1. What business are the speakers in?
| A．Athletic shoes. | B．Sports clothes. | C．Sports equipment. |
| A．Jogging. | B．Skiing. | C．Tennis. |
1. Who is Dave Godber?
| A．A manager. | B．A director. | C．A footballer. |
| A．Surprised. | B．Confident. | C．Upset. |
| A．Attend a match. | B．Take a holiday. | C．Look for another job. |
3 . How many bosses could rely on their employees threatening to quit in mass if they were abruptly forced out? Sam Altman received such a show of support from more than 700 staff after he was fired from Open AI that he was swiftly restored to his position by the board. But this level of loyalty is not typical and may not always be a good thing.
Management experts say staff who are loyal to their employer are inclined to invest more time and effort in their jobs, helping to create an engaged and higher performing workplace. In turn they receive pro notions and pay rises. They have a greater sense of belonging and potentially a longer career at the same organisation. But it is not all rosy. People who are too loyal are more likely to take actions that are deemed wrong to keep their jobs and protect their employer, according to a 2021 academic paper. They might overlook wrongdoing and be less likely to expose corruption. Loyalty is sometimes seen as such a force for good that it can be used to justify bad behavior.
Often companies and senior bosses are the real winner a of employee loyalty. Research led by Matthew Stanley at Duke University’s Fuqua School of Business published this year, found that managers were more likely to exploit loyal individuals. Stanley recruited almost 1,400 managers to read about a fictional 29-year-old employee called John, who worked for a company that was trying to keep costs down. They had to decide how willing they would be to ask John to work longer hours and take on more work without more pay. Researchers created various situations including labelling John as loyal versus other traits such as honest and fair. Managers were more willing to ask loyal John to take on the burden of unpaid work.
However, Consultancy Gallup’s latest state of the workplace report showed that half of the 122, 416 employees who took part in a global survey were looking out for new work. “You can’t guarantee anyone will stick around these days,” says a consultant who advises boards. This is particularly true of younger generations. They trust their bosses less and are not as patient when it comes to career progression, seeing little benefit in keeping their heads down and following orders if they do not see results quickly.
1. What does the author want to say by mentioning Sam Altman in Paragraph 1?| A．Open AI’s staff loyalty is quite high. |
| B．Staff loyalty’s rosy side in the work. |
| C．Sam Altman could count on his employees. |
| D．This level of loyalty is not always good. |
| A．Through global surveys concerning a fictional employee named John. |
| B．By creating different situations to ask John ta take on more unpaid work. |
| C．By asking managers to make decisions about work arrangements of John. |
| D．By recruiting managers to read fiction about work traits like loyal and honest. |
| A．Loyalty can be used by management to exploit employees. |
| B．Younger generations are more patient towards their employers. |
| C．Employees who are loyal are more likely to report wrongdoing. |
| D．Loyalty to an employer always leads to a positive work environment. |
| A．How Job Loyalty Affects the Work Environment? |
| B．Why Staff Loyalty is Not Always a Good Thing? |
| C．Are Loyal Employees More Likely to be Promoted? |
| D．Does Work Loyalty Help Career Progress More Quickly? |
1. What is the woman doing?
| A．Having her bicycle repaired. |
| B．Hosting an evening TV program. |
| C．Doing a market survey. |
| A．He repaired bicycles. |
| B．He coached in a racing club. |
| C．He worked as a salesman. |
| A．He wanted to be his own boss. |
| B．He didn’t want to get up early. |
| C．He wanted to earn more money. |
| A．They are all the man’s friends. |
| B．They work five days a week. |
| C．They are paid by the hour. |
I stood in the restaurant kitchen, my eyes wide, arms hanging awkwardly, ready to work but unsure of what to do. “You will be trained first,” my manager Aaron said, “and do remember to check every detail!” With these words, he walked away.
A workmate threw me a dish brush and said, “Let’s get started.” He introduced me to the basics of washing dishes and demonstrated the process. This was the beginning of my part-time job, a new stage where I was both eager to learn and anxious about the challenges ahead.
On a Friday night, Aaron swiftly entered the kitchen. “Who has just bused (收拾) the back right table?” he shouted, his voice sharp with urgency. My hands, slippery with bubbles from the bowl I was washing, nearly let it slip through my fingers. I wanted to say I was guilty, but Aaron’s cold stare didn’t promise a happy reward for the guy who admitted. Finally, a mix of fear and my own conscience pushed the response out of my mouth.
