Evidence to Support the Four-Factor Pricing Model from the Canadian Stock Market
如果同事不道德你应该直言不讳吗英语作文

如果同事不道德你应该直言不讳吗英语作文全文共3篇示例,供读者参考篇1If a colleague is behaving unethically, it can be a challenging situation to navigate. Speaking up about unethical behavior is not always easy, but it is essential for maintaining a positive work environment and upholding the values of the organization. In this essay, we will discuss the importance of addressing unethical behavior in the workplace and explore the best ways to approach the situation.First and foremost, it is important to recognize the impact of unethical behavior in the workplace. When a colleague engages in unethical conduct, it can create a toxic work environment that undermines trust and collaboration among team members. Unethical behavior can also damage the reputation of the organization and erode employee morale. Therefore, it is crucial to address unethical behavior promptly and effectively to prevent further harm.When dealing with a colleague's unethical behavior, it is essential to approach the situation with professionalism andobjectivity. Instead of making accusations or judgments, it is best to focus on the specific behavior that is causing concern and its impact on the team or organization. By keeping the conversation focused on facts and observations, you can avoid escalating the situation and maintain a constructive dialogue.It is also important to consider the best approach for addressing unethical behavior with a colleague. In some cases, it may be appropriate to speak to the colleague directly and express your concerns in a respectful and non-confrontational manner. This approach can help the colleague understand the impact of their behavior and take steps to address it.If direct communication is not effective or if the unethical behavior is serious or pervasive, it may be necessary to escalate the issue to a supervisor or HR department. By seeking support from management, you can ensure that the issue is addressed appropriately and that necessary steps are taken to prevent similar behavior in the future.In conclusion, if a colleague is behaving unethically, it is important to address the situation promptly and effectively. By speaking up about unethical behavior, you can help maintain a positive work environment, uphold the values of the organization, and protect the well-being of your team.Remember to approach the situation with professionalism and objectivity, and seek support from management if necessary. Together, we can create a workplace where ethical behavior is valued and respected.篇2If a colleague acts unethically, should you speak up?Ethics in the workplace is a crucial factor in maintaining a healthy and productive work environment. When a colleague behaves unethically, it can cause issues for both the individual and the company as a whole. This raises the question: should you speak up if you witness unethical behavior in the workplace?There are several things to consider when deciding whether or not to address unethical behavior in the workplace. One factor to consider is the impact of the behavior on the company. If the unethical behavior is putting the company at risk or harming its reputation, it may be necessary to speak up in order to protect the organization and its employees.Another factor to consider is the impact of the behavior on your own moral code. If you witness behavior that goes against your personal values and beliefs, it can be difficult to remainsilent. Speaking up can help you maintain your integrity and stand up for what you believe in.However, speaking up about unethical behavior can be challenging and may come with consequences. It is important to carefully consider the potential risks and benefits before deciding to address the issue. Here are a few steps you can take if you choose to speak up:1. Gather evidence: Before addressing the issue, gather evidence to support your claims. This can help you make a stronger case and prevent the situation from turning into a "he said, she said" scenario.2. Approach the individual privately: When confronting a colleague about unethical behavior, it is best to do so in a private and respectful manner. Avoid making accusations and instead focus on discussing the specific actions that are concerning.3. Seek support from HR or management: If the unethical behavior is serious or ongoing, it may be necessary to involve HR or management. They can help address the issue and take appropriate action to prevent further misconduct.4. Consider the potential consequences: Speaking up about unethical behavior can have repercussions, so it is important toweigh the risks and benefits before taking action. Consider how your actions may impact your relationship with the individual and the company.Overall, it is important to remember that addressing unethical behavior in the workplace is a personal decision. While speaking up can help maintain a positive work environment and uphold ethical standards, it is important to approach the situation carefully and consider the potential risks involved. By taking a thoughtful and strategic approach, you can address unethical behavior in a constructive and effective manner.篇3If a colleague behaves in an unethical manner, should you speak up?In any workplace, it is important to maintain a sense of ethics and integrity. When a colleague acts in a way that is unethical, it can create a toxic environment and damage the reputation of the organization. In such situations, it may be tempting to stay silent and avoid confrontation, but speaking up is the right thing to do.First and foremost, it is essential to consider the impact of the unethical behavior on the organization. If left unchecked,unethical behavior can lead to serious consequences, including legal issues, loss of trust, and reputational damage. By speaking up, you are helping to protect the organization and maintain a positive and ethical work environment.Secondly, by addressing the unethical behavior, you are also showing that you value ethics and integrity. This can help to set a positive example for your colleagues and demonstrate that you are committed to upholding high standards of conduct. It is important to lead by example and show that unethical behavior will not be tolerated.Furthermore, speaking up can also help to prevent the unethical behavior from continuing. If the behavior is not addressed, it may escalate and become more widespread, leading to even greater harm. By addressing the issue early on, you can help to nip it in the bud and prevent it from spreading.Of course, speaking up about unethical behavior can be uncomfortable and challenging. It may be difficult to confront a colleague and risk creating tension or conflict. However, it is important to remember that speaking up is the right thing to do, and that you are acting in the best interests of the organization and your colleagues.In conclusion, if a colleague behaves in an unethical manner, it is important to speak up and address the issue. By doing so, you can help to protect the organization, set a positive example, and prevent the behavior from continuing. While speaking up may be difficult, it is the ethical thing to do and can help to create a positive and ethical work environment.。
html中strong的用法

html中strong的用法**Strong in HTML: Usage of the <strong> Tag****I. Basic Usage**The `<strong>` tag in HTML is used to give strong importance to the text enclosed within it. It's like highlighting the text in a very obvious way, making it stand out on the page.- When you want to emphasize a particular word or phrase, you can use the `<strong>` tag. For example, "I<strong>really</strong> love this movie." Here, "really" is given more emphasis as if you are shouting it out a bit louder in the sentence.- In a news article, if there's a crucial point, like "The<strong>new policy</strong> will change everything." The words "new policy" are made more prominent, just as if they were underlined and bolded with a red pen on a printed page.- Imagine you're writing a recipe and you want to stress an ingredient. "Don't forget to add the <strong>salt</strong>." It's like you're shaking the reader by the shoulders and saying, "Hey, pay attention to this part!"- "She has a <strong>brilliant</strong> idea." The word"brilliant" with the `<strong>` tag seems to shine even more, as if it's a star among the other words.- "He made a <strong>huge</strong> mistake." Here, "huge" is emphasized, making the mistake seem even more significant, like a big dark cloud in a clear sky.**II. Fixed Phrases and Their Usage**1. "Strong will" - This is a common phrase. In HTML, if you were writing about a person's character in a profile, you could write: "His <strong>strong will</strong> is what got him through all the difficulties." It's like the `<strong>` tag is adding extra weight to the idea of a "strong will", making it seem even more powerful.2. "Strong point" - For example, "Her <strong>strongpoint</strong> in the presentation was her confidence." The`<strong>` tag makes "strong point" really pop out, just as a great feature of something should stand out.3. "Strong belief" - "They have a <strong>strongbelief</strong> in equality." The emphasized "strong belief" gives the impression that this belief is unshakable and very important, like a big, solid rock in a stream.4. "Strong language" - In a review of a movie with a lot of swearing, you could say: "The movie contains <strong>strong language</strong>, so it's not suitable for kids." The `<strong>` tag here emphasizes the fact that the language is something to be noted and is quite impactful, like a big warning sign.5. "Strong coffee" - "I need a cup of <strong>strongcoffee</strong> to wake up." The emphasized "strong coffee" makes it seem like a really potent and necessary thing, like a magic potion in the morning.6. "Strong wind" - "The <strong>strong wind</strong> almost blew me away." The `<strong>` tag makes the "strong wind" seem even more forceful, as if it's a big, angry beast.7. "Strong bond" - "The two friends have a <strong>strong bond</strong>." The emphasized "strong bond" gives the feeling that their connection is really tight and unbreakable, like a steel chain.8. "Stronghold" - "The castle was their<strong>stronghold</strong>." The `<strong>` tag makes "stronghold" seem like a really important and fortified place, like a safe haven in a dangerous world.9. "Strong flavor" - "This cheese has a <strong>strongflavor</strong>." The emphasized "strong flavor" makes it seem like the flavor is really intense, like a bright color in a dull palette.10. "Strong leadership" - "The company thrived under his<strong>strong leadership</strong>." The `<strong>` tag makes "strong leadership" seem like a really crucial and effective factor, like a guiding star for the company.11. "Strong evidence" - "There is <strong>strongevidence</strong> to support his claim." The emphasized "strong evidence" gives the impression that the evidence is really reliable and convincing, like a solid foundation for an argument.12. "Strong desire" - "She has a <strong>strongdesire</strong> to travel the world." The `<strong>` tag makes "strong desire" seem like a really intense and passionate longing, like a fire burning inside her.13. "Strong support" - "We got <strong>strongsupport</strong> from our community." The emphasized "strong support" makes it seem like the support is really substantial and helpful, like a big warm hug.14. "Strong impression" - "His speech left a <strong>strong impression</strong> on me." The `<strong>` tag makes "strong impression" seem like a really deep and lasting mark, like afootprint on wet sand.15. "Strong contender" - "He is a <strong>strong contender</strong> for the award." The emphasized "strong contender" makes it seem like he is a really serious and competitive candidate, like a racehorse in the lead.16. "Strong sense" - "She has a <strong>strongsense</strong> of humor." The `<strong>` tag makes "strong sense" seem like a really well - developed and noticeable quality, like a bright light in a room.17. "Strong relationship" - "They have a <strong>strong relationship</strong> that has lasted for years." The emphasized "strong relationship" gives the feeling that their relationship is really deep and stable, like an old oak tree.18. "Strong influence" - "His parents had a <strong>strong influence</strong> on his career choice." The `<strong>` tag makes "strong influence" seem like a really powerful and determining factor, like a strong current in a river.19. "Strong identity" - "The city has a <strong>strong identity</strong> with its unique architecture." The emphasized "strong identity" makes it seem like the identity is really distinct and recognizable, like a signature.20. "Strong argument" - "He presented a <strong>strong argument</strong> in the debate." The emphasized "strong argument" gives the impression that the argument is really valid and persuasive, like a sharp sword in a fight.。
Unit 2iting 21-22学年高中人教版选择性必修第二册

【拓展】 charge : 指提供服务时索取的费用,也指货物的价格、价钱。 price : 指商品在市场出售的价格,尤指卖方对商品所提出的单价。比喻 意义指付出的代价。 fee : 指上学、求医以及找律师等付的费用,还可指会费、借书费等。 fare : 侧重指旅行时所付的车、船费等费用。 cost : 指生产某东西的成本,也泛指商品的价格,可与price换用。 expense : 常指实际支付的费用总数额,有时也指钱的花费。
as a result besides for instance that is to say 1. Students who want to study abroad must consider their parents’ budget. They should think about whether they can afford the costs of studying overseas.
