3.20 考研英语阅读模拟试题 七选五【难度:加薪】

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Section II Reading Comprehension 

Part B 

Directions:In the following text, some segments have been removed. For Questions 41-45, choose the most suitable one from the list A-G to fit into each of the numbered blanks. There are two extra choices, which do not fit in any of the blanks. Mark your answers on the ANSWER SHEET. 

Text 3

Many employers know they’re short-changing some of their workers. In recent years, as new laws require employers to disclose employee compensation, workers are wising up to the disparities. To date, numerous states have enacted mandatory pay transparency laws that require employers to include salary ranges in job postings. "Pay transparency isn’t creating problems—ultimately, it’s exposing ones that already exist," notes Lulu Seikaly, an employment counsel. It puts a spotlight on inconsistent and unexplained pay variance that's been quietly building for years.

However, if you’re a worker, this is certainly not a great time to complain. We’re in the midst of a dismal job market where pay growth for job-switchers has retreated to a record low.  41. _______________.

If you decide to take the leap, remember that this is an intentional negotiation. Gather data on what people are getting paid at your position, or cite the job posting from your employer that sparked your concern. While websites such as Glassdoor can get you started, the best data is internal to your organization. 42. _______________. Thorough research demonstrates that your request is grounded in market reality rather than mere personal desire.

Once you have the data, put yourself in the shoes of the person sitting across from you. What do they need from this situation for it to be a win for them too? Managers often don’t approve raises just because someone asks. 43. ________. Walk into your meeting with talking points, not a memorized script. Be clear on your recent wins, measurable impact, and expanded responsibilities. This is your time to tell your story with numbers, statistics, and percentages.

To ensure you sound prepared, calm, and confident, you must play out the conversation ahead of time. Rehearse difficult conversations the way athletes rehearse plays. 44._______________. The goal isn’t a perfect performance; it’s to make sure you aren't caught off guard by unexpected pushback.

Even with the best preparation, the answer might still be no. In that case, have alternatives to pay in mind. Write down a list of non-salary items that have value to you. 45._______________. Even if you get a no for everything now, you’ve planted the seed in their mind that you want to advance. When you ask again in six months, they’ll be more receptive. Ultimately, if you don't ask, you don't get.

[A] They approve them when the business case is clear. What problem does paying you more solve? It could be retaining a strong performer, or keeping momentum on key projects. Look at the decision from their side. 

[B] If you are uncomfortable using internal examples, use a few outside sources so you can roll up the data and show pay ranges. 

[C] Practice with speaking tools to get feedback on your pacing and clarity. That includes anticipating the toughest objections and rehearsing how to handle them calmly without becoming defensive. 

[D] Therefore, many employees choose to remain silent, clinging to their current roles out of fear. Yet, experts argue that a bad economy shouldn't scare you out of advocating for yourself; you just need to be well-prepared. 

[E] If you can’t get a raise, ask for other job sweeteners, such as new work equipment, a title change without a pay increase, professional development opportunities, or remote flexibility. 

[F] The strongest salary conversations aren’t framed as a battle of wills. Instead, tie the raise to results or expanded responsibilities, and the case becomes easier for a manager to support internally. 

[G] Timing matters. The best moment to bring up the uncomfortable issue of pay is right after a knock ’em out of the park project result, when your value is top of mind to your manager.

附注：根据历年考研英语真题阅读题源外刊等，摘选最新文章，模拟仿真出题。

参考答案见以下。

Quick look: DBACE

41. 【答案】D

【解析】前文暗扣： "not a great time to complain" (不是抱怨的好时机) 和 "dismal job market" (惨淡的就业市场)。

后文暗扣： "If you decide to take the leap..." (如果你决定迈出这一步/放手一搏...)。这意味着空白处必须解释“为什么大家不敢迈出这一步，但你却应该这么做”。

选项匹配： 选项 D 的 "Therefore, many employees choose to remain silent... out of fear" 完美承接了前文经济不景气的背景；后半句 "Yet, experts argue... you just need to be well-prepared" 形成了逻辑转折，完美引出了后文的 "If you decide to take the leap" 和后续需要做的准备（Gather data）。

42. 【答案】B

【解析】前文暗扣： "...the best data is internal to your organization." (最好的数据是你机构内部的数据)。

后文暗扣： "Thorough research demonstrates..." (详尽的研究证明...)

选项匹配： 选项 B 以 "If you are uncomfortable using internal examples..." 开头。这里的 "internal" 形成了极其严密的原词复现/词汇同现。前文建议用内部数据，空格处提供“如果你不敢用内部数据该怎么办（用外部资源 outside sources）”的补充方案。

43. 【答案】A

【解析】前文暗扣： "Managers often don’t approve raises just because someone asks." (经理们通常不会仅仅因为有人提出要求就批准加薪)。这里有一个隐性否定。

后文暗扣： "Walk into your meeting with talking points..." (带着讨论要点走进会议室...)

选项匹配： 选项 A 首句 "They approve them when the business case is clear." 这里的 They 指代前文的主语 Managers，approve them (them 指代 raises) 完美构成了“前句否定，后句肯定”的行文逻辑。

44. 【答案】C

【解析】前文暗扣： "Rehearse difficult conversations the way athletes re-hearse plays." (像运动员排练战术一样排练艰难的对话)。

后文暗扣： "The goal isn’t a perfect performance..." (目标不是完美的表现...)

