職場生活: 越差員工越自戀,感覺自我良好
A company's best employees should also be its happiest and most engaged, but that's not always the case.
一家公司最好的員工同時也應該是最快樂、最投入的員工，但也不總是這樣。A new study finds that, in 42% of companies, low performers actually report being more engaged more motivated and more likely to enjoy working at their organization, for example than middle and high performers do.
一項新的研究發現，在42%的受訪公司裏，相比好員工或表現中等的員工，差員工反饋說自己更投入──比如更有動力、更有可能享受在公司裏的工作。The findings suggest many organizations are not holding employees accountable for their work, allowing the worst workers to skate by, says Mark Murphy, CEO of Leadership IQ, the Atlanta-based consulting firm that conducted the survey.
上述調查的組織者、亞特蘭大諮詢公司Leadership IQ的首席執行長墨菲(Mark Murphy)說，上述研究結果表明，很多公司對員工的工作缺乏問責，任由差員工渾水摸魚。
'Low performers often end up with the easiest jobs because managers don't ask much of them, ' he said, so they're under less stress and they're more satisfied with their daily work lives.
他說，差員工常常得到最輕鬆的工作，因爲管理者對他們沒有太高的要求。差員工常常壓力更小，對日常工作更滿意。
Meanwhile, dedicated and conscientious workers end up staying at the office late, correcting the work of the low performers, and making sure clients or customers are satisfied. This pattern breeds frustration and disengagement in the high performers─and perhaps ultimately drives them to seek work elsewhere. 'They feel stressed and undervalued, and it starts to undermine the high performers' confidence that the organization is a meritocracy, ' said Mr. Murphy.
與此同時，專心投入且責任心強的員工卻要在辦公室工作到很晚，糾正差員工在工作中犯的錯誤，確保客戶或顧客滿意。這樣的模式會令好員工倍感失望，使他們想盡快擺脫，並可能最終促使他們另謀高就。墨菲說，他們感覺壓力大，自己的價值被低估；這樣的模式將開始動搖好員工認爲公司任人唯賢的想法。To remedy the situation, managers should speak frankly with high and middle performers, ferreting out what frustrations might potentially send them looking for new opportunities. They should also find out what could motivate them to stick around, he added.
爲改變這種局面，管理者應該開誠佈公地與好員工和中等員工談一談，探查出哪些問題令他們失望，可能會促使他們跳槽。他還說，管理者還應該找到可能促使員工留下來的東西。To arrive at its findings, Leadership IQ looked at data from 207 companies that kept detailed records of both performance evaluations and engagement surveys.
調查中，Leadership IQ考察了來自207家公司的數據，這些公司詳細記錄了員工的績效評估和投入度調查情況。In the remaining 58% of organizations surveyed, high performers were the most engaged, or engagement scores were about equal among the employees. In the rarest cases, Murphy said, the middle performers were the most engaged. That segment of the workforce─the employees who are neither superstars nor slackers─tends to be ignored by managers, he said.
在剩餘的58%的受訪公司中，好員工最爲投入，或員工的投入度得分大體相等。墨菲說，在極少見的情況下，表現中等的員工最爲投入。他說，員工中的這個羣體（既不是超級明星員工，也不是偷懶耍滑的員工）往往被管理者所忽視。Leadership IQ also looked into the specific dynamics of one company, a 1, 000-person technology-services firm, where low performers reported high levels of engagement. It found that, on a 7-point scale, low performers gave a 5.99 score when rating the statement 'I am motivated to give 100% effort when I'm at work.' High performers gave an aggregate score of 5.36 and middle performers' score was 5.32, the lowest.
Leadership IQ還考察了一家公司的具體情況。這是一家有1,000名員工的科技服務公司，差員工反映說投入度很高。調查發現，在“我有動力在工作中付出百分之百的努力”一項中，差員工給出了5.99分（滿分7分）。好員工給出5.36分，表現中等的員工給出5.32分，是三組員工中分數最低的。Low performers were also more likely than the other two groups to recommend their company as a 'great organization to work for.' And in many cases, they didn't even realize they were low performers. When asked whether the employees at the company 'all live up to the same standards, ' low performers were far more likely to agree with the statement than their higher-achieving counterparts.
相比其他兩個羣體，差員工還更有可能將自己所在的公司推薦爲“非常好的公司”。很多情況下，他們甚至沒有意識到自己是差員工。當被問到該公司的員工是否“都達到同樣的標準”時，差員工贊同這一表述的可能性遠高於好員工和中等員工。
