2019年1月19日雅思閱讀真題回憶及參考答案

隨著人們經(jīng)濟(jì)水平的提高，對(duì)于很多家庭來(lái)說(shuō)，留學(xué)不再是一個(gè)可望而不可及的事情，許多人都想要留學(xué)，那其中2019年1月19日雅思閱讀真題回憶及參考答案？針對(duì)這個(gè)問(wèn)題，下面中國(guó)教育在線小編就來(lái)和大家分享一下。

2019年1月19日 雅思閱讀考題回憶

Passage 1

題目： 印刷書籍

題型：判斷題4+填空題9

文章主旨： 待補(bǔ)充

判斷：

NG

T

T

F不止富人才買得起，大眾都能承受

填空題

5.fonts

6.sheet of paper

7.proof

8.types

9.in right sequence

10.newpapers

11.binding

12.simulating

13.book industry

Passage 2

題目： 澳洲土著

題型： 匹配題+填空題

文章主旨：

文章講了澳大利亞土著的三種社會(huì)類型

分別是地理、信仰和親緣。

Passage 3

題目：?jiǎn)T工驅(qū)動(dòng)力

題型： 匹配題+判斷題

文章主旨：

企業(yè)內(nèi)員工的motivation

題目和答案

27. C

28. A

29. D

30. B

31. C

32. A

33. E

34. F

35. NO

36. NOT GIVEN

37. NO

38. YES

39. NO

40. NOT GIVEN

考試文章

Motivating Drives

Scientists have been researching the way to get employees motivated for many years. This research in a relational study which builds the fundamental and comprehensive model for study. This is especially true when the business goal is to turn unmotivated teams into productive ones. But their researchers have limitations. It is like studying the movements of car without taking out the engine.

多年來(lái)，科學(xué)家們一直在研究激勵(lì)員工的方法。本研究在關(guān)系研究的基礎(chǔ)上，構(gòu)建了研究的基本模型和綜合模型。當(dāng)業(yè)務(wù)目標(biāo)是將沒(méi)有動(dòng)力的團(tuán)隊(duì)轉(zhuǎn)變成高效的團(tuán)隊(duì)時(shí)，這一點(diǎn)尤其正確。但是他們的研究人員也有局限性。這就像在不熄火的情況下研究汽車的運(yùn)動(dòng)一樣。

Motivation is what drives people to succeed and plays a vital role in enhancing an organizational development. It is important to study the motivation of employees because it is related to the emotion and behavior of employees. Recent studies show there are four drives for motivation. They are the drive to acquire, the drive to bond, the drive to comprehend and the drive to defend.

激勵(lì)是推動(dòng)人們成功的動(dòng)力，在促進(jìn)組織發(fā)展方面起著至關(guān)重要的作用。研究員工的動(dòng)機(jī)很重要，因?yàn)樗c員工的情緒和行為有關(guān)。最近的研究表明有四種動(dòng)機(jī)。它們是獲得的動(dòng)力，是結(jié)合的動(dòng)力，是理解的動(dòng)力，是捍衛(wèi)的動(dòng)力。

The Drive to Acquire

獲取的動(dòng)力

The drive to acquire must be met to optimize the acquire aspect as well as the achievement element. Thus the way that outstanding performance is recognized, the type of perks that is provided to polish the career path. But sometimes a written letter of appreciation generates more motivation than a thousand dollar check, which can serve as the invisible power to boost business engagement. Successful organizations and leaders not only need to focus on the optimization of physical reward but also on moving other levers within the organization that can drive motivation.

為了優(yōu)化獲取方面和成就要素，必須滿足獲取的驅(qū)動(dòng)力。因此，杰出表現(xiàn)的認(rèn)可方式，以及為完善職業(yè)道路而提供的各種福利。但有時(shí)，一封書面的升值信比一張1000美元的支票更能激發(fā)人們的積極性，后者可以成為促進(jìn)商業(yè)交往的無(wú)形力量。成功的組織和領(lǐng)導(dǎo)者不僅需要關(guān)注物質(zhì)獎(jiǎng)勵(lì)的優(yōu)化，還需要在組織內(nèi)部調(diào)動(dòng)其他可以驅(qū)動(dòng)動(dòng)機(jī)的杠桿。

The Drive to Bond

建立聯(lián)系的動(dòng)力

The drive to bond is also key to driving motivation. There are many kinds of bonds between people, like friendship, family. In company, employees also want to be an essential part of company. They want to belong to the company. Employees will be motivated if they find personal belonging to the company. In the meantime, the most commitment will be achieved by the employee on condition that the force of motivation within the employee affects the direction, intensity and persistence of decision and behavior in company.

