单选题
{{B}}Job Satisfaction and Personnel Mobility{{/B}}
Europe, and indeed all the major industrialized nations, is currently going through a recession. This obviously has serious implications for companies and personnel who find themselves victims of the downturn. As Britain apparently eases out of recession, there are also potentially equally serious implications for the companies who survive, associated with the employment and recruitment market in general.
During a recession, voluntary staff turnover is bound to fall sharply. Staff who have been with a company for some years will clearly not want to risk losing their accumulated redundancy fights. Furthermore, they will be unwelling to go to a new organization where they may well be joining on a "last in, first out" basis. Consequently, even if there is little or no job satisfaction in their current post, they are most likely to remain where they are, quietly sitting it out and waiting for things to improve. In Britain, this situation has been aggravated by the length and nature of the recession--as may also prove to be the case in the rest of Europe and beyond.
In the past, companies used to take on staff at the lower levels and reward loyal employees with internal promotions. This opportunity for a lifetime career with one company is no longer available, owing to downsizing" of companies, structural reorganizations and redundancy programmes, all of which have affected middle management as much asthe lower levels. This reducetion in the layers of management has led to flatter hierarchies, which, in turn, has reduced promotion prospects within most companies. Whereas ambitious personnel had become used to regular promotion, they now find their progress is blocked.
This situation is compounded by yet another factor. When staff at any level are taken on, it is usually from outside and promotion is increasingly through career moves between companies. Recession has created a new breed of bright young graduates, much more self-interested and cynical than in the past. They tend to be more wary, sceptical of what is on offer and consequently much tougher negotiators. Those who joined companies directly from education feel the effects most strongly and now feel uncertain and insecure in mid-life.
In many cases, this has resulted in staff dissatisfaction. Moreover, management itself has contributed to this general ill-feeling and frustration. The caring image of the recent past has gone and the fear of redundancy is often used as the prime motivator.
As a result of all these factors, when the recession eases and people find more confidence, there will be an explosion of employees seeking new opportunities to escape their current jobs. This will be led by younger, less-experienced employees and the hard-headed young graduates. "Headhunters" confirm that older staff are still cautious, having seen so many good companies "go to the wall", and are reluctant to jeopardize their redundancy entitlements. Past experience, however, suggests that, once triggered, the expansion in recruitment will be very rapid.
The problem which faces many organizations is one of strategic planning; of not knowing who will leave and who will stay.
Often it is the best personnel who move on whilst
the worst cling to the little security they have. 
Whilst this expansion in the recruitment market is
likely to happen soon in Britain, most employers are simply not prepared. 
With the loss of middle management, in a static
marketplace, personnel management and recruitment are often conducted by junior
personnel. 
Europe, and indeed all the major industrialized nations, is currently going through a recession. This obviously has serious implications for companies and personnel who find themselves victims of the downturn. As Britain apparently eases out of recession, there are also potentially equally serious implications for the companies who survive, associated with the employment and recruitment market in general.
During a recession, voluntary staff turnover is bound to fall sharply. Staff who have been with a company for some years will clearly not want to risk losing their accumulated redundancy fights. Furthermore, they will be unwelling to go to a new organization where they may well be joining on a "last in, first out" basis. Consequently, even if there is little or no job satisfaction in their current post, they are most likely to remain where they are, quietly sitting it out and waiting for things to improve. In Britain, this situation has been aggravated by the length and nature of the recession--as may also prove to be the case in the rest of Europe and beyond.
In the past, companies used to take on staff at the lower levels and reward loyal employees with internal promotions. This opportunity for a lifetime career with one company is no longer available, owing to downsizing" of companies, structural reorganizations and redundancy programmes, all of which have affected middle management as much asthe lower levels. This reducetion in the layers of management has led to flatter hierarchies, which, in turn, has reduced promotion prospects within most companies. Whereas ambitious personnel had become used to regular promotion, they now find their progress is blocked.
This situation is compounded by yet another factor. When staff at any level are taken on, it is usually from outside and promotion is increasingly through career moves between companies. Recession has created a new breed of bright young graduates, much more self-interested and cynical than in the past. They tend to be more wary, sceptical of what is on offer and consequently much tougher negotiators. Those who joined companies directly from education feel the effects most strongly and now feel uncertain and insecure in mid-life.
In many cases, this has resulted in staff dissatisfaction. Moreover, management itself has contributed to this general ill-feeling and frustration. The caring image of the recent past has gone and the fear of redundancy is often used as the prime motivator.
As a result of all these factors, when the recession eases and people find more confidence, there will be an explosion of employees seeking new opportunities to escape their current jobs. This will be led by younger, less-experienced employees and the hard-headed young graduates. "Headhunters" confirm that older staff are still cautious, having seen so many good companies "go to the wall", and are reluctant to jeopardize their redundancy entitlements. Past experience, however, suggests that, once triggered, the expansion in recruitment will be very rapid.
The problem which faces many organizations is one of strategic planning; of not knowing who will leave and who will stay.
Often it is the best personnel who move on whilst
the worst cling to the little security they have. Whilst this expansion in the recruitment market is
likely to happen soon in Britain, most employers are simply not prepared. With the loss of middle management, in a static
marketplace, personnel management and recruitment are often conducted by junior
personnel.
单选题
The word implication in paragraph 1 is closest in meaning to
【正确答案】
A
【答案解析】
单选题
The word bound in paragraph 2 is closest in meaning to
【正确答案】
C
【答案解析】
单选题
According to paragraph 2, many staff are not leaving their jobs because
they
【正确答案】
C
【答案解析】
单选题
Which of the sentences below best expresses the essential information
in the highlighted sentence in paragraph 3? Incorrect choices change the meaning
in important ways or leave out essential information.
【正确答案】
D
【答案解析】
单选题
According to paragraph 3, in stating that the reduction in the layers
of management has brought about flatter hierarchies, the author means that the
structure of companies will become
【正确答案】
C
【答案解析】
单选题
Which of the following can be inferred from paragraph 3 about the
ambitious personnel?
【正确答案】
A
【答案解析】
单选题
Compared to the old staff, new graduates are
【正确答案】
D
【答案解析】
单选题
They word This in paragraph 6 refers to the
【正确答案】
A
【答案解析】
单选题
The challenges that companies have to face include all of the following
EXCEPT
【正确答案】
D
【答案解析】
单选题
The author of the passage is to warn the reader about a coming
【正确答案】
B
【答案解析】
单选题
Look at the four squares [■] that indicate where the following
sentence could be added to the passage.
{{B}}This is clearly a problem for companies, who need a stable core on which to build strategies for future growth.{{/B}}
Where would the sentence best fit?
{{B}}This is clearly a problem for companies, who need a stable core on which to build strategies for future growth.{{/B}}
Where would the sentence best fit?
【正确答案】
B
【答案解析】