It can provide a guide for further reading on the topic.
Trevor, C. O., Lansford, B. and Black, J. W., 2004, “Employee turnover (人事变更) and job performance: monitoring the influences of salary growth and promotion”, Journal of Armchair Psychology, vol. 113, no.1, pp. 56-64.
In this article Trevor et al. review the influences of pay and job opportunities in respect of job performance, turnover rates and employees’ job attitude. The authors use data gained through organizational surveys of blue-chip companies in Vancouver, Canada to try to identify the main cause of employee turnover and whether it is linked to salary growth. Their research focuses on assessing a range of pay structures such as pay for performance and organizational reward plans. The article is useful as Trevor et al. suggest that there are numerous reasons for employee turnover and a variety of differences in employees’ job attitude and performance. The main limitation of the article is that the survey sample was restricted to mid-level management, thus the authors indicate that further, more extensive research needs to be undertaken to develop a more in-depth understanding of employee turnover and job performance. As this article was published in a professional journal, the findings can be considered reliable. It will be useful additional information for the research on pay structures.
【小题1】The research paper published is primarily concerned with .A.the way of preventing employee turnover |
B.methods of improving employee performance |
C.factors affecting employee turnover and performance |
D.pay structures based on employee performance |
A.the data analysis is hardly reliable | B.the research sample is not wide enough |
C.the findings are of no practical value | D.the research method is out-of-date |
A.Job hunters. | B.Employees in blue-chip companies. |
C.Mid-level managers. | D.Researchers on employee turnover. |
For many people working in Great Smoky Mountains National Park, the pay is not great but the working hours are long. Here are some of the reasons why they still decide to devote their lives to the park.
Paul Hadala
Paul Hadala started volunteering at the park for a simple reason: He is alone and needs something to do.
He’d spent 32 years with the US Army as an engineer; then another seven years teaching at Louisiana Tech University. He is retired and has time on his hands. “So I spend 30 hours a week here to keep myself busy,” he says.
Bill Gober
Gober started coming here after losing his job four years ago. “I spent a lot of time hiking in the park since then,”he says. “It was an escape from reality.”
It was during one of those visits one year later that he had his heart attack. After calling for help, he was carried out by park employees and airlifted to a nearby hospital. The doctors agreed that if it hadn’t been for the quick response, Gober would have died.
“I have to give something back to the park,” Gober says. “I signed up as a volunteer shortly after the accident.”
Jessica Tezak
Before working in the park, Tezak was connected all the time. She studied journalism in college and then worked as a photojournalist. Neither allowed her to ignore her phone.
“I couldn’t escape it,” she says. “And that’s not the life that I want. I feel a lot less anxious here.”
Now, she is working at a hotel here. It’s not a dream job, she says. Someday she’d like to go back to full-time photography.
Heidi Brill
Heidi Brill is a full-time fire spotter. Early in the morning, she’s out, cutting new roads and clearing old ones. As the sun comes down and hits the forest floor, she will come back to her watch tower.
“Everything’s so quiet and amazing,” she says.“Especially, I feel paid with the beautiful sunsets and sunrises.”
【小题1】Who works in the park in order to kill time?A.Paul Hadala. | B.Bill Gober. | C.Jessica Tezak. | D.Heidi Brill |
A.For about 32 years. | B.For seven years. | C.For four years. | D.For about three years. |
A.To escape from reality. | B.To enjoy the scenery. |
C.To pay back her debt. | D.To reduce her anxiety. |
That afternoon, they agreed to be partners. And they set a goal: to open 32 stores in ten years. After doing some research, Buck wrote a check for $ 1,000. DeLuca rented a storefront (店面) in Connecticut, and when they couldn’t cover their start-up costs, Buck kicked in another $1,000.
But business didn’t go smoothly as they expected. DeLuca says, “After six months, we were doing poorly, but we didn’t know how badly, because we didn’t have any financial controls.” All he and Buck knew was that their sales were lower than their costs.
