2021年12月六级第3套仔细阅读 Passage 2 原文翻译及答案解析

A recent study reveals a small but growing proportion of the workforce is affected to some degree by a sense of entitlement. Work is less about what they can contribute and more about what they can take. This can lead to workplace dysfunction and diminish job satisfaction. I'm not referring to employees who are legitimately dissatisfied due to issues like unfair pay; I'm talking about those who believe they deserve special treatment regardless of their abilities or performance.

最近的一项研究表明，一小部分但不断增长的劳动力在一定程度上受到特权意识的影响。工作更少关乎他们的贡献，更多关乎他们的索取。这可能导致工作场所功能失调并降低工作满意度。我指的不是那些因不公平薪酬等问题而合理不满的员工；我指的是那些认为自己无论能力或表现如何都应享受特殊待遇的人。

As a result of the discrepancy between the privileges they feel entitled to and their inflated sense of self-worth, they tend to slack off instead of working hard for their employer. Many scholars believe this tendency begins in childhood, due to overindulgent parents, leading these individuals to expect the same kind of treatment throughout their adult lives. Despite their feelings, it's crucial for managers to find ways to keep them motivated.

由于他们自认为应得的特权与膨胀的自我价值感之间的差距，他们往往倾向于懈怠而不是为雇主努力工作。许多学者认为，这种倾向始于童年，由于父母的过度纵容，导致这些人在整个成年生活中期望得到同样的对待。尽管他们有这种感受，但管理者找到方法保持他们的积极性至关重要。

The research team from several American universities surveyed over 240 individuals, including managers and team members. Employee entitlement was measured through statements like "I honestly feel I'm just more deserving than others," while employee engagement was assessed with statements like "I really throw myself into my work." The findings revealed that ethical leadership alleviates the negative effects of employee entitlement. Ethical leaders communicate clear expectations, hold employees accountable, and are committed to doing the right thing.

来自几所美国大学的研究团队调查了240多名个人，包括经理和团队成员。员工特权意识通过诸如“我真的觉得我比别人更值得”这样的陈述来衡量，而员工敬业度则通过诸如“我真的全身心投入工作”这样的陈述来评估。研究结果表明，道德领导缓解了员工特权意识的负面影响。道德领导者传达明确的期望，追究员工责任，并致力于做正确的事。

When confronted by an entitled team member, an ethical leader is disinclined to accommodate their demands. Instead, they point out the specific, objective criteria that must be met to receive rewards. This shift away from unrealistic expectations is successful because entitled employees feel more confident that ethical leaders will deliver on their promises, as they are perceived to be fair and trustworthy.

当面对一个拥有特权意识的团队成员时，道德领导者不愿迎合他们的要求。相反，他们会指出获得奖励所必须满足的具体、客观标准。这种从不切实际期望的转变是成功的，因为拥有特权意识的员工更相信道德领导者会兑现承诺，因为他们被认为是公平和值得信赖的。

However, researchers caution that there is no single perfect remedy. While ethical leadership is a critical step in the right direction, it is essential to recognize that individual beliefs and motivations can vary greatly.

然而，研究人员警告说，没有单一的完美解决方案。虽然道德领导是正确方向上的关键一步，但必须认识到个人的信念和动机可能大不相同。