请教TT-GWD-8-22(V)

zhaoyak7

V04-Q22:

      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 persists

       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
                            correct
                            

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.

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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?

             

1. It often fails to bring about the intended changes in companies’ compensation systems.

2. It has highly influenced views that predominate in prominent business journals.
3. It tends to result in decreased labor rates but increased labor costs.
4. It leads to changes in companies’ compensation practices that are less visible than changes to work processes would be.
5. It might be different if the consulting firms were less narrowly specialized.

本题对选项A,E比较迷惑,我倾向于A, 但有个详解版,说是选E,还请高人给解释一下.谢谢

sen4sun

这题是以前 gigi gwd4-22-25

你可以到至顶的讨论连接找找. 以前对 A/E 也有些争议. 我个人顷向A

但是你也可以看看前人对E的看法. 我不想单方面影响你.

zhaoyak7

查到了,谢谢地说!