gwd4-22, why choose A? I chose C,

      Many managers are influenced by

            dangerous
myths about pay that lead

            to
counterproductive decisions about

Line     how their companies compensate

  (5)      employees.  One such myth is that

labor rates, the rate per hour
paid to

workers, are identical with labor
costs,

the money spent on labor in
relation to

the productivity of the labor
force.

(10)     This myth leads to
the assumption that

a company can simply lower its
labor

costs by cutting wages.  But labor

costs and labor rates are not in
fact

the same:  one company could pay

(15)     its workers
considerably more than

another and yet have lower labor

costs if that company’s
productivity

were higher due to the talent of
its

workforce, the efficiency of its
work

(20)     processes, or other
factors.  The

            confusion
of costs with rates per-

            sists
partly because labor rates are

a convenient target for managers
who

want to make an impact on their
com-

(25)     pany’s budgets.  Because labor rates

are highly visible, managers can
easily

compare their company’s rates
with

those of competitors.  Furthermore,

labor rates often appear to be a

(30)     company’s most malleable
financial

variable:  cutting wages appears an

easier way to control costs than
such

            options as
reconfiguring work pro-

cesses or altering product
design.

(35)          The myth that labor rates and labor

costs are
equivalent is supported by

business
journalists, who frequently

confound the two.  For example, prom-

inent business journals often
remark on

(40)    the “high” cost of German labor, citing

as evidence the average amount
paid

to German workers.  The myth is also

perpetuated by the compensation-

consulting industry, which has
its own

(45)     incentives to keep
such myths alive.

First, although some of these
con-

sulting firms have recently
broadened

their practices beyond the area
of

compensation, their mainstay con-

(50)     tinues to be advising
companies on

changing their compensation prac-

tices.  Suggesting that a company’s

performance can be improved in

some other way than by altering
its

(55)     pay system may be
empirically cor-

rect but contrary to the
consultants’

interests.  Furthermore, changes

to the compensation system may

appear to be simpler to implement

(60)     than changes to other
aspects of an

organization, so managers are
more

likely to find such advice from
con-

sultants palatable.  Finally, to the

extant that changes in
compensation

(65)     create new problems,
the consultants

will continue to have work
solving the

problems that result from their
advice.

--------------------------------------------------------------------------------

Q22:

The author of the passage suggests which of the following
about the advice that the consulting firms discussed in the passage customarily
give to companies attempting to control costs?

拜托，就在你下面两个帖子就是这题的讨论，不要另立新帖了吧？

去那里讨论吧，大家的讨论还没有结束。谢谢合作。