Content
1. A local newspaper has invited parents to share their opinions about studying abroad. Read these two letters and underline each writer’s main points. Then mark the reasons for their opinions.
【公开课】Unit+2+Using+language课件人教版(2019)选择性必修第二册

should consider the
This life-changing
disadvantபைடு நூலகம்ges
experience is worthwhile
Letter from Zhang Yi
Main point The advantages are greater.
Re添as加o标n 题1 The first advantage....personalgrowth.
首先,许多留学生面临着巨大的经济压力,这意味着并非每个人都能出
国留学。国外的学费和生活开销比国内昂贵得多,大部分家庭最终可能 要花费一大笔钱。而在中国读书则更加方便,而且省钱。
to begin with 首先 拓展:to start with;first of all ;in the first place
添加标题
请在此添加您的文字内容,请在此添加您的文字内容。 请在此添加您的文字内容
Activity 1
Paragraph Argument 添加标题chain
1 请在此添加您的文I字n内tr容oducing 请在此添加您的th文e topic
Main point
Letter 1 (Body part) Letter 2 (Body part)
To begin with, many students who study abroad face great economic pressure. That means studying abroad is just not possible for everyone. Tuition fees and living expenses are much more expensive than at home and could end up costing most families an arm and a leg. Studying in China is much more convenient and can help save money.
现象解释类英语作文模板四级

现象解释类英语作文模板四级英文回答:Explanation of Phenomena Essay Template for Level 4 English。
Introduction:State the phenomenon being explained.Provide a brief overview of the topic.Body:Paragraph 1:Explain the first aspect or factor that contributes to the phenomenon.Provide evidence or examples to support yourexplanation.Paragraph 2:Explain a second aspect or factor that contributes to the phenomenon.Provide evidence or examples to support your explanation.Paragraph 3:Explain a third aspect or factor that contributes to the phenomenon.Provide evidence or examples to support your explanation.Conclusion:Summarize the main points of the explanation.Reiterate the phenomenon being explained.Example Essay:Why Do Leaves Change Color in Autumn?Introduction:The vibrant reds, oranges, and yellows of autumn leaves are a beautiful sight. But what causes these changes in color?Body:Paragraph 1:One factor that contributes to leaf color change is the reduction in sunlight during autumn. This decrease in sunlight triggers the breakdown of chlorophyll, a green pigment in leaves that absorbs sunlight for photosynthesis. As chlorophyll breaks down, other pigments, such as carotenoids and anthocyanins, become more visible.Paragraph 2:Carotenoids are yellow, orange, and red pigments that are always present in leaves, but are masked by chlorophyll during the summer. When chlorophyll breaks down, carotenoids become more visible, contributing to the warm colors of autumn leaves.Paragraph 3:Anthocyanins are red, purple, and blue pigments that are produced in leaves in response to cold temperatures and bright sunlight. The intensity of anthocyanin production varies depending on the species of tree and the weather conditions. Anthocyanins contribute to the brilliant reds and purples that are characteristic of some autumn leaves.Conclusion:The changes in leaf color during autumn are caused by the combination of reduced sunlight, the breakdown ofchlorophyll, and the production of carotenoids and anthocyanins. These factors work together to create the stunning colors of autumn foliage.中文回答:现象解释类英语作文模板四级。
剑桥商务英语中级-75_真题-无答案

剑桥商务英语中级-75(总分100,考试时间90分钟)READINGPART ONE·Look at the statements below and the advice given by four market experts to a **pany on the opposite page.· Which expert's advice (A, B, C or D) does each statement (1-7) refer to?· For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.· You will need to use some of these letters more than once.Four market experts offer advice to SunTours, the middle-market tour operatorA Robert WorthMarketing to a wider audience could lead to more people buying direct from SunTours rather than going through travel agents, and the consequent reduction in agents' commissions might **pany profits. Towards the end of the season, reducing the cost of holidays would attract last-minute customers, thus avoiding any possible loss on unfilled accommodation and flights, **pany could also increase profits by selling more specialised holidays here in Britain, perhaps by offering breaks at historic sites and coastal destinations.B Steven WorrelWhether it's worth discounting surplus holidays is an arguable point, as it not only cuts into profits, but also results in budget-conscious holidaymakers being put next to SunTours' more affluent customers, thus damaging the brand. It may seem attractive at first because of tight margins, but SunTours should think twice before taking up this option. Currently, SunTours is planning to sell higher-margin holidays to previously 'unmarketed' destinations for which demand is greater than supply. It is likely that accommodation providers in these emerging holiday destinations will be more flexible when it comes to setting terms. The firm should go ahead with this policy.C Ursula CapalboGood risk management and higher sales can guarantee higher profits. Although SunTours has always been averse to planning, **pany would in fact benefit from a risk model that forecasts the impact of discounting on cash flow and profitability throughout the year. SunTours would then be able to change direction when things go wrong, as they inevitably do from time to time.Diversification can increase rather than spread risk, so caution is needed as **pany enters regions where facilities for tourists are not yet fully developed. Targeting customers nearing retirement age, whose disposable income and leisure time are increasing, would be ideal.D Gillian WilmotSunTours knows that good relationships with customers is the key to success in the travel business. With this in mind, **pany should consider that brochure mailings, unlike **munications, can attract customers and maximise year-round opportunity. They encourage summer tourists to take another break and can even be used to send a thank-you letter to returning customers. Selling holidays at a reduced price is definitely not a sensible option. A better choice would be value-added promotions which can improve profitability and build on SunTours customers' desire for high-quality service.1. SunTours runs a risk by selling similar holidays to customers in different income brackets.2. It is worth offering holidays at a discount to increase the number of bookings.3. SunTours needs to reflect on its marketing methods if it wants to boost repeat custom.4. It would be a good idea to sell holidays to locations which other promoters have ignored.5. SunTours has been disadvantaged by its approach in the past.6. In certain locations, SunTours may be able to negotiate more favourable contracts.7. There is an alternative to discount holidays that would be more satisfactory for SunTours' customers.PART TWO· Read the article below about the importance of human resource (HR) management.· Choose the best sentence from the opposite page to fill each of the gaps.· For each gap (8-12), mark one letter (A-G) on your Answer Sheet.· Do not use any letter more than once.Human resource managementIt is nearly a century since the car manufacturer Henry Ford said, 'You can destroy my factories and offices, but give me my people and I will build the business right back up again.' In the light of this statement, it is odd that people management has taken so many years to move up the agenda. But a few business theorists are beginning to argue that managing people well can add more to the bottom line than anything else.Mike Manzotti, a leading American author in this area, has strong views about the growing importance of human resources in today's business world. (8) . A company with high **mitment, for example, has an asset that its rivals find hard to copy. Research in Britain would appear to support this notion. A recent business school survey into the performance of eight multinationals found that people management could be the most decisive factor in a company's performance. Another study indicated the same thing in medium-sized manufacturing firms. (9) . After all, how can an organisation evaluate **mitment of its staff?For this reason, the researcher George Hessenberg argues that a scientific approach is needed. He feels that when HR professionals suggest changing an organisation's compensation structure orbeing more selective in recruiting, they are asking for things that require resources. (10) .Some new approaches are emerging that attempt to do just that, including the scheme devised by consultants Couze Jordan. The scheme, which **munication, recruitment, and use of resources, predicts that significant improvements in these areas achieve an increase in shareholder value of up to 30 per cent.Another programme, launched by James Lester, an independent human resources expert, approaches the problem from a perspective that is designed to appeal to a wide range of managers. (11) . Both, he argues, involve appropriate decisions being made about the allocation of resources within a particular budget.Lester's expertise enables him to carry out an organisational audit for his clients to identify which areas of HR are in most need of improvement. This is because there is no point in businesses spending large amounts without knowing if the investment is worthwhile. (12) . Lester's advice, however, is **panies to think twice before hiring people, since it is vital they assess whether they are getting value for money.A But the findings are inconclusive because of the difficulty of collecting reliable evidence.B He argues that the role of a skilled, motivated and flexible workforce has become more significant as traditional sources of competitive advantage diminish.C For example, a common mistake is to spend a fortune on recruitment to cover up for deficiencies in training.D However, most leading experts in the field believe that there is sufficient evidence to support this model of workplace dynamics.E He compares the positive use of human resources to effective fund management, as this is something that senior executives can relate to.F He believes, however, that the only way they will gain approval for these potentially expensive initiatives is to have some data that demonstrates positive financial benefits.G In the light of this statement, it is odd that people management has taken so many years to move up the agenda.8.9.10.11.12.PART THREE·Read the article below **mon problems affecting mergers, and the questions on the opposite page.· For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.Achieving a successful mergerHowever attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountantshave departed, the real problems may only just be beginning. If there is a culture clash between the **panies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain.According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles.This was the issue in 2001 when' the proposed merger between two **panies promised to create one of the largest players in the industry. For **panies the merger was intended to reverse falling market share and shareholder value. However, although **panies' skill bases **patible, the chief executives of the **panies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place.But even in mergers that do go ahead, there can be culture dashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that **panies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. **pany's approach would have worked for the other.The answer is not to adopt **pany's approach, or even to try to incorporate every aspect of both organlsations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found **panies .with differing management styles are the ones that need to work hardest at creating a new culture.Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.13. According to the text, mergers can encounter problems whenA. contracts are signed too quickly.B. experts cannot predict accurate figures.C. conflicting attitudes cannot be resolved.D. staff are opposed to the terms of the deal.14. According to Chris Bolton, what do many organisations do in preparation for a merger?A. ensure their interests are representedB. give reassurances to shareholdersC. consider the effect of a merger on employeesD. analyse the varying strengths of their staff15. The proposed merger of two pharmaceutical groups failed becauseA. major shareholders were opposed.B. there was a-fall in the demand for their products.C. there were **bining their areas of expertise.D. an issue of personal rivalry could not be resolve16. According to the text, focus groups can **panies toA. develop new initiatives.B. adopt contingency plans.C. be decisive and react rapidly.D. evaluate how well matched they ar17. Creating a new culture in a newly merged organisation means thatA. management styles become more flexible.B. there is more chance of the merger working.C. staff will find it more difficult to adapt to the changes.D. successful elements of the original organisations are lost.18. According to the text, intercultural analysis will showA. what kind of benefits a merger can lead to.B. how the national context affects the way a company is run.C. how long it will take for a company culture to develop.D. what **panies should make before a merger takes placPART FOUR· Read the article below about a bank with a reputation for excellence.· Choose the best word or phrase to fill each gap from A, B, C or D on the opposite page.· For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet.The bank with ideaswith several hundred years of history behind it, the APL Bank has few problems in convincing businesses that it is a reputable and secure (19) of a range of banking services. Now, it is demonstrating to business customers that it is flexible and responsive enough to (20) their changing needs in the 21st century.Based in London, APL offers banking services to businesses throughout the UK via its branch (21) . Most customer service provision is (22) out by personal account managers based in local branches, together with (23) staff at company headquarters.An important (24) for APL has been to make it easy for customers to (25) business with the bank. They can contact their account manager by direct line or email; if the manager is on holiday, a carefully chosen colleague becomes the 'account contact' and (26) with the customer during the manager's (27) . In addition, for those who want (28) to their bank at any time of day or night there is now a 24-h0ur phone-based service.In order to **petitive and build customer loyalty, the bank guarantees to turn around urgentloan (29) within 24 hours. This focus on the customer has also been a driving (30) in APL's recruitment and development policy. For example, newly inducted staff (31) a 'customer service review' to find out what it is like to be on the other side of the desk, asking to borrow money.Together, these (32) in banking have achieved excellent results. The customer (33) is growing fast, and last year the bank gained 36,000 new business accounts.19.A. producerB. supplierC. providerD. giver20.A. achieveB. reachC. meetD. assist21.A. systemB. webC. gridD. network22.A. takenB. broughtC. carriedD. put23.A. aidB. supportC. guidanceD. backing24.A. objectiveB. purposeC. directionD. scheme25.A. doB. runC. makeD. have26.A. copesB. arrangesC. handlesD. deals27.A. vacancyB. departureC. absenceD. retirement28.A. accessB. entranceC. approachD. opening29.A. demandsB. applicationsC. proposalsD. orders30.A. powerB. strengthC. forceD. pressure31.A. take overB. go throughC. set downD. put up32.A. innovationsB. adaptationsC. revisionsD. modernisations33.A. sourceB. baseC. centreD. foundationPART FIVE· Read the text below about expenses claims.· In most of the lines (34-45) there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.· If a line is correct, write CORRECT on your Answer Sheet.·If there is an extra word in the line, write the extra word in CAPITAL LE'I-I'ERS on your Answer Sheet.Dealing with Expenses**panies use forms or spreadsheets to process travel and entertainmentexpenses claims. As a result, it can be difficult to control over spending across the34. organisation, and unfortunately when data often needs to be processed again and entered35. into the firm's other such accounting systems. One solution is an automated expenses36. management system. But if there are various measures you can implement to make37. your existing procedures more efficient. Firstly, try ensure that all expenses claims are38. independently been authorised. Who approves senior managers' claims, for example?39. Don't waste time for reviewing all expenses claims: only look in detail at a sample, but40. regularly update the firm's expenses policy, and query with all claimsthat fall outside it. You41. should also avoid duplicating effort: if line managers check expenses, there is little point42. in the accounts department are doing so. You could try to cut down on cash advances and43. corporate credit cards; making staff to use their own credit cards encourages them44. to submit claims on time. It is also a good idea to identify and remind staff who do not45. submit or approve claims promptly. Finally, aim to recharge every expenses to customers where your business model allows.34.35.36.37.38.39.40.41.42.43.44.45.WRITING1. PART ONE· Your department needs to employ some temporary staff.· Write an email to the Human Resources Manager:· saying how many staff you need and giving the date you want them to start· explaining why you need them· stating what skills they should have.· Write 40-50 words,2. PART TWO· You are the manager of Arvon Industrial Park and you here just received the letter below from FNT Ltd, a potential customer.· Look at the information below, on which you have already made some handwritten notes.· Then, using all your handwritten notes, write a letter of reply to FNT Ltd.· Write 120-140 words.LISTENINGPART ONE· You will hear three telephone conversations or messages.· Write one or two words or a number in the numbered spaces on the notes or forms below.· After you have listened once, replay each recording.Conversation One· Look at the notes below.· You will hear a woman discussing production problems with her boss.MEETING NOTESCosts of (1) have increased.Some of our (2) have Signed exclusive contracts with suppliers.NO time to discuss problems at (3) meeting.Product quality problems due to lack of suitably trained (4) .【点此下载音频文件】1.2.3.4.Conversation Two· Look at the note below.·You will hear a woman phoning **pany's legal department about employment contracts.Phone Message for Simon SmithEmma Paynton has a query about contracts for new (5) .She needs to know the maximum length allowed for a (6) .Also, if (7) is required, can she include it in the hourly rate?Could you check a contract from a new (8) ?【点此下载音频文件】5.6.7.8.Conversation Three· Look at the notes below.·You will hear two colleagues discussing what to include in **pany's newsletter.NEXT MONTH'S NEWSLETTERWhat to include:· Decision to introduce (9) for all staff.· Positive feedback on the new models shown at (10) last month.·Board **ing to final decision on the (11) of G and Q.N.B. Need to reassure staff that no (12) will be necessary.【点此下载音频文件】9.10.11.12.PART TWOSection One· You will hear five short recordings.·For each recording, decide what opinion the speaker has about **pany they work for. · Write one letter (A-H) next to the number of the recording.· Do not use any letter more than once.· After you have listened once, replay the recordings.【点此下载音频文件】13. ______14. ______15. ______16. ______17. ______Section Two· You will hear another five recordings.· For each recording, decide what the speaker is trying to do.· Write one letter (A-H) next to the number of the recording.· Do not use any letter more than once.· After you have listened once, replay the recordings.【点此下载音频文件】18. ______19. ______20. ______21. ______22. ______PART THREE·You will hear an insurance salesman, Dan, talking to a friend, Helen, about the appraisal interview he has just had.· For each question (23-30), mark one letter (A, B or C) for the correct answer.· After you have listened once, replay the recording.【点此下载音频文件】23.24.25.26.27.28.29.30.SPEAKINGPART ONE1. In this part, the interlocutor asks questions to each of the candidates in turn. You have to give information about yourself and express personal opinions.PART TWO1. In this part of the test, you are asked to give a short talk on a business topic. You have to choose one of the topics from the three below and then talk for about one minute. You have one minute to prepare your ideas.PART THREE1. In this part of the test, you are given a discussion topic. You have 30 seconds to look at the prompt card, an example of which is below, and then about three minutes to discuss the topic with your partner. After that the examiner will ask you more questions related to the topic.For two candidatesFor three candidatesFollow-on questions· Do you think a company benefits from holding conferences for its employees? (Why?/Why not?) · Do you think you would enjoy going to a conference? (Why?/Why not?)· How important is location to the success of a conference? (Why?/Why not?)· Could it be a problem if several managers in a company are away at conferences at the same time? (Why?/Why not?)·Should a company stop sending staff to conferences if it is having financial difficulties? (Why?/Why not?)·Apart from having conferences, what other ways **panies encourage teamwork among theiremployees? (Why?)。
剑6Test3Passage2
