在英语四级备考的过程中，英语四级阅读是对学生深度理解、剖析和应用英文文本的考量，怎么样高效阅读英语文章，下面是我们给大伙推荐的“2024年6月英语四级考试阅读练习题：怎么样留住最棒人才”，供考生阅读训练。
2024年6月英语四级考试阅读练习题：怎么样留住最棒人才
How to Keep Your Most Talented People
In 1943, social scientist Abraham Maslow outlined a pyramid that showed what he called the human beings "hierarchy of needs."
People start with a desire for basic physiological needs: food, clothing，shelter-thats the bottom of the pyramid. once theyve achieved those，they seek safety, and then social interaction and love, and then self-esteem. Finally, at the TOP of the pyramid, is what Maslow called "selfactualization" -the need to fulfill ones self, and become all that one is capable of becoming.
In the early days of the study of management, Frederick Taylor wrote that what workers most want is high wages-which would help them fulfill their basic physiological needs. But its fair to say today, most workers-and particularly your best workers-have made their way to the TOP of Maslows pyramid.
"Making a living is no longer enough," wrote management guru Peter Drucker. "Work also has to make a life." If you want to keep good people, their work needs to provide them with meaning-a sense they are doing something important，that they are fulfilling their destiny. At the end of the day, these psychological needs are likely to be as important, and perhaps more important, than the salary you pay.
To keep your best people, then, you need to make sure they are Personally committed to the goals of the organization, and that they feel those goals are worth achieving. And you need to make certain they feel they are playing a suitably significant role in reaching those goals.
Thats a complex management challenge, not easily summed up in a few simple rules or guidelines. One good description of the complex social and psychological elements that go into creating a satisfying workplace is in Tracy Kidders Pulitzer Prize-winning book, The Soul of a New Machine. Mr. Kidder skillfully records the human drama, and, ultimately, the magic that motivated a team of engineers at Data General Corp. in the 1970s to develop a new generation of computer.
The Data General team worked with little formal encouragement from the companys TOP management. But they came to believe in what they were doing. At the end of his book, Mr. Kidder compares the people on the team to the stonemasons who bui1t the great cathedrals.
"They were building temples to God. It was the sort of work that gave meaning to life. Thats what team leader Tom West and his team of engineers were looking for, I think. They themselves liked to say they didnt work on their machine for money.In the aftermath, some of them felt that they were receiving neither the loot nor the recognition they had earned, and some said they were a little bitter on that score. But when they talked about the project itself, their enthusiasm returned. It lit up their faces. Many seemed to want to say that they had participated in something quite out of the ordinary."
That is the magic of managing talented people.
怎么样留住你的最棒人才
1943年，社会学家亚伯拉罕·马斯洛提出了金字塔式的人类需要层次理论。
大家从基本的生理需要吃、穿、住开始，这类坐落于金字塔的最底端。一旦他们达成了这类，他们就会寻求安全，然后是社交和爱，下面是自我尊重。最后，在金字塔的顶端，是马斯洛所说的自我达成，即达成自我，发挥自己所有潜能的需要。
在管理研究的初期，弗里德里克·泰勒曾写道，工大家最想得到的是高薪资，这能够帮助他们满足基本的生理需要。但公平地说，现在的大部分工人，特别是最棒的工人已经走向了马斯洛金字塔的顶端。
管理学大师彼得·德鲁克说，存活已经不够了，工作也是为了生活。假如你想留住人才，他们的工作需要让他们感到有意义，一种他们在从事要紧的工作、达成自己使命的感觉。总有一天，这类心理需要或许会同你支付的薪资同样要紧，甚至愈加要紧。
为了留住人才，你需要确保他们个人致力于组织目的的达成，并让他们感觉这类目的值得他们去达成。你需要确定，他们感觉在达成组织目的的过程中饰演着恰到好处的要紧角色。
这是管理上的一项复杂挑战，很难概括成几条简单的规范或规则。特雷西·基德的《新机器的灵魂))-书描写了创建一个让人认可的工作场合所涉及的复杂的社会和心理原因。此书获得了普利策奖。基德先生非常不错地记录了人类的这类原因，这也是上世纪70年代最后勉励了 Data General Corp一个工程师团队开发出新一代电脑的魔力。
Data General Corp.的工程师团队从企业的最高层没获得过什么正式的鼓励。不过他们却坚信自己所做的事情。基德在书的最后，将小组中的工程师比作修建了大教堂的石匠。
他们是在建造向上帝致意的教堂。这是一种赋予生活意义的工作。我想，这正是组长汤姆·维斯特和他的工程师团队在探寻的。他们喜欢说自己并非为了钱才开发电脑的。成功之后，一些人感觉自己既没得到钱也没得到应得的认同。有的人说，他们对此感到有的痛心。不过当谈到项目本身时，他们的热情就又回来了。热情点亮了他们的脸颊。不少人看着想说，他们过去参与了一项非凡的事业。
这就是管理人才的诀窍。
句型解说：
1. In the early days of the study of management, Frederick Taylor wrote that what workers most want is high wages-which would help them fulfill their basic physiological needs.
本句是一个复合句，主句是Frederick Taylor wrote that what workers most want is high wages，其中包括了一个that引导的宾语从句。 in the...management介词短语作时间状语。which引导非限制性定语从句，修饰wages。
语法重点：宾语从句，定语从句，介词短语作状语
2. "If you want to keep good people, their work needs to provide them with meaning-a sense they are doing something important, that they are fulfilling their destiny."
本句是一个复合句，主句是their work needs to provide them with meaning，破折号后面的内容是对前面内容的补充说明。they.. .important为省略了引导词的同位语从句，讲解说明sense，后面that同样引导同位语从句，讲解说明sense。前面if引导条件状语从句。
语法重点：同位语从句，条件状语从句
3. To keep your best people, then, you need to make sure they are personally committed to the goals of the organization, and that they feel those goals are worth achieving.
本句是一个复合句。to keep your best people不定式短语作目的状语。they are...the organization是省略了引导词的宾语从句，作make sure的宾语，后面that同样引导宾语从句，作make sure的宾语。
语法重点：不定时短语作状语，宾语从句
4. In the aftermath, some of them felt that they were receiving neither the loot nor the recognition they had earned, and some said they were a little bitter on that score.
本句是一个复合句。 that引导宾语从句，作felt的宾语，其中neither...nor...连接两个并列的结构，意为“既不...也不...”。They were a little bitter on that score为省略了引导词的宾语从句，作said的宾语。
语法重点：宾语从句，并列结构
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