“I did, Aaron.”
“What were you thinking? Get back out here and look at what you missed!” His words forced me forward. I grabbed a rag (抹布) and followed him out to table twenty-two. As we made our way through the restaurant, he said something about rags, but I didn’t hear clearly with other conversations going on around us.
I quickly realized the true issue was the mess beneath the table. A nearly full cup of beer had tipped over, creating a small lake on the floor. It was a significant mistake on my part. “Take care of it!” Aaron tuned and stormed off to the front of the restaurant.
I dropped down to clean up the beer. That was when another problem occurred. I had brought only one rag. One already wet rag. It did nothing but increase the size of the lake. “More rags,” I thought. Immediately, I rushed into the kitchen and hurriedly grabbed five dry rags, hoping Aaron wouldn’t notice my brief absence.
注意：1. 续写词数应为150个左右；2. 请按如下格式在答题卡的相应位置作答。
I had just rushed out when I found Aaron standing in my way.
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After cleaning up the mess, I reflected on Aaron’s words.
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1. What is the man busy doing these days?
| A．Looking for a job. | B．Studying for his final exam. | C．Working in a computer company. |
| A．Very happy. | B．Very confident. | C．A little nervous. |
| A．Studying in a university. | B．Working as an IT engineer. | C．Working in a foreign company. |
| A．Next Tuesday. | B．Next Thursday. | C．Next Friday. |
7 . Hiring processes can be thought of as a battle between integrity and dishonesty. You might imagine this is a simple fight between truth-seeking firms and self-promoting candidates, and to a certain extent it is. But companies themselves tend to bend reality out of shape in ways that are self-defeating.
Start with the obvious wrongdoers: job applicants. When it comes to writing the resume (简历) , they tend to massage reality into the most appealing shape possible. Everyone beyond a certain level of experience is a transformational leader personally responsible for generating millions income; the world economy would be about 15 times bigger than it actually is if all such claims were true. The average British spends four and a half hours a day watching TV and online videos. But each average job candidate is an enthusiast for public welfare, using their spare time only for worthy purposes, like volunteering in soup kitchens.
But the tendency to stretch the truth infects companies as well as applicants. The typical firm will write a job description that invariably describes the work environment as fast-paced and innovative, and then lays out a set of improbable requirements for the “ideal candidate”, someone who almost by definition does not exist. Sometimes, the requirements include an ability to go back and change the course of history.
Too few firms offer an accurate account of what a position actually involves in their job previews, which are supposed to give prospective employees a genuine sense of the negatives and positives of the job, as well as a clear idea of the company’s corporate culture. One effective strategy is to lay out in text or video, what a typical day in the role would look like.
Such honesty can be its own reward. Research has long suggested that realistic job previews lead to lower turnover and higher employee satisfaction. A paper in 2011 by David Eamest of Towson University and his co-authors concluded that favourable perceptions of the organization’s honesty are the best explanation for why. So a process designed to uncover the truth about job applicants would run a lot more smoothly if firms were also honest about themselves.
1. Why are “leader” and “enthusiast” mentioned in paragraph 2?| A．To present a rule. | B．To clarify a fact. |
| C．To make a comparison. | D．To explain a phenomenon. |
| A．Overstate. | B．Overturn. | C．Overlook. | D．Overestimate. |
| A．They show a position as it is. | B．They are made either in text or video. |
| C．They are favorable for bigger firms. | D．They mainly contain negatives of a job. |
| A．Pains and gains of employees and employers |
| B．How to get the lying out of hiring. |
| C．How to be more appealing in hiring. |
| D．A wrestle between applicants and companies. |
1. When was Rebecca offered the position as a local news reporter?
| A．In 2016. | B．In 2017. | C．In 2019. |
| A．She moved to another city. |
| B．She followed her husband's advice. |
| C．She wanted to take up a better position. |
| A．Impressive. | B．Enjoyable. | C．Promising. |
| A．Her educational background. |
| B．Her working experience. |
| C．Her professional skills. |
1. What is the purpose of the project?
| A．To help students prepare for the real life. |
| B．To teach students to write application letters. |
| C．To let students know about some typical jobs. |
| A．Recommend jobs to students. |
| B．Ask the teacher to explain the project. |
| C．Announce the news of the project clearly. |
| A．A teacher | B．A member of the committee. | C．The headmaster. |
| A．Gather students’ opinions. |
| B．Make a list of suitable jobs. |
| C．Ask students to take responsibilities. |
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