选项匹配： 选项 C 的 "Practice... rehearsing how to handle them..." 是对前文 "Rehearse" 的动作延续。同时，选项 C 中提到的 "feedback on your pacing and clarity" 也是对后文 "perfect performance" (完美表现) 的具象化铺垫。

45. 【答案】E

【解析】前文暗扣： "Write down a list of non-salary items that have value to you." (写下一份对你有价值的非薪水项目清单)。

选项匹配： 选项 E 是对 "non-salary items" (非薪水项目) 的完美举例说明 (Exemplification)。选项 E 详细列举了 "new work equipment", "a title change without a pay increase", "remote flexibility" 等具体的甜头（job sweeteners）。

【干扰项分析】

[F] ： "The strongest salary conversations aren’t framed as a battle of wills..." 这句话讲的是谈判策略（双赢），但全篇没有任何一个空格的前后文在讨论 "battle"（冲突/对抗）。英语一的错项往往“自身有道理，但接口对不上”。

[G] ： "Timing matters... after a project result..." 讲的是“时机”。虽然本文涉及谈加薪，但文章的行文主线是“背景困境 -> 数据准备 -> 换位思考 -> 排练演习 -> 备用方案”，并没有单独留出一个探讨“时机”的逻辑断层。

【词汇注释】

short-change: verb. (TREAT UNFAIRLY) to treat somebody unfairly by not giving them what they have earned or deserve 欺骗；少给…的钱；克扣（文中指雇主克扣了部分员工的应得薪酬）

disparity: noun. (DIFFERENCE) a difference, especially one connected with unfair treatment 差异；不平等（文中指员工逐渐意识到薪酬上的不平等）

dismal: adjective. (SAD) depressing; not successful or of a very low standard 凄凉的；惨淡的（文中指当下惨淡的就业市场）

variance: noun. (DIFFERENCE) the amount by which something changes or is different from something else 变化幅度；差异（文中指多年来悄然累积的、无法解释的薪酬差异）

take the leap: idiom. (RISK) to take a risk and do something that you have wanted to do for some time 放手一搏；大胆尝试（文中指员工在经济不景气时大胆提出加薪）

sweetener: noun. (PERSUASION) something that you give or offer to somebody in order to persuade them to do something or accept an offer 甜头；额外的好处（文中指加薪被拒时，可以争取的其他工作福利）

pushback: noun. (RESISTANCE) opposition or resistance to a plan, an idea or a change 反对；抵制；退缩（文中指谈判中意想不到的反对意见）

receptive: adjective. (WILLING) willing to listen to or to accept new ideas or suggestions 乐于接受的；从善如流的（文中指老板在未来会更容易接受你的提议）

【参考译文】

许多雇主知道他们在克扣部分员工的薪水。近年来，随着新法律要求雇主公开员工薪酬，员工们开始逐渐意识到这些不平等。迄今为止，许多州已经颁布了强制性的薪酬透明法，要求雇主在招聘启事中包含薪资范围。“薪酬透明并不是在制造问题——归根结底，它只是暴露了已经存在的问题，”就业顾问露露·塞卡利指出。它将多年来一直在悄然累积的不一致和无法解释的薪酬差异置于聚光灯下。

然而，如果你是一名员工，现在显然不是抱怨的好时机。我们正处于一个惨淡的就业市场中，跳槽者的薪资增长已回落至历史低点。[41. 因此，出于恐惧，许多员工选择保持沉默，死守着目前的职位。然而，专家指出，糟糕的经济状况不应吓退你去为自己争取利益；你只需要做好充分的准备。]

如果你决定迈出这一步，请记住，这是一场有意的谈判。收集与你职位薪酬相关的数据，或者引用引发你担忧的雇主招聘启事。虽然像 Glassdoor 这样的网站可以作为起点，但最好的数据是你机构内部的数据。[42. 如果你不方便使用内部的例子，那就使用一些外部资源，这样你就可以汇总数据并展示薪资范围。] 详尽的研究证明，你的要求是基于市场现实的，而不仅仅是纯粹的个人愿望。

一旦你有了数据，就站在坐在你对面的人的角度想一想。他们需要从这种情况中得到什么才能实现双赢？经理们通常不会仅仅因为有人提出要求就批准加薪。[43. 当商业理由明确时，他们才会批准。给你加薪能解决什么问题？它可能是为了留住一名优秀的员工，或者是为了保持关键项目的势头。从他们的角度来看待这个决定。] 带着讨论要点走进会议室，而不是背诵好的草稿。要清晰地说明你最近的胜利、可衡量的影响以及增加的职责。这是你用数字、统计数据和百分比来讲述自己故事的时候。

为了确保你听起来准备充分、冷静且自信，你必须提前推演这场对话。像运动员排练战术一样排练艰难的对话。[44. 使用口语工具进行练习，以获得关于你的语速和清晰度的反馈。这包括预判最棘手的反对意见，并排练如何在不产生防御心理的情况下冷静地处理它们。] 目标并不是一场完美的表演；而是为了确保你不会被意想不到的反对弄得措手不及。

即使做了最充分的准备，答案可能仍然是“不行”。在那种情况下，请在心中准备好薪水的替代方案。写下一份对你有价值的非薪水项目清单。[45. 如果你得不到加薪，可以要求其他的工作甜头，比如新的办公设备、只改头衔暂时不加薪、职业发展机会，或者远程办公的灵活性。] 即使你现在所有的要求都被拒绝了，你也在他们的脑海中种下了一颗你想进步的种子。当你六个月后再次提出要求时，他们会更容易接受。归根结底，如果你不争取，你就得不到。

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