剑6Test3Passage2Motivating Employees under Adverse ConditionsTHE CHALLENGEIt is a great deal easier to motivate employees in a growing organisation than a declining one, when organisations are expanding and adding personnel, promotional opportunities, pay rises, and the excitement of being associated with a dynamic organisation create feelings of optimism. Management is able to use the growth toentice and encourage employees, when an organisation is shrinking, the best and most mobile workers are prone to leave voluntarily.Unfortunately, they are the ones the organisation can least afford to lose- those with the highest skills and experience. The minor employees remain because their job options are limited.Morale also suffers during decline. People fear they may be the next to be made redundant. Productivity often suffers, as employees spend their time sharing rumours and providing one another with moral support rather than focusing on their jobs. For those whose jobs are secure, pay increases are rarely possible. Pay cuts, unheard of during times of growth, may even be imposed. The challenge to management is how to motivate employees under suchretrenchment conditions. The ways of meeting this challenge can be broadly divided into six Key Points, which are outlined below.KEY POINT ONEThere is an abundance of evidence to support the motivationalbenefits that result from carefully matching people to jobs. For example, if the job is running a small business or an autonomousunit within a larger business, high achievers should be sought.However, if the job to be filled is a managerial post in a largerbureaucratic organisation, a candidate who has a high need for power and a low need for affiliation should be selected. Accordingly, high achievers should not be put into jobs that are inconsistent with their needs. High achievers will do best when the job providesmoderately challenging goals and where there is independence and Feedback. However, it should be remembered that not everybody is motivated by jobs that are high in independence, variety and responsibility.KEY POINT TWOThe literature on goal-setting theory suggests that managers should ensure that all employees have specific goals and receive comments on how well they are doing in those goals. For those with high achievement needs, typically a minority in any organisation, the existence of external goals is less important because high achievers are already internally motivated. The next factor to be determined is whether the goals should be assigned by a manager or collectively set in conjunction with the employees. The answer to that depends on perceptions of goal acceptance and the organisatiors' culture. Ifresistance to goals is expected, the use of participation in goal-setting should increase acceptance. If participation is inconsistent with the culture, however, goals should be assigned. If participation and the culture are incongruous, employees are likely to perceive the participation process as manipulative and be negativelyaffected by it.KEY POINT THREERegardless of whether goals are achievable or well within management's perceptions of the employee's ability, if employees see them as unachievable they will reduce their effort. Managers must be sure, therefore,that employees feel confident that their efforts can lead to performance goals. For managers, this means that employees must have the capability of doing the job and must regard the appraisal process as valid.KEY POINT FOURSince employees have different needs, what acts as areinforcement for one may not for another. Managers could use their knowledge of each employee to personalise the rewards over which the have control. Some of the more obvious rewards that managersallocate include pay, promotions, autonomy, job scope and depth, and the opportunity to participate in goal-setting and decision-making.KEY POINT FIVEManagers need to make rewards contingent on performance. To reward factors other than performance will only reinforce those other factors. Key rewards such as pay increases and promotions or advancements should be allocated for the attainment of the employee's specific goals. Consistent with maximizing the impact of rewards, managers should look for ways to increase theirvisibility. Eliminating the secrecy surrounding pay by openly communicating everyone's remuneration, publicising performance bonuses and allocating annual salary increases in a lump sum rather than spreading them out over an entire year are examples of actions that will make rewards more visible and potentially more motivating.KEY POINT SIXThe way rewards are distributed should be transparent so that employees perceive that rewards or outcomes are equitable and equal to the inputs given. On a simplistic level, experience, abilities, effort and other obvious inputs should explain differences in pay, responsibility and other obvious outcomes. The problem, however, is complicated by the existence of dozens of inputs and outcomes and by the fact that employee groups place different degrees of importance on them. For instance, a study comparing clerical and production workers identified nearly twenty inputs and outcome ,clerical workers considered factors such as quality of work performed and job knowledge near the top of their list, but these were at the bottom of the production workers' list. Similarly, production workers thought that the most important inputs were intelligence and personal involvement with task accomplishment, two factors that were quite low in the importance ratings of the clerks.There were also important, though less dramatic, differences on the outcome side. For example, production workers rated advancement very highly, whereas clerical workers rated advancement in the lower third of their list. Such findings suggest that one person'sequity is another's inequity, so an ideal should probably weigh different inputs and outcomes according to employee group.Passage2Motivating Employees under Adverse Conditions在逆境中激励员工挑战THE CHALLENGEIt is a great deal easier to motivate employees in a growing organisation than a declining one, when organisations are expanding and adding personnel, promotional opportunities, pay rises, and the excitement of being associated with a dynamic organisation create feelings of optimism. Management is able to use the growth toentice and encourage employees, when an organisation is shrinking, the best and most mobile workers are prone to leave voluntarily.Unfortunately, they are the ones the organisation can least afford tolose- those with the highest skills and experience. The minor employees remain because their job options are limited.在不断壮大的企业中激励员工要比在日益衰落的企业中容易得多。
6WordStress
6WordStress6 Word StressMost English words of two or more syllables have one prominent syllable that sounds longer, louder and higher in pitch than the other ones. This prominent one is said to be the stressed syllable of the word, the word stress. Speech can be hard to understand when the strongly stressed syllable is not clear or the wrong syllable is stressed.Ex.1 Listen to the following sentences. The meaning changes when you change the stress.(1)Look at the ?desert.Look at the des?sert.(2)My aunt lives in ?Egypt now.My aunt lives in a ?jeep now.(3)She lives in ?misery.She lives in Mis?souri /m??z??r? /.(4)What do you think of the ?comedy?What do you think of the com?mittee?6.1 What makes a syllable prominent?What makes a syllable prominent? At least four factors are important. They are pitch, loudness, length and quality. Generally the four factors work together in combination, though syllables may sometimes be made prominent by means of only one or two of them. Pitch, especially pitch change, produces the strongest effect in stress or prominence, and length is also a powerful factor. So we signal the stressed syllable by making it longer, louder and higher in pitch. The unstressed and lightly stressed syllables in a word are shorter, weaker and lower in pitch than the stressed syllable.6.2 Levels of stressWe have talked about two levels of stress: stressed and unstressed. This is inadequate forrepresenting English stress. According to Gimson’s Pronunciation of English, 6th edition revised by Cruttenden (2001), in a word of many syllables, there may be up to four degrees of stress (or prominence): primary, secondary, minor (or weak) and unstressed. But in practical use, three degrees are usually marked. The weak and unstressed are usually regarded as one, unstressed syllable. Written English does not have stress mark. Different degrees of stress are represented inthe transcription of words. [?] marks primary stress, [,] marks secondary stress, and unstressed syllables are marked by being unmarked. The stress-mark is put before the element on which the stress begins as in /, fo?t??gr?f?k/ (photographic), /pr?,n? ns??en/ (pronunciation).6.3 Stress patterns in simple wordsIt is a highly complex matter to analyze English stress placement, because there is no fixed place for primary stress in English words. In most cases no rules can be formulated, and even when they can, they have a lot of exceptions. The following are some general rules which can be observed.1)For most two-syllable words have stress on the first syllable, and more than 90 percent oftwo-syllable English nouns foolow this pattern (?), eg. Corner, person.Ex.2 Listen and read the following words and phrases with correct stress: pencil a sharp pencilsofa a new sofaparty a great partytable a black tabledoctor a good doctorSome two-syllable words have stress on the second syllable and more than 60 percent of two-syllable words follow this stress pattern ( ?), e.g. prevent, remind.Ex.3 Now listen and read the following phrases correctly:reduce pain enjoy the dinnerproduce grain prepare a lessonbehave yourself appoint the officersprevent accidents correct a compositionconclude a speech receive a phone call2)Most three-syllable words have stress on the first syllable (?), forexample, hospital, beautiful, holiday.Ex.4 Say these phrases:a big familya new hospitala set of furniturea happy holidaya wonderful ideaa terrible accidentSome of these words have stress on the middle syllable ( ?).Say these phrases: a good examplea large committeea fantastic planStress on the last syllable in the words ( ?).Say these phrases: underneath the chaireasy to understandin the afternoonMost words of more than three syllables also have stress on the third syllable from the end, for example, responsible, identical, apology, economy, ?opportunity, university, immatunity, bibliography3)For words of two or three syllables with one of the following prefixes,the stress usually falls on the syllable following the prefix.Ex.5 Please notice the prefixes and read the following words with correct stress:a-ago, along, about, around, appearbe- begin, below, before, become, behavecom- combine, compare, complain, command, completecon- contain, conclude, connect, convince, conditionde- detect, design, defeat, depart, delayem- embark, employ, embody, embrace, embarrassen- enjoy, engage, enrich, enslave, endurees- escape, establish, especial, essential, estrangeex- excited, excuse, express, example, explainim- impress, important, imply, improve, impossiblein- inform, intend, indeed,include, incuriousob- obtain, observe, obstruct, objective, obsessper- permit, perform, persuade, perceive, persistpre- prepare, prefer, prepay, prevent, pretendpro- protect, promote, protest, protect, producesub- submit, submerge, subsist, subjective,submittrans- transform, translate, transcribe, transmit, transplant4)For words with the following suffixes, the stress nearly always falls on thesyllable preceding the suffix.Ex.6 Readafter the tape, paying attention to the suffixes.