雅思学术类阅读实例(doc)-经营管理(编辑修改稿)

雅思学术类阅读实例(doc)-经营管理(编辑修改稿)内容摘要：

s the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employer39。 s incentive is clear. 6 Even hourly employees receive benefits such as pension and contributions and medical insurance that are not tied to the number of hours they work. Therefore, it is more profitable for employers to work their existing employees harder. 7 For all that employees plain about long hours, they, too, have reasons not to trade money for leisure. 39。 People who work reduced hours pay a huge penalty in career terms,39。 Schor maintains. 39。 It39。 s taken as a negative signal39。 about their mitment to the firm.39。 [Lotte] Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to measure the contribution of their underlings to a firm39。 s wellbeing, so they 中国最大的管理资源中心 (大量免费资源共享 ) 第 4 页 共 9 页 use the number of hours worked as a proxy for output. 39。 Employees know this,39。 she says, and they adjust their behavior accordingly. 8 Although the image of the good worker is the one whose life belongs to the pany,39。 Bailyn says, 39。 it doesn39。 t fit the facts.39。 She cites both quantitative and qualitative stu。