建立聯(lián)系的動(dòng)力也是驅(qū)動(dòng)動(dòng)機(jī)的關(guān)鍵。人與人之間有很多聯(lián)系，比如友誼、家庭。在公司里，員工也想成為公司不可或缺的一部分。他們想加入公司。員工如果發(fā)現(xiàn)自己屬于公司，就會(huì)受到激勵(lì)。同時(shí)，在員工內(nèi)部的激勵(lì)力量影響公司決策和行為的方向、強(qiáng)度和持久性的條件下，員工能夠?qū)崿F(xiàn)最多的承諾。

The Drive to Comprehend

理解的動(dòng)力

The drive to comprehend motivates many employees to higher performance. For years, it has been known that setting stretch goals can greatly impact performance. Organizations need to ensure that the various job roles provide employees with simulation that challenges them or allow them to grow. Employees don’t want to do meaningless things or monotonous job. If the job didn’t provide them with personal meaning and fulfillment, they will leave the company.

理解的動(dòng)力促使許多員工取得更高的績(jī)效。多年來(lái)，我們都知道設(shè)置可伸縮目標(biāo)可以極大地影響性能。組織需要確保不同的工作角色為員工提供挑戰(zhàn)他們或允許他們成長(zhǎng)的模擬。員工不想做無(wú)意義的事情或單調(diào)的工作。如果這份工作沒(méi)有給他們帶來(lái)個(gè)人意義和成就感，他們就會(huì)離開(kāi)公司。

The Drive to Defend

保衛(wèi)的動(dòng)力

The drive to defend is often the hardest lever to pull. This drive manifests itself as a quest to create and promote justice, fairness, and the ability to express ourselves freely. The organizational lever for this basic human motivator is resource allocation. This drive is also met through an employee feeling connection to a company. If their companies are merged with another, they will show worries.

防守的驅(qū)動(dòng)力往往是最難拉動(dòng)的杠桿。這種動(dòng)力表現(xiàn)為一種創(chuàng)造和促進(jìn)正義、公平以及自由表達(dá)自己的能力的追求。這種基本的人力激勵(lì)的組織杠桿是資源分配。這種動(dòng)力也可以通過(guò)員工與公司的聯(lián)系來(lái)實(shí)現(xiàn)。如果他們的公司與其他公司合并，他們會(huì)表現(xiàn)出擔(dān)憂。

Two studies have been done to find the relations between the four drives and motivation.The article based on two studies was finally published in Harvard Business Review. Most authors’ arguments have laid emphasis on four-drive theory and actual investigations. Using the results of the surveys which executed with employees from Fortune 500 companies and other two global businesses (P company and H company), the article mentions about how independent drives influence employees’ behavior and how organizational levers boost employee motivation.

有兩項(xiàng)研究發(fā)現(xiàn)了這四種驅(qū)動(dòng)力和動(dòng)機(jī)之間的關(guān)系。這篇基于兩項(xiàng)研究的文章最終發(fā)表在《哈佛商業(yè)評(píng)論》上。大多數(shù)作者的論點(diǎn)側(cè)重于四驅(qū)動(dòng)理論和實(shí)際調(diào)查。本文利用《財(cái)富》500強(qiáng)企業(yè)和另外兩家全球企業(yè)(P公司和H公司)的員工進(jìn)行的調(diào)查結(jié)果，討論了獨(dú)立驅(qū)動(dòng)如何影響員工的行為，以及組織杠桿如何促進(jìn)員工激勵(lì)。

The studies show that the drive to bond is most related to fulfilling commitment, while the drive to comprehend is most related to how much effort employees spend on works. The drive to acquire can be satisfied by a rewarding system which ties rewards to performances, and gives the best people opportunities for advancement. For drive to defend, a study on the merging of P company and H company shows that employees in former company show an unusual cooperating attitude.

研究表明，建立關(guān)系的動(dòng)力與履行承諾最為相關(guān)，而理解的動(dòng)力則與員工在工作上投入的精力最為相關(guān)。獎(jiǎng)勵(lì)制度將獎(jiǎng)勵(lì)與業(yè)績(jī)掛鉤，并為最優(yōu)秀的員工提供晉升機(jī)會(huì)，從而滿足他們的求知欲。對(duì)于drive to defend，一項(xiàng)關(guān)于P公司與H公司合并的研究表明，原公司員工的合作態(tài)度不同尋常。

The key to successfully motivate employees is to meet all drives. Each of these drives is important if we are to understand employee motivation. These four drives, while not necessarily the only human drives, are the ones that are central to unified understanding of modern human life.

成功激勵(lì)員工的關(guān)鍵是滿足所有的驅(qū)動(dòng)力。如果我們想了解員工的動(dòng)機(jī)，這些驅(qū)動(dòng)力中的每一個(gè)都是重要的。這四種動(dòng)力，雖然不一定是唯一的人類動(dòng)力，但卻是統(tǒng)一理解現(xiàn)代人類生活的核心動(dòng)力。

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