-ian musician, physician, politician, phonetician-ic music, atomic,historic, scientific-ical physical, historical, chemical, political-ial social, essential, official, especial-ion million, opinion, revolution, impression, discussion-ify simplify, beautify, purify, modify-ible possible, terrible, responsible, horrible-ient patient, efficient, sufficient, convenient-ience patience, convenience, audience, experience-ity ability, activity, possibility, responsibility-ish foolish, childish, bookish, publish, establish-eous hideous, courageous, advantageous,-ious conscious, glorious, anxious, curious, delicious-ive native, active, objective, progressive, comprehensive-ant assistant, important, constant, resistant, dependantNote: The following suffixes do not influence the place of word-stress: -ed,-es,-er,-est,-or,-ary,-ory,-ment,-ous,-cy, -ry,-ty,-al,-ure,-ute,-ble,-ar,-ly,-less,-ness,-ful,-ing. For example:prison—prisoner move—movementconquer—conqueror carry—carryingcustom—customary beauty—beautifulproper—property sorrow—sorrownessquick—quickly help—helpless5)Some suffixes attract the primary stress onto themselves. There is a secondarystress on the first syllable in words with such suffixes. Suffixes of this kind are asfollows:-ain(for verbs only), -ee, -eer, -ier,-ade,-ese,-itis, -mental (-ental).Ex.7 Listen and read after the tape, paying attention to different stress patterns:refuge //——refugee //employ //——employee //engine //——engineer //mountain //——mountaineer //government//——governmental //fundament //——fundamental //accident //——accidental //bombard //——bombardier //lemon //——lemonade //orange //——orangeade //gastric// ——gastritis //Japan//——Japanese //6)Many English words of three or more syllables may have two stresses: primaryand secondary. The presence and the position of the secondary stress in English words are governed by the following rules: (1)Al English words of more than three syllables with the primary stress on thethird or fourth syllable from the beginning have a secondary stress on the first or second syllable, e.g.recommend //magazine //university //mathematics//(2)Words of three or more syllables in which the stress falls on the first or secondsyllable are pronounced without a secondary stress, e.g. hospital, necessary, opinion, contemporary.(3)All English words with the primary stress on the fourth or fifth syllable fromthe beginning, formed with suffixes which attract the primary stress onto the syllable immediately preceding the suffix, have a secondary stress on the syllable on which the primary stress falls in the original words.Examples:investigate //——investigation //peculiar //——peculiarity //enthusiasm //——enthusiastic //experiment//——experimental //6.4 Word-class pairsThere are several dozen pairs of two-syllable words with identical spelling which differ from each other in stress placement, apparently according to word class (noun, verb or adjective). In each of the following pairs, one of them is a verb and the other is either a noun or an adjective, the stress will be placed on the second syllable of the verb, but on the first syllable of the noun or adjective. Some common examples are given below (V=verb, A=adjective, N=noun): abstract // (A), // (V)conduct //(A), // (V)export //(N), // (V)object//(N), // (V)present //(N, A), // (V)protest//(N), // (V)Ex.8 Read the pairs of words to get their meanings.contest win a contest contest a traffic ticketobjetct a pretty object object to what was saidcontract sign a contract contract a project to a company conflict a conflict in the family classtime conflict with workcontent the content of a box content oneself with a little success conduct good conduct medal conduct a bandproduce farm produce produce cars and trucksEx.9 Read the pairs of words above in sentences. Put in stress in the words used in sentences.(1)Why does he contest every word I say?I lost the contest.(2)What is that strange object?I object to your statement.(3)Content yourself with reading this.Guess what the content of the letter is.(4)The store’s produce is fresh.Our farmers produce corn and wheat.(5)His conduct is bad.Will you conduct us to the boss?(6)I refuse to leave.Get the refuse into the cans.(7)The TV show conflicts with the game.There were many conflicts over the job.(8)Let me present you with a birthday present.6.5 Stress of compound wordsWe now pass on to another type of words, compounds. A compound can be analysed into two words, both of which can exist independently as English words. Compounds are written in different ways; some are written as one word, e.g. birthday,armchair. Some are separated by a hyphen, e.g. second-band, fruit-cake, and others may be separately by a space, e.g. desk lamp, computer virus.As far as stress is concerned, some rules can be used, though there may be exceptions.1)Most compound words have a primary stress on the first element, e.g. ?sunset (n.), ?newspaper (n.), ?note-book (n.), ?ladylike (a.), ?trustworthy(a.), ?get-out (n.), ?turn-about (n.).2)If the first part of the compound is (in a broad sense) adjectival, the stressgoes on the second element, with a secondary stress on the first, e.g.loud? speaker, second-?class, sky?blue, three?wheeler, bad-?tempered, absent-?minded, hand-?made, hard-?working. 3)Incompinds of two nouns, if the first noun indicates the material of or withwhich the second is made, we use a primary stress on the second noun, with a secondary stress on the first noun. For example,brick-?house (a house built of bricks)stone-?bridge (a bridge built of stone)paper-?bag (a bag made of paper)glass ?door (a door made of glass)4)In compounds of two nouns, if the first noun indicates the use of the second one, we have a primary stress on the first noun. For example:paper bag (a bag for keeping paper in)farm tool (a tool for doing farm work with)stone cutter (a machine for cutting stone)1)In compound nouns if the first noun implies some contrast, we use single stresson the first noun, for example,apple tree, orange juice, post card, post bag2)In compound nouns, if the first noun is (in a broad sense) the object of the secondnoun, we usually use single stress on the first noun, for example,hair dresser, story teller, door keeper, bus driver, watch maker3)In the combination of a gerund and a noun, we always use single stress on thegerund, for example:printing shop swimming poolreading room working conditionBut in the combination of a present participle and a noun, the noun must be stressed, for example,floating ?boat running?watersmiling ?girl cleaning ?womanEx.10 Here are some phrases and compounds with –ing- words. Compare the patterns. Read across and associate meanings:(1)smoking room a room on fire (that is smoking)smoking room a room where one may smoke (for smoking)(2)dancing girl a girl who is dancingdancing girl a girl who dances professionally(3)smoking jacket a jacket on firesmoking jacket a jacket commonly worn while smoking(4)racing car a car that is speeding or racingracing car a car used for formal racing(5)rocking chair a chair that is rockingrocking chair a chair built and used for rocking(6)singing voice a voice that is singingsinging voice a voice appropriate for singing(7)hunting dog a dog that is huntinghunting dog a dog used for hunting(8)cheering section a section (of people) who are cheeringcheering section a section (of students) organized to encourage athletic team 4)The stress pattern of compound noun must be distinguished from those of nounphrases which are formed by adjective +noun or noun +noun and which typically have a secondary stress +primary stress except in cases when an emphatic contrast is intended on the first element, for example, the noun phrase ―black board‖indicates a board which is black. The compound noun ―blackboard‖ refers to a board used in schoolrooms on which the teacher writes or draws with chalk.Ex.11 In the following exercise be sure that you accurately and carefully distinguish the phrases from the compound nouns. Note that the stress contrast helps to differentiate the two patterns.Noun phrase Compound( ?) ( ?)black bird blackbirddark room darkroomgold fish goldfishgreen house greenhousered cap redcapfree way freewayshort hand shorthandgrey beard greybeardtall boy tallboywhite house White Housetoy store toy storehead doctor head doctorEnglish teacher English teacher7 Sentence StressEx.1Ex.2Ex.3Ex.48 Rhythm in English Speech Ex.1Ex.2Ex.3Ex.4。
高分句表达法(正式文体)
写作高分句子及文体(注:英语考试中的写作,都属于正式文体)1:写作时,尽量不要用缩写形式。
如don% mustn% he f s, rve, etc., should be avoided in formal E writing* 应写成:do not, must not, he is/he has, I have 等。
2.人称代词的使用(one, we, you they四个代词中,最正式的人称代词是。
ne,其次是we, 口语中多用you)例:One must believe in something.人一定要有信仰。
(最正式)也可以说:We must believe in something・3・ Participle phrases are generally used (分词词组属于高分句)4.Nominative absolute constructions(独立主格结构)are generally used in formal style:5.Adjective and adverbial phrases placed before the subject often make the sentence formal: Eager to finish the work, he continued to do it until midnight.(形容词以及副词词组用于句首, 属于高分句句型)6.Parenthetical remarks often make a sentence formal: 使用^paeran^ctikl]插入语He shaved very slowly and carefully, as was his custom” in front the mirror above the sink・7.Avoid informal words and phrasal verbs (colloquial)8. A series of nouns, verbs, or adjectives may make a sentence sound formal:His anger prevented him from doing, saving, and listening to anything・Informal /common formal/big/learned words (注:也就是高分词)queer, strange eccentriclearned eruditesame/similar identicalclear explicitraise elevatelucky fortunateleave departtry endeavorroom accommodationlive dwell• about approximately• ask inquire• begin commence• buy purchase• carry bear(承载)• change transform• end conclude(结束^terminate・get(获得)obtain• have possess• say emark• use ---------------- ------ employ; adopt; utilize•careful •enough -------cautious ------- s ufficientfill up (占住)—————occupy find outcarry outuse up wearawaymake...weakput offdiscover implement/perform exhaust; consume erode weaken postpone/delay • give offer• deep profound• clever (smart ) ---- intelligent;• hard-working ..... diligent;• rich ........ ............................. wealthy• Poor ----------------- impoverished• so -------- t herefore, consequently, accordingly• very ----------------- extremelyPhrasal verbs are colloquial and often used in conversational style(注:口语词汇多用在口语中,也就是说这些动词词组多用在口语中,在写作中,多用 他们的对应的高分词)continue enter meet/encounter surrendercarry oncome in come acrossgive in go on go along with (陪伴)look into put up with get away take in in the end send for (派人请) take in push in (插入) push down set up put together put out; go out (熄灭) take...into pieces (拆除) set fire to (点火) turn upside down (使颠倒) keep up (维持) take away (移开) drive forward (推进) look at over 检查 bring in continue accompany investigate bear, endure, stand, tolerate leave, escape absorb eventually summon absorb insert; add depress (挤压) erect aggregate extinguish dismantle ignite invert maintain remove propel examine introduce•at once ----------------------------- i mmediately/instantly •Do away with; get rid of; put an end to ----- a bolish •Get in touch with ----------- Contact •make up for --------------- compensate (loss...) • If you don't ・・・ Failing / Failure to...Pm sorry but... ( 口语句式) We regret to inform you that...(后面的属于高分句) Pm happy to say that... We have pleasure in announcing that...(后面的属于高分句) If you lose it, then please contact us as soon as possible ・ (口语句)or Any loss of this document should be reported immediately..・(高分句) 8. Modal Usage• If you need any help give us a call ・b Should you require any assistance, please feel free to contact us ...(虚拟的倒装,高分句)2. when expressing an opinion or belief, try to use impersonal structures.(不带个人色彩的结 构)Eg: it can be seen that ....... instead of you can see; it is commonly believed that (I)believe, it is said... instead of / hear...・Other examples of impersonal constructions include: it is argued that... it is found through research that... research has found that... studies have revealed that... it is estimated that... This is where the disagreements and controversies begin ・・・The data indicates that ・・・This is not a view shared by everyone; Jones, for example, claims that …It is worthwhile at this stage to consider that..