第6課課文及課文翻譯

ThankGodIt’sMondayByJyotithottam(1)Asresearchersinpsychology,economicsandorganizationalbehaviorhavebeengraduallydiscovering,theexperienceofbeinghappyatworklooksverysimilaracrossprofessions.從事心理學(xué)、經(jīng)濟(jì)學(xué)和組織行為學(xué)研究的人已逐漸發(fā)現(xiàn),各行各業(yè)的人們?cè)诠ぷ髦懈惺艿娇鞓返捏w驗(yàn)看起來十分相似。Peoplewholovetheirjobsfeelchallengedbytheirworkbutincontrolofit.熱愛本職工作的人會(huì)感到他們的工作有挑戰(zhàn)性,但自己能駕馭它；Theyhavebosseswhomakethemfeelappreciatedandco-workerstheylike.他們既得到老板的賞識(shí),又有和自己投緣的同事；Theycanfindmeaninginwhatevertheydo.無論干什么他們都能發(fā)現(xiàn)其中的意義。Andtheyaren’tjustlucky.他們可不是僅僅憑著運(yùn)氣好。Ittakesrealefforttoreachthatsublimestate.要達(dá)到那種完美的境界需要切實(shí)下工夫才行。(2)Anevenbiggerobstacle,though,maybeourlowexpectationsonthejob.Love,family,不過,一個(gè)更大的障礙也許是我們對(duì)工作的期望值太低。community—thosearesupposedtobethetruesourcesofhappiness,whileworksimplygivesusthemeanstoenjoythem.愛、家庭和社區(qū)往往被看做快樂的真正來源,而工作只是為我們提供了享受那一切的手段。MihalyCsikszentmihalyi,whocoinedthetermflow,whichadherentsofpositivepsychologywouldusetodescribethejob-inducedhighs,saysthatdistinctionisafalseone.米哈里·奇凱岑特米哈伊認(rèn)為這種區(qū)分是錯(cuò)誤的。他發(fā)明了“強(qiáng)感受”(flow)這個(gè)說法,信奉正面心理學(xué)的人常用此詞來描述由工作而引發(fā)的興奮狀態(tài)?！癆nythingcanbeenjoyableiftheelementsofflowarepresent,”hewritesinhisbookGoodBusiness.在《稱心如意的工作》一書中他寫道:“只要存在強(qiáng)感受因素,任何事情都能給我們帶來愉悅。“Withinthatframework,doingaseeminglyboringjobcanbeasourceofgreaterfulfillmentthanoneeverthoughtpossible.”根據(jù)這一觀點(diǎn),從事一份表面看上去枯燥的工作卻會(huì)給人們帶來想象不到的更大的成就感?！?3)Csikszentmihalyiencouragesustoreachastateinwhichworkisanextensionofwhatwenaturallywanttodo.奇凱岑特米哈伊鼓勵(lì)我們達(dá)到這樣一種境界——在此境界中,工作是我們本就想做的事情的一種延伸。Immersedinthepleasureofwork,wedon’tworryaboutitsultimatereward.沉浸在工作的快樂中,我們就不會(huì)為最終的報(bào)酬去操心。Ifthatsoundsoutofreach,takeheart.即便聽起來很難達(dá)到這種境界,我們也要樹立信心。Youmaysoongetsomeencouragementfromtheheadoffice.也許你很快會(huì)從上司那兒得到某種鼓勵(lì)。Agrowingbodyofresearchisdemonstratingthathappyworkersnotonlyarehappierinlifebutarealsocrucialtothehealthofacompany.越來越多的研究證明,如果員工工作時(shí)心情愉快,不僅其自身生活會(huì)更幸福,而且對(duì)公司的健康發(fā)展也有著舉足輕重的作用。(4)Thirty-fiveyearsago,theGallupOrganizationstartedresearchingwhypeopleincertainworkgroups,evenwithinthesamecompany,weresomuchmoreeffectivethanothers.35年前，蓋洛普民意調(diào)查機(jī)構(gòu)開始研究為什么某些工作團(tuán)隊(duì)(甚至在同一公司內(nèi))的工作效率比別的團(tuán)隊(duì)高得多。