tailieunhanh - IELTS Academic Reading 4

Nhằm giúp các bạn có tài liệu ôn tập những kiến thức cơ bản, kỹ năng giải các bài tập nhanh nhất và chuẩn bị cho kì thi sắp tới được tốt hơn. Hãy tham khảo IELTS Academic Reading 4 để có thêm tài liệu ôn tập. | IELTS Academic Reading 4 You should spend about 20 minutes on Questions 27-38 which are based on Reading Passage 4 below. A Workaholic Economy For the first century or so of the industrial revolution increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days six days a week found their time on the job shrinking to 10 hours daily then finally to eight hours five days a week. Only a generation ago social planners worried about what people would do with all this new- found free time. In the US at least it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945 leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979 companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel says economist Juliet B. Schor of Harvard University. Indeed the current economic recovery has gained a certain amount of notoriety for its jobless nature increased production has been almost entirely decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal we d be better off spreading around the work quot observes labour economist Ronald G. Ehrenberg of Cornell University Yet a host of factors pushes employers to hire fewer workers for more hours and at the same time compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour

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