・Of course, more concrete evidence is needed before …Several possibilities emerge …A common solution is that..・3. Nominalization (名词化)• 1) Our monitor didn z t come today. He has got a flu. (口语化句子)• -> The flu caused the absence of our monitor today. (正式化句子)• The absence of our monitor is because of his illness ・ (正式化句子)• 2)lack of (if there is no...), ignorance of (don #t know ...), illiteracy in (can J tread.../ can #t use...), failure (didn't do...)(括号内的属于口语化表达法)・例:要是没有足够的资金,这个工程就会瘫痪 If there is no enough money, the project will be paralyzed •(口 语版)or Lack of sufficient money will paralyze the project ・(写作版)All over the country people no longer believe that marriage is necessary ・ 口语版) -> Belief in the necessity of marriage has declined for all age groups and in every region of the country.(写作版)正式表达法句 型 或 句 子e modality to show caution about your views, or to allow room for others to disagree, for example, instead of writing (说话不要太绝对)• "I think second-hand smoke causes cancer"(太绝对,不好)"Second-hand smoke may cause cancer'\ (稍好)"There is evidence to support the possibility that second-hand smoke increases the risk of cancer.(最好的表达,建议背下来)3) I can^t agree with this idea・(口语版)-> It would be difficult to agree with this idea・-> This idea requires further discussion and research before agreement may be reached・(背)We all believe that a person who wants to learn will have a certain amount of success with the learning experience・(口语版)Revised: It is widely believed that a motivated learner will have a certain degree of success with the learning experience・Revised: Many researchers accept the idea that motivation leads to success in learning・练习题Task: The sentences below are grammatically accurate but the style Is inappropriate. Re-write these sentences in a more academic stvle making anv changes vou need to.1.The planners reviewed the report and said that it was ok/great・2・ It's obvious that the work environment is going to get a lot worse.3・ The Chinese economy would like to look after itself, but it's also affected by things that happen outside the country.4.Their historical approach to economics is just not the right way to go about it.5.Personally, I think that economic stability depends upon social cohesion.(社会凝聚力)6.The research team said that their techniques were ok but needed to be further refined.7.It was clear that the team had done a lot and were satisfied with what they'd done.8.They worked together oil the project for 10 years.参考答案1.The planners renewed..・ it was veiy satisfactory.2・ It is obvious that the work environment is going to deteriorate/worsen. ( dark en widen 形容词转化成对应的动词的变法)3・ The Chinese economy would like to be self-sufficient, but it is also affected by external factors ・4・ Their historical approach..・ is inappropriate・5.Some writers maintain that economic stability depends upon social cohesion.6.The research team said that their techniques、、ere sntisFactorv but needed to be further refined ・7.It was clear that the team had completed a significant amount oF work and were satisfied with their achievements.& They collaborated on the project for 10 years.如果我们(你们)采用这种技术,我们(你们就能大大地提高效率。
鉴别信息作文英语
鉴别信息作文英语Information discrimination is a crucial skill in today's digital age. With the vast amount of information available online, it is essential to be able to distinguish between reliable sources and misinformation. In this article, we will discuss the importance of information discrimination and provide some tips on how to effectively evaluate the credibility of information.First and foremost, it is important to consider the source of the information. Reliable sources such as government websites, academic journals, and reputable news organizations are more likely to provide accurate and unbiased information. On the other hand, information from personal blogs, social media posts, and websites with a clear bias should be approached with caution.Furthermore, it is important to look for evidence to support the information presented. Reliable sources will typically provide citations, references, or links to additional resources that back up their claims. If the information lacks supporting evidence or if the sources are questionable, it is best to be skeptical of its accuracy.Another important factor to consider is the author's expertise and credentials. Information from experts in the field or individuals with relevant experience is more likely to be reliable. It is also important to consider whether the author has a conflict of interest that may influence the information presented.In addition, it is crucial to assess the timeliness of the information. In today's fast-paced world, information can quickly become outdated. Therefore, it is important to check the publication date of the information and look for more recent updates or developments on the topic.Moreover, it is important to consider the tone and language used in the information. Reliable sources will typically present information in a clear, objective, and professional manner. Information that uses emotional language, exaggerations, or sensationalism should be approached with caution.Lastly, it is important to cross-reference information from multiple sources. By comparing information from different sources, you can identify inconsistencies, biases, or inaccuracies. This can help you form a more well-rounded and informed understanding of the topic.In conclusion, information discrimination is a critical skill in today's digital age. By carefully evaluating the source, evidence, author, timeliness, tone, and cross-referencing information, you can effectively distinguish between reliable sources and misinformation. By honing this skill, you can make better-informed decisions and navigate the vast sea of information available online with confidence and clarity.。
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Int.Fin.Markets,Inst.and Money14(2004)313–328Evidence to support the four-factor pricing model from the Canadian stock marketJean-François L’Her a,∗,Tarek Masmoudi b,1,Jean-Marc Suret c,2a Research-Risk Management and Depositors’Accounts Management,La Caisse de dépˆo t et placement duQuébec,Centre CDP Capital,1000Place Jean-Paul-Riopelle,Montréal,Qué.,Canada H2Z2B3 bÉcole des HautesÉtudes Commerciales,3000Chemin de la Cˆo te-Sainte-Catherine,Montréal,Qué.,Canada H3T2A7c School of Accountancy,Facultéd’Administration,UniversitéLaval,Québec,Qué.,Canada G1K7P4Accepted26September2003Available online9April2004AbstractThis paper tests the Fama-French three-factor pricing model augmented by a momentum factor on the Canadian stock ing Fama-French’s methodology to construct the risk factors,the average annual premium obtained for the market,size,book-to-market and momentum risk factors are, respectively,equal to4.52,5.08,5.09and16.07%,over the July1960–April2001period.The results relative to the three zero-investment portfolios are in line with those obtained by Liew and Vassalou [Journal of Financial Economics57(2000)221]for the1976–1996period,even though the authors use sequential sorts to construct the risk factors.The main evidence of regularities in factors’behavior are as follows:the size factor returns are substantially greater in January than in other months,whereas the momentum factor returns are always significant,except in January.Book-to-market factor returns are positive(negative)and highly(barely)significant in down-markets(up-markets).Lastly,regarding conditioning on the monetary policy environment,wefind that the SMB and HML premiums are only significant in an expansive environment.©2004Elsevier B.V.All rights reserved.JEL classification:G12Keywords:Four-factor pricing model;Canadian stock market∗Corresponding author.Tel.:+1-514-847-2601;fax:+1-514-847-5443.E-mail addresses:jlher@cdp.ca(J.-F.L’Her),tarek.masmoudi@hec.ca(T.Masmoudi),jean-marc.suret@fsa.ulaval.ca(J.-M.Suret).1Tel.:+1-514-340-6000;fax:+1-514-340-6411.2Tel.:+1-418-848-3021;fax:+1-418-656-7746.1042-4431/$–see front matter©2004Elsevier B.V.All rights reserved.doi:10.1016/j.intfin.2003.09.001314J.-F.L’Her et al./Int.Fin.Markets,Inst.and Money14(2004)313–3281.IntroductionSince1992,Fama and French have outlined the importance of three factors in explaining security returns.These factors are the market premium(market excess return),the size premium(difference in returns between portfolios of small capitalizationfirms and big capitalizationfirms;small minus big(SMB))and the book-to-market premium(difference in returns between portfolios of high book-to-market and small book-to-marketfirms;high minus low(HML)).The last two factors are designed to mimic“two underlying risk factors or state variables of special hedging concern to investors”(Fama and French,1996,p.57).Fama and French argue that this pricing is rational and conjecture that the book-to-market premium is associated with a relative distress factor,as did Chan and Chen(1991).In other words, value stocks that have high book-to-market ratios(or earnings-to-price cashflow-to-price; see Lakonishok et al.,1994or Fama and French,1996)have,on average,higher returns than growth stocks or glamour stocks,that is stocks that have low book-to-market ratios(or earnings to price or cashflow to price).The Fama and French three-factor pricing model captures most market anomalies(Fama and French,1996),except the momentum anomaly.A number of studies initiated by Jegadeesh and Titman(1993)show that strategies that involve taking a long(short)po-sition in well(poorly)performing stocks on the basis of past performance over the previous 3–12months tend to produce significantly positive abnormal returns of about1%per month for the following year.These return continuation strategies(momentum return in individual stocks),motivated by the positive correlation between past and future stock returns,have been tested extensively.The results,which are corroborated by Fama and French(1996) and Jegadeesh and Titman(2001)for the United States,apply equally well to developed markets(see Rouwenhorst(1998),Chui et al.(2000)for Asian markets)and emerging markets(Rouwenhorst,1999).Grundy and Martin(2001)conclude that“assuming that the anomaly(profitability of momentum strategies)endures,then,quite appropriately,it will enter the lexicon offinance as a‘factor’whose economics are as well understood as the SMB and HML factors:if it remains a fact,it becomes a factor(p.72).”Few studies have augmented the Fama and French three-factor model with a momentum factor winners minus losers(WML).Following Carhart(1997),Brav et al.(2000),Eckbo et al.(2000),Jegadeesh (2000),and Liew and Vassalou(2000),we use a four-factor pricing model(FFPM).The magnitude of the size and book-to-market premiums cast some doubts on the CAPM, but also created skepticism among thefinancial management and academic communities:first,in1999–2000,growth stocks in the US have experienced an unprecedented extraor-dinary good performance;second,“if small,high B/M stock earn such high returns,how come investment professionals have a hard time beating the S&P500—an index of large, low B/Mfirms?”(Loughran,1997,p.250).This study provides another out-of-sample test of the Fama-French TFPM and the momentum factor in the Canadian stock market,and sheds some light on this debate.To our knowledge,only three studies have reported results obtained on two or three zero-investment portfolios in Canada over a long period.All these studies consist of in-ternational research in which Canadian results are not the main focus.Arshanapalli et al. (1998a,b)report results on18international equity markets,over the1975–1996period. Theyfind positive HML premiums in13out of18markets and positive SMB premiums inJ.-F.L’Her et al./Int.Fin.Markets,Inst.and Money14(2004)313–328315 10out of18markets.Both results pertaining to Canada are significantly positive.Bauman et al.(1998)use four valuation ratios to define value stocks and growth stocks in19coun-tries.Over the1985–1996period,theyfind a positive HML premium in11out of19markets (including Canada),and a strongfirm-size effect.Only Liew and Vassalou(2000)have ex-amined the returns from SMB,HML and WML in Canada.In a study of10major markets, the authorsfind significant local SMB premiums for four out of ten markets,significant local HML premiums for nine out ten markets and significant local WML premiums for eight out of10markets.3All results pertaining to Canada are significantly different from zero over the1978–1996period.The main differences between Liew and Vassalou(2000)and this study are as follows. Liew and Vassalou focus on the predictability of economic growth through book-to-market, size and momentum risk factors in10major markets,whereas this study focuses on the risk factors’returns in Canada and examines the regularities in the factors’behavior that are associated with the turn-of-the-year,with up-and down-market conditions,as well as restrictive and expansive monetary policies.Liew and Vassalou examine the1978–1996 period and their sample of Canadianfirms comprises274on average,whereas the period analyzed in this study is much longer(the1960–2001period)and the average number of firms is298.Finally,the portfolio construction procedure to calculate SMB,HML and WML is based on three sequential sorts in Liew and Vassalou,whereas the one used here is based on three independent sorts,followed by an orthogonalization of HML and WML with SMB(Fama-French methodology).The main results are presented below.First,the average annual returns on SMB and HML are,respectively,equal to5.08and 5.09%,with standard deviations of10.97and12.72%.The SMB premium is slightly larger and less volatile than the one observed by Fama and French in the US,however,the HML premium is lower and as volatile as the premium found by Fama and French in US.WML premium is by far the largest premium observed in the Canadian stock market:1.34%per month.This premium is comparable to the one observed in the US by Jegadeesh and Titman (2001)over the1965–1998period(1.23%per month,t-statistic=6.43).4These results are also consistent with those obtained by Liew and Vassalou(2000)over the1978–1996period. Second,it documents in the Canadian stock market the very pronounced January effect documented by Loughran(1997),Davis(1994),and Davis et al.(2000)in the US.Average returns in January are significantly different from0at the1%level for the market,SMB and HML premiums.They are still significantly different from0for the other months,but to a much lesser extent.We alsofind that up-and down-markets influence the SMB and HML premiums as reported by Chan et al.(1998)in the US,the UK and Japan.During periods of up-markets,the SMB and HML premiums are not significantly different from zero,whereas in periods of down-markets the size premium,and particularly the book-to-market premiums are positive and very large.Finally,following Jensen et al.(1997),we also examine the influence of the monetary environment over the SMB,HML and WML premiums.We find that the stratification between periods of restrictive expansive monetary policy has 3These reported results hold for quarterly rebalancing frequencies,which yield higher returns than portfolios rebalanced on semi-annual or annual frequencies.4Jegadeesh and Titman(2001)used10momentum portfolios and the numbers reported hold for the hedge portfolio:the top10%minus the bottom10%.316J.-F.L’Her et al./Int.Fin.Markets,Inst.and Money14(2004)313–328no significant impact on the WML premium,whereas,consistently with JJM,the SMB and HML premiums are not significant in a restrictive monetary environment,and highly significant in an expansive monetary environment.The remainder of the paper is organized as follows.In Section2,we present the FFPM, the data and the methodology used to construct the factors.In Section3,we present the results on the risk factors,then on the regularities in the factors’behavior in the Canadian stock market.Section4presents concluding remarks.2.Data and methodologyThis section describes the data followed by the methodology used to calculate the four risk factors.2.1.DataWe examine the monthly returns from the four factors:R M−R F,SMB,HML and WML on the Canadian stock market over the July1960–April2001period.Data rela-tive tofinancial statements come from the Financial Post database(from1959to1986; 1992version)and from Research Insight Compustat(from1987to2000;2001version).5 Monthly stock returns andfirms’market equity(ME:number of shares outstanding times the stock price)come from the TSE-Western tape(from July1959to December1986; 1998version)and from Research Insight Compustat(from January1987to April2001; 2001version).The market return is a value-weighted return computed from the sample.6 Returns from the risk-free asset are estimated from the Scotia Capital91-day Canadian Treasury Bills series.Book equity(BE)is computed as the book value of stockholders’equity,plus balance sheet deferred taxes and investment tax credit(if available),minus the book value of preferred stock(see Fama and French,1992).All observations with a negative BE are excluded from the sample.Thefinal sample includes12,526observa-tions(firm/year).The average annual number offirms is298.However,the average num-ber is122for the1960s,233for1970s,272for the1980s and520for the1990s.For the sake of comparison,the average numbers offirms for the Canada are,respectively, 274in Liew and Vassalou(2000)for the1978–1996period,101in Arshanapalli et al. (1998a)for the1975–1996period,and113in Bauman et al.(1998)for the1986–1996 period.2.2.Construction of the four factorsThe four-factor pricing model states that the excess return of a security is explained by the market portfolio and three factors designed to mimic risk variables related to size,5To avoid a look-ahead bias,the book equity corresponding to the end of thefiscal year y is assumed to be available in June from year y+1.Consequently,as in Fama and French,returns from factors are measured from July of year y+1to June of year y+2.6The correlation between our sample market return and the TSE300index is more than96%.J.-F.L’Her et al./Int.Fin.Markets,Inst.and Money14(2004)313–328317 book-to-market(BM)and momentum.According to the FFPM,stocks’excess returns are equal to:E(R it)−R ft=b i×(E(R mt)−R ft)+s i×E(SMB t)+h i×E(HML t)+w i×E(WML t)(1) where the factor loadings are,respectively,b i,s i,h i and w i.We have constructed SMB and HML in keeping with Fama and French(1993),and WML is constructed as up minus down(UMD)on Kenneth French’s Website.For each month t from July of year y−1to June of year y,we rank the stocks based on their size and book-to-market ratio of June y−1.We then use these two rankings to calculate a 50%breakpoint for size,and30and70%breakpoints for book-to-market.The stocks are subsequently sorted into two size groups and three book-to-market groups based on these breakpoints.In addition,the stocks above the50%size breakpoint are designated B(for big)and the remaining50%are designated S(for small).In addition,the stocks above the 70%book-to-market breakpoint are designated H(for high),the middle40%are designated N(for neutral)and thefirms below the30%book-to-market breakpoint are designated L (for low).We form six value-weighted portfolios,S/L,S/N,S/H,B/L,B/N and B/H as the intersection of size and book-to-market groups.Note that the number offirms in each of the six portfolios varies.SMB is the equally-weighted average of the returns on the small stock portfolios minus the returns on the big stock portfolios:SMB=((S/L)−(B/L))+((S/N)−(B/N))+((S/H)−(B/H))3(2)Similarly,HML is the equally-weighted average of the returns on the value stock port-folios minus the returns on the growth stock portfolios:HML=((S/H)−(S/L))+((B/H)−(B/L))2(3)For each month t from July of year y−1(beginning in July1990)to June of year y,werank the stocks based on their size in June y−1and their performance between t−12and t −2.7We proceed for the momentum factor as for the book-to-market factor.Stocks above the70%prior performance breakpoint are designated W(for winner),the middle40%aredesignated N(for neutral)and thefirms below the30%prior performance breakpoint aredesignated L(for loser).We form six value-weighted portfolios,S/L,S/N,S/W,B/L,B/N andB/W,as the intersection of size and prior performance groups.WML is the equally-weightedaverage of the returns on the winner stock portfolios minus the returns on the loser stockportfolios:8WML=((S/W)−(S/L))+((B/W)−(B/L))2(4)7The portfolio ranking is in t−2and not t−1,for the bid-ask bounce can attenuate the continuation effect (see Rouwenhorst,1998or Jegadeesh and Titman,2001).8Liew and Vassalou(2000)used three sequential sorts,Carhart(1997)did not construct size-neutral momentum portfolios and Brav et al.(2000)used50%breakpoints for momentum.318J.-F.L’Her et al./Int.Fin.Markets,Inst.and Money14(2004)313–328We also determine the market risk premium,which is the capitalization-weighted returnof all the securities considered in excess of the realized monthly return on91-day CanadianTreasury Bills(R m−R f).Using data from July1960to April2001,we derive the time-series of the market,size,book-to-market,and momentum premiums,which are described in thenext sections.3.ResultsWefirst present summary statistics on the distribution of the four factors:market excessreturns,SMB,HML and WML.Then,we discuss the portfolio returns obtained from strate-gies based on market equity alone,book-to-market-equity alone,and strategies based onstly,we examine the regularities in the factors’behavior.3.1.Summary statisticsTo our knowledge,the only researches that have examined the factor returns in theCanadian stock market over a long period are the international studies by Liew and Vassalou(2000),Arshanapalli et al.(1998a,b),and Bauman et al.(1998).9Liew and Vassalou usedthree sequential sorts instead of the Fama-French methodology.Even if the results are notdirectly comparable,they found three significant positive SMB,HML and WML premiumsin Canada for quarterly,semi-annual and annual rebalancing.The SMB and HML premiumsare stable,respectively,within the intervals of[7.44%,8.56%]and[4.85%,6.02%].TheWML premium is not significantly different from zero for annual rebalancing(3.32%),but very important for quarterly and semi-annual rebalancing(14.50and10.52%).ACDSexamine the robustness of the value investing strategy over the1975–1996period for18equity markets.They compute the SMB and HML factors in the same way as BARRA.They report an annualized mean of0.68%for SMB and3.43%for HML.BCM use fourvaluation ratios to define value stocks and growth stocks in21countries.Assigning stocksto quartile groups(equally-weighted portfolios),theyfind that the spread between valueand growth stocks is positive in11out of the19markets considered;the HML averagegeometric return is1.2%.Table1presents a summary of the main results obtained by thesestudies in the Canadian stock market as well as the main results obtained in the US.Table2,panel A presents summary statistics on the distribution of the four factors inCanada.The average annual market premium is4.52%,which is lower than the historicalpremium observed in the United States.The market premium annualized standard deviationis15.23%,so we can reject the null hypothesis(t(mean)=1.89)at the95%confidencelevel.Over the1960–2001period,the average monthly return on the SMB factor is0.42%,corresponding to5.08%annually.This size premium is considerable,and we must rejectthe null hypothesis(t(mean)=3.96)at the99%confidence level.The annualized SMB9Ikenberry et al.