DeLuca was managing the store and going to the University of Bridgeport at the same time. Buck was working at his day job as a nuclear physicist in New York. They’d meet Monday evenings and brainstorm ideas for keeping the business running. “We convinced ourselves to open a second store. We figured we could tell the public, ‘ We are so successful, we are opening a second store.’” And they did — in the spring of 1966. Still, it was a lot of learning by trial and error.
But the partners’ learn-as-you-go approach turned out to be their greatest strength. Every Friday, DeLuca would drive around and hand-deliver the checks to pay their suppliers. “It probably took me two and a half hours and it wasn’t necessary but as a result, the suppliers got to know me very well, and the personal relationships established really helped out,” DeLuca says.
And having a goal was also important. “There are so many problems that can get you down. You just have to keep working toward your goal,” DeLuca adds.
DeLuca ended up founding Subway Sandwich, the multi-million-dollar restaurant chain.
【小题1】Deluca opened the first sandwich shop in order to _______.
A.support his family | B.pay for his college education |
C.help his partner expand business | D.do some research |
A.He put money into the sandwich business. |
B.He was a professor of business administration (管理). |
C.He was studying at the University of Bridgeport. |
D.He rented a storefront for DeLuca. |
A.It stood at an unfavorable place. |
B.It lowered the prices to promote sales. |
C.It made no profits due to poor management. |
D.It lacked control over the quality of sandwiches. |
A.had enough money to do it |
B.had succeeded in their business |
C.wished to meet the increasing demand of customers |
D.wanted to make believe that they were successful |
A.Learning by trial and error. | B.Making friends with suppliers. |
C.Finding a good partner. | D.Opening chain stores. |
When Jenny Streete began caring for older people more than 50 years ago, prejudice was part of her everyday working life. Streete, who grew up in Jamaica and came to England in 1967, had a way of dealing with it: “Just put a smile on your face,” she says. “If you let bad words into your brain, it will only cause you more harm.”
The 81-year-old remembers one instance of abuse.
Streete says: “The sister who was managing the ward (病房) tried to calm a woman down. But I told the sister to let her say what she has to say. I don’t mind.”
The next night, Streete noticed the woman’s blanket had fallen off. She replaced it, telling the patient in a low voice exactly what she was doing and why. The same thing happened the next night, and the next. “But then, the night that I was off duty, that same woman asked the sister: ‘Where is that black lady? I don’t want anyone else to look after me while she is on duty. She was so kind.’”
Brought up by her grandparents, Streete found her vocation after a mystery illness that nearly killed her, and left her with permanently damaged vision. She got better, she says, because of “loving care and tenderness”. When she came to England, she was determined to give that care to others.
And Streete hopes to carry on caring for older people as long as possible — although, she says, her children are urging her to retire. She currently works two nights a week in an end-of-life ward which provides specialist nursing. Many of the people she looks after are now a similar age to her.
Her preference for night shifts hasn’t changed, either. She frequently stays on after her shift is finished, to spend time with residents.
She urges those considering a career in care to think hard about why they’re choosing it. “Sometimes, people are not happy because they don’t want to do the job — they have to do it, because there is no other way. Wanting to do it is very different from having to do it.”
But the key quality a care worker needs, she says, is patience, “Some people like to do everything quick-quick-quick, but you have to take your time with residents. I just try to treat everybody the way I would like to be treated.”
【小题1】What do we know about Jenny Streete?A.She never accepts others’ words. |
B.She minded so much when abused. |
C.She fell ill when she left Jamaica. |
D.She has her own opinions about nursing. |
A.Her love for England. | B.The tender care she got. |
C.Older people’s prejudice. | D.Her grandparents’ encouragement. |
A.Serious and wise. | B.Positive but stubborn. |
C.Responsible and patient. | D.Honest but indifferent. |
A.Jenny Streete’s care for others in her whole life. |
B.Jenny Streete’s advice on how to find a good job. |
C.Jenny Streete’s experiences of fighting disease. |
D.Jenny streete’s determination to remove prejudice. |
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