DonaldClifton,theGallupresearcherwhopioneeredthatwork,conductedaseriesofextensiveinterviewswithhighlyproductiveteamsofworkers.蓋洛普此項(xiàng)調(diào)查的發(fā)起者唐納德·克利夫頓對(duì)許多高效的員工團(tuán)隊(duì)進(jìn)行了一系列范圍廣泛的采訪,Fromthoseinterviews,Gallupdevelopedasetof12statementsdesignedtomeasureemployees’overalllevelofhappinesswiththeirwork,whichGallupcalls“engagement”.從中總結(jié)出了一套旨在衡量員工工作快樂感受——蓋洛普稱之為“工作投入”——總體水平的12條提法。Someofthecriteriareflecttheobviousrequirementsofanyworker(Doyouhavewhatyouneedtodoyourjob?Doyouknowwhat’sexpectedofyouatwork?),whileothersrevealmoresubtlevariables(Doyouhaveabestfriendatwork?Doesyoursupervisororsomeoneelseatworkcareaboutyouasaperson?).Gallupstartedthesurveyin1998,anditnowincludes5.4millionemployeesat474organizations;Gallupalsodoesperiodicrandompollsofworkersindifferentcountries.蓋洛普的調(diào)查是從1998年開始的,現(xiàn)在已經(jīng)覆蓋474家機(jī)構(gòu)里的540萬員工；它還對(duì)不同國(guó)家的企業(yè)員工定期進(jìn)行隨機(jī)民意調(diào)查。(5)ThepollspaintapictureofaratherdisaffectedU.S.workforce.對(duì)美國(guó)的調(diào)查反映出美國(guó)公司員工工作時(shí)情緒不佳。Inthemostrecentpoll,fromSeptember2004,only29％ofworkerssaidtheywereengagedwiththeirwork.根據(jù)2004年9月開始的最新調(diào)查,只有29%的員工說他們對(duì)工作很投入,Morethanhalf,55％,werenotengaged,and16％wereactivelydisengaged.而一半以上(55%)的員工說他們對(duì)工作不投入,16%的員工根本就是消極怠工。Still,thosenumbersarebetterthaninmanyothercountries.盡管如此,這些數(shù)字比許多其他國(guó)家還要好些。ThepercentageofengagedworkersintheU.S.ismorethantwiceaslargeasGermany’sandthreetimesasgreatasSingapore’s.美國(guó)對(duì)工作投入的員工的百分比是德國(guó)的兩倍多,是新加坡的3倍。Butneitherthelate1990sboomnorthesubsequentbusthadmuchimpactineitherdirection,indicatingthatthestateofworkerhappinessgoesmuchdeeperthantheswingsoftheeconomy.但是20世紀(jì)90年代后期的經(jīng)濟(jì)繁榮和隨之而來的經(jīng)濟(jì)蕭條都沒有對(duì)員工的兩種工作態(tài)度產(chǎn)生多大影啊,這表明工人在工作中是否能獲得快樂感受有比經(jīng)濟(jì)形勢(shì)更深層的原因。(6)JamesHarter,apsychologistdirectingthatresearchatGallup,saysmanycompaniesaresimplymisreadingwhatmakespeoplehappyatwork.蓋洛普指導(dǎo)這項(xiàng)調(diào)查的心理學(xué)家詹姆斯·哈特說,很多公司完全誤解了工作快樂感受產(chǎn)生的原因。Beyondacertainminimumlevel,itisn’tpayorbenefits；it’sstrongrelationshipswithco-workers這一領(lǐng)域的研究者們不專注于用利潤(rùn)率和競(jìng)爭(zhēng)來解釋成功,而是對(duì)工作意義、可信賴的領(lǐng)導(dǎo)層和情感能力這些因素進(jìn)行深入研究。NotthetypicalB-schoolbuzzwords,buttheymaysoonbecomepartofthelanguagespokenbyeveryM.B.A.這些都不是商學(xué)院典型的時(shí)髦用語,但不久就可能成為每個(gè)MBA學(xué)生的口頭禪。(13)Untilrecently,businesspeoplewoulddismissemployeewell-beingas“outsidetheirdomainandkindoffringe-ish”,saysThomasWright,aprofessoroforganizationalbehaviorattheUniversityofNevada,Reno.內(nèi)華達(dá)大學(xué)里諾分校的組織行為學(xué)教授托馬斯·賴特說,直到不久前,企業(yè)家們還不愿考慮員工是否工作心情舒暢的問題,認(rèn)為這“不屬于他們關(guān)心的范圍,和他們的職責(zé)范圍相去甚遠(yuǎn)”。Earlyhintsoftheimportanceofworkerhappinesswereslowtobeaccepted.很早就有人提出工作時(shí)雇員是否心情愉快很重要,但人們接受這個(gè)觀念卻用了很長(zhǎng)時(shí)間。A1920sstudyonthetopicattheHawthornePlantoftheWesternElectricCo.inCicero,早在20世紀(jì)20年代,在伊利諾伊州西塞羅市的西部電力公司霍索恩發(fā)電廠就進(jìn)行了有關(guān)這一命題的研究,對(duì)增加照明、縮短工作日以及其他有利于員工的措施能否提高生產(chǎn)率的問題進(jìn)行了調(diào)查。Whiletheworkplacechangesboostedperformance,theexperimenterseventuallydiscoveredthatthedifferencesworkerswererespondingtowerenotinthephysicalenvironmentbutinthesocialone.盡管工作場(chǎng)所的變化改善了員工的工作表現(xiàn),但調(diào)查者最終發(fā)現(xiàn)對(duì)員工產(chǎn)生影響的不在于物質(zhì)環(huán)境的變化,而在于人際環(huán)境的變化。Inotherwords,theattentiontheyweregettingwaswhatmadethemhappierandmoreeffective.換句話說,讓員工們心情更愉快、工作勁頭更高的是他們所受的關(guān)注。ThisphenomenoncametobeknownastheHawthorneeffect.這種現(xiàn)象后來被稱為霍索恩效應(yīng)?！癟heresearcherscametorealizethatitwaspeople’shappinessthatmadethedifference,”Wrightsays.賴特說:“研究人員逐漸意識(shí)到,起關(guān)鍵作用的是人們的快樂感受。”Butlaterstudiesthatlookedatjob-satisfactionratingswereinconsistent.但后來對(duì)工作滿意度的許多研究結(jié)果卻前后矛盾。Broadermeasuresofhappiness,itturnsout,arebetterpredictorsofproductivity.現(xiàn)在看來,用更廣泛的衡量標(biāo)準(zhǔn)來評(píng)估快樂感受,能更有效地預(yù)測(cè)生產(chǎn)率。(14)Makinganyofthosechangesdependsontheboss,althoughnotnecessarily,theCEO.任何這類改變都取決于公司的領(lǐng)導(dǎo),盡管不一定非取決于首席執(zhí)行官。Soahandfulofbusinessschoolsaretryingtocreateanewkindoffrontlinemanager,basedontheideaof“authenticleadership”.因此,一些商學(xué)院根據(jù)“可信賴的領(lǐng)導(dǎo)層”的思想正努力塑造一類新型的第一線管理者。Insteadofimposingfaddishmanagementtechniquesoneachsupervisor,authenticleadershipbeginswithself-awareness.他們不是把流行的管理技巧強(qiáng)行灌輸給每個(gè)管理者,而是從提高自我意識(shí)開始構(gòu)建可信賴的管理層。Introvertedbosseshavetoknowtheirownstyleandthenfindstrategiestomanagepeoplethatfeelnatural.內(nèi)向型的老板必須了解自己的管理風(fēng)格,然后去開發(fā)更人性化的員工管理策略。Inotherwords,byfiguringouttheirstrengths,theylearntorecognizethoseofemployees.換句話說,通過發(fā)現(xiàn)自己的優(yōu)勢(shì),學(xué)會(huì)發(fā)掘員工的優(yōu)勢(shì)。(15)Thegoalofallthatrethinking,however,isnotnecessarilyaworldinwhichpeoplelovetheirworkabove