(2000)also reports significant SMB and HML premiums over the July1990–March1998 period,but this study focused on examining the excess performance of stock repurchase programs measured relative to the Fama and French(1993)three-factor model using BARRA’s methodology.J.-F.L’Her et al./Int.Fin.Markets,Inst.and Money14(2004)313–328319 standard deviation(10.97%)is almost30%lower than the market premium standard devi-ation(15.23%).Therefore,this portfolio is much less risky than the market excess return. For the42-year period examined in the study,the average annual return on the HML factor is equal to the average annual return on the SMB factor.The annualized HML standard de-viation(12.72%)is between the market premium and SMB standard deviations.However, we still reject the null hypothesis at the99%confidence level(t(mean)=2.55).The SMB premium is slightly larger and less volatile than the one observed by Fama and French in the United States(4.92and15.44%;1996,Table1,1964–1993period).However,the HMLTable1Summary of main results obtained by comparable studies in Canada(panel A)or in the US(panel B)Period R m−R f SMB HML WML Panel A:CanadaLiew and Vassalou(2000)a1978–1996Mean(%) 4.857.4414.50 Standard deviation(%)10.7111.0614.80 t-statistic 2.01 2.98 4.34 Arshanapalli et al.(1998a,b)b1975–1996Mean(%)0.68 3.43Standard deviation(%)7.6010.44t-statistic0.40 1.47Bauman et al.(1998)July1986–June1996Mean(%) 5.40 1.20Standard deviation(%)t-statisticPanel B:the United StatesFama and French(1996)July1964–June1993Mean(%) 5.94 4.92 6.33Standard deviation(%)16.3315.4413.11t-statistic 1.96 1.72 2.60Davis et al.(2000)c July1929–June1997Mean(%)8.34 2.43 5.66Standard deviation(%)19.9211.2910.77t-statistic 3.43 1.76 4.30 Jegadeesh and Titman(2001)d1965–1998Mean(%)15.80 Standard deviation(%)13.32 t-statistic 6.81a Liew and Vassalou(2000)calculated factor returns for quarterly,semi-annual,and annual rebalancing fre-quencies.We report factor returns calculated on a quarterly rebalancing frequency.b We compute t-statistics of Arshanappalli,Coggin,Doukas and Shea on the basis on annualized means and standard deviations reported in Appendix A,p.20.c We annualize the means and standard deviations reported by Davis et al.(2000)and calculate the t-statistics on68years.d We annualize the means and standard deviations reported by Jegadeesh and Titman(2001)and calculate the t-statistics on34years.The WML factor is the difference between P1and P10.P1(P10)are the equally-weighted portfolio of10%of the stocks with the highest(lowest)returns over the previous6months.320J.-F.L’Her et al./Int.Fin.Markets,Inst.and Money14(2004)313–328Table2Summary statistics and correlations between the four factors monthly returns(R m−R f,SMB,HML and WML) on the July1960–April2001period(N=490)R m−R f SMB HML WML Panel AMean(%)0.380.420.42 1.34 Standard deviation(%) 4.40 3.17 3.67 4.45 t(mean) 1.89 2.96 2.55 6.66 Minimum(%)−23.27−14.12−21.92−19.09 Maximum(%)17.1015.5217.4017.50 Compounded mean return(%)0.230.310.30 1.03 Panel BR m−R f 1.00SMB0.12∗∗ 1.00HML−0.36∗∗−0.39∗∗ 1.00WML0.070.15∗∗−0.13∗∗ 1.00 R m stands for the value-weighted market return obtained from thefirms considered in the sample.R f represents the return on a portfolio of Canadian Treasury Bills of expiry91days(source:Scotia Capital).SMB is the return from a hedged portfolio for which the securities whose stock exchange capitalization is small are bought and the securities for which the stock exchange capitalization is large are shorted.HML is the return from a hedged portfolio for which the securities for which the ratio book-to-market is high are bought and the securities for which the ratio book-to-market is low are stly,WML represents the return of a hedged portfolio for which securities with the best prior performance over the previous period(t−12with t−2)are bought and securities with the worst performance during the same period are shorted.t(mean)is the mean return divided by its standard error(standard deviation/4890.5).∗∗Significant at a95%confidence level.premium is lower and as volatile as the premium found by Fama and French in United States (6.33and13.11%;1996,Table1,1964–1993period).The annual HML premium is compa-rable to the HML premiums obtained by Fama and French(1998)in other developed markets (US:6.79%;Hong-Kong:7.16%;France:7.64%;Sweden:8.02%;Table3,p.1981).10 The WML premium is very large,16.07%per year.11The annualized standard deviation is the largest,slightly higher than the market premium(15.41%).The null hypothesis cannot be rejected at the99%confidence level(t(mean)=6.66).The WML premium is by far the largest premium observed in the Canadian market:1.34%per month.This premium is comparable to the one observed in the US by Jegadeesh and Titman(2001)over the 1965–1998period(1.23%per month,t-statistic=6.43),even if over the1926–1995 period,Grundy and Martin(2001)reported a much lower premium(0.44%per month, t-statistic=1.83).1210Fama and French(1998)use data from MSCI in13developed markets(United States and EAFE)and16 emerging markets.Because MSCIfirms are large,Fama and French could not test for the size effect and comparison is impossible.11On the TSE100,over the period1978–1992,Foerster et al.(1994)obtained for the top10%and bottom10% an annualized return of41.2and10.9%respectively.They rank stocks based on the weighted average of their past four quarters of price changes and repeat the procedure each quarter.12This low average return is mainly due to the negative performance of the momentum strategy during the 1926–1945period(−0.91%per month,t-statistic=−1.36).J.-F.L’Her et al./Int.Fin.Markets,Inst.and Money14(2004)313–328321 Table3Summary statistics per month on the four factor returns:R m−R f,SMB,HML and WML returns(July1960–April 2001)Month Statistics R m−R f SMB HML WML January Mean(%) 1.95 2.56−0.05−0.49Standard deviation(%) 4.99 4.07 4.10 5.62t(mean) 2.51 4.03−0.08−0.55 February Mean(%)0.12 1.280.94 1.49Standard deviation(%) 3.62 3.59 5.53 4.50t(mean)0.21 2.27 1.09 2.12 March Mean(%)0.310.57 1.37 1.01Standard deviation(%) 4.16 3.37 3.18 4.49t(mean)0.48 1.09 2.76 1.44 April Mean(%)0.33−0.09 1.45 1.10Standard deviation(%) 4.30 3.53 2.66 4.14t(mean)0.50−0.15 3.50 1.70 May Mean(%)−0.100.51−0.06 1.13Standard deviation(%) 3.54 2.60 3.30 3.21t(mean)−0.19 1.25−0.11 2.25 June Mean(%)−0.36−0.270.59 2.18Standard deviation(%) 4.10 2.80 3.38 4.67t(mean)−0.56−0.62 1.11 2.99 July Mean(%)0.520.250.09 1.80Standard deviation(%) 3.71 2.53 2.14 3.99t(mean)0.900.620.26 2.89 August Mean(%)0.470.12−0.320.77Standard deviation(%) 5.39 2.53 2.74 4.40t(mean)0.560.29−0.74 1.13 September Mean(%)−1.250.310.550.78Standard deviation(%) 4.04 2.29 3.25 4.11t(mean)−1.980.87 1.09 1.22 October Mean(%)−0.94−0.560.79 1.54Standard deviation(%) 5.78 3.11 4.02 4.57t(mean)−1.04−1.15 1.27 2.15 November Mean(%) 1.080.32−0.50 2.50Standard deviation(%) 4.31 3.31 5.04 4.73t(mean) 1.600.62−0.64 3.38 December Mean(%) 2.350.070.23 2.28Standard deviation(%) 3.21 2.97 3.15 4.32t(mean) 4.690.150.46 3.38 Months other than january Mean(%)0.230.230.47 1.51Standard deviation(%) 4.32 3.00 3.63 4.30t(mean) 1.14 1.61 2.727.43 Ratio January to other months8.4111.24−0.11−0.32 R m−R f,SMB,HML and WML monthly excess returns are partitioned relatively to months to examine seasonality in returns.t(mean)is the mean return divided by its standard error(standard deviation/4890.5).322J.-F.L’Her et al./Int.Fin.Markets,Inst.and Money14(2004)313–328The results obtained on the SMB,HML and WML premiums are in line with thosereported by Liew and Vassalou(2000)over the1978–1996period.The HML premiumreported by Arshanapalli et al.(1998a)over the1975–1996period is approximately thesame as the HML premium we report.13However,the SMB premiums differ significantly.Table2,panel B presents the correlations between the factors.The correlation coeffi-cients are low,which is consistent with the way factors are constructed:orthogonalizationof SMB and HML or SMB and WML.However,they are all significant at the95%confi-dence level(one exception between R m−R f and WML).The highest absolute values are observed between HML and R m−R f and between HML and SMB.The HMB factor is negatively correlated with all factors.By comparison,(Davis et al.,2000,p.392)report a13%correlation between SMB and HML over the July1929–June1997.3.2.Regularities in the factors’behaviorBelow,we document regularities in the factors’behavior that are associated with theturn-of-the-year and with up-and down-market conditions,as well as restrictive and expan-sive monetary policies.3.2.1.Turn-of-the-year effectChan et al.(1998)report a very marked January effect for the SMB and HML factors.14Loughran(1997)contends that Fama and French’s empiricalfindings are driven by a Jan-uary seasonal effect in the book-to-market effect and low returns on small newly-listedgrowth stocks outside of January.Davis(1994)documents that book-to-market does notexplain cross-sectional variation in returns once January is excluded from the sample.Overthe July1929–June1997period,Davis et al.(2000)report a market premium of0.67%permonth(t-statistic=3.34),0.46%per month(t-statistic=4.24)for the book-to-marketpremium and0.20%(t-statistic=1.78)for the size premium.Jegadeesh and Titman(2001)report a strong January effect in momentum profits.Over the1965–1998period,returns from winners and losers are,respectively,3.40and4.95%(t-statistic=−1.87for the hedge portfolio)in January versus1.49and0.01%in other months(t-statistic=7.89).The seasonal effects of the four factors are shown in Table3.Market excess returns arepositive in2out of3months.However,they are only significantly different from zero atthe1%level in January(1.95%)and December(2.35%).The SMB returns are positive for3out of4months,and significantly different from zeroat the1%level in January(2.56%)and February(1.28%).The SMB return is positive butnot significant for the non-January months.The SMB effect is mostly driven by January:theratio of the average return in January to the average return observed in non-January monthsis equal to11.24.This result is consistent with the turn-of-the-year effect documented by13The HML premium of10.73%reported by Arshanapalli et al.(1998b)for Canada over the1975–1995period significantly differs from the those reported by Arshanapalli et al.(1998a),Liew and Vassalou(2000)and us. 14Usingfive portfolios,theyfind that the return spread between large and smallfirms in January is−8.45% on average in January,and that the return spread between high book-to-market and low book-to-marketfirms is 6.46%.。