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貼士：討厭自己的工作，我們能做些什么？
SUICIDE, proclaimed Albert Camus in “The Myth of Sisyphus”, is the only serious philosophical problem. In France at the moment it is also a serious management problem. A spate of attempted and successful suicides at France Telecom—many of them explicitly prompted by troubles at work—has sparked a national debate about life in the modern corporation. One man stabbed himself in the middle of a meeting (he survived). A woman leapt from a fourth-floor office window after sending a suicidal e-mail to her father: “I have decided to kill myself tonight…I can’t take the new reorganisation.” In all, 24 of the firm’s employees have taken their own lives since early 2008—and this grisly tally follows similar episodes at other pillars of French industry including Renault, Peugeot and EDF (see article).
There are some parochial reasons for this melancholy trend. France Telecom is making the difficult transition from state monopoly to multinational company. It has shed 22,000 jobs since 2006, but two-thirds of the remaining workers enjoy civil-service-like job-security. This is forcing it to pursue a toxic strategy: teaching old civil servants new tricks while at the same time putting new hires on short-term contracts. Yet the problem is not confined to France. America’s Bureau of Labour Statistics calculates that work-related suicides increased by 28% between 2007 and 2008, although the rate is lower than in Europe. And suicide is only the tip of an iceberg of work-related unhappiness.
A survey by the Centre for Work-Life Policy, an American consultancy, found that between June 2007 and December 2008 the proportion of employees who professed loyalty to their employers slumped from 95% to 39%; the number voicing trust in them fell from 79% to 22%. A more recent survey by DDI, another American consultancy, found that more than half of respondents described their job as “stagnant”, meaning that they had nothing interesting to do and little hope of promotion. Half of these “stagnators” planned to look for another job as soon as the economy improved. People are both clinging on to their current jobs, however much they dislike them, and dreaming of moving when the economy improves. This is taking a toll on both short-term productivity and long-term competitiveness: the people most likely to move when things look up are high-flyers who feel that their talents are being ignored.
The most obvious reason for the rise in unhappiness is the recession, which is destroying jobs at a startling rate and spreading anxiety throughout the workforce. But the recession is also highlighting longer-term problems. Unhappiness seems to be particularly common in car companies, which suffer from global overcapacity, and telecoms companies, which are being buffeted by a technological revolution. In a survey of its workers in 2008, France Telecom found that two-thirds of them reported being “stressed out” and a sixth reported being in “distress”.
A second source of misery is the drive to improve productivity, which is typically accompanied by an obsession with measuring performance. Giant retailers use “workforce management” software to monitor how many seconds it takes to scan the goods in a grocery cart, and then reward the most diligent workers with prime working hours. The public sector, particularly in Britain, is awash with inspectorates and performance targets. Taylorism, which Charlie Chaplin lampooned so memorably in “Modern Times”, has spread from the industrial to the post-industrial economy. In Japan some firms even monitor whether their employees smile frequently enough at customers.
A more subtle problem lies in the mixed messages that companies send about loyalty and commitment. Many firms—particularly successful ones—demand extraordinary dedication from their employees. (Microsoft, according to an old joke, offers flexitime: “You can work any 18-hour shift that you want.”) Some provide perks that are intended to make the office feel like a second home. But companies also reserve the right to trim their workforce at the first sign of trouble. Most employees understand that their firms do not feel much responsibility to protect jobs. But they nevertheless find it wrenching to leave a post that has consumed so much of their lives.
Engineering joy
Can anything be done about this epidemic of unhappiness? There are some people, particularly in Europe, who think that it strengthens the case for expanding workers’ rights. But doing so will not end the upheaval wrought by technological innovation in the telecoms sector or overcapacity in the car industry. And the situation in France Telecom was exacerbated by the fact that so many workers were unsackable. The solution to the problem, in so far as there is one, lies in the hands of managers and workers rather than governments.
Companies need to do more than pay lip service to the human side of management. They also need to learn from the well-documented mistakes of others (France Telecom has belatedly hired Technologia, a consultancy which helped Renault with its suicide problem). Bob Sutton of Stanford University argues that companies need to do as much as possible to come clean with workers, even if that means confirming bad news. He also warns that bosses need to be careful about the signals they send: in times of great stress ill thought-out turns of phrase can lead to a frenzy of anxiety and speculation.
As for the workers, the habit of battening down the hatches, which so irritates many companies, may be a sensible response to economic turmoil. In the longer term workers can take comfort from the fact that history may be on their side: in the rich world, low birth rates, an impending surge in retirements and caps on immigration could reduce the number of people of working age by 20-40%. Today’s unhappy workers may one day be able to exercise the ultimate revenge, by taking their services elsewhere.
法國哲學(xué)家阿爾貝.加繆在他的著(zhù)作《西西弗的神話(huà)》中說(shuō)到，自殺是唯一嚴肅的哲學(xué)問(wèn)題。對現時(shí)的法國來(lái)說(shuō)，這也是一個(gè)嚴重的管理難題。法國電信內大量自殺未遂及成功自殺的員工，在全國范圍內激起了有關(guān)現代公司內員工生命問(wèn)題的爭論，而這些自殺行為，很多是因為在工作中遇到困難所致。一個(gè)男人在會(huì )議進(jìn)行到一半時(shí)刺傷了自己（后幸存），一位女士給自己的父親發(fā)送了一封有自殺傾向的郵件，說(shuō)了“我已決定今晚自殺...我承受不了新的重組”之云后，從四樓辦公室的窗戶(hù)上跳下。自2008年初至今，法國電信總計已有24名公司雇員自殺身亡。并且這種恐怖的自殺數字也類(lèi)似的出現在法國其他支柱產(chǎn)業(yè)內，包括雷諾，標致以及EDF。
造成這種令人悲哀的趨勢的原因有一些特定因素。法國電信正艱難地從國家壟斷企業(yè)向跨國公司轉型。2006年以來(lái)，該公司已裁員兩萬(wàn)兩千人，但是三分之二的保留工人仍像公務(wù)員一樣擁有鐵飯碗。這迫使其尋求嚴苛的策略：培訓老員工新技能，同時(shí)招募簽訂短期合同的新人。然而，這種問(wèn)題不僅存在于法國。據美國勞工局統計，2007年至2008年之間，與工作有關(guān)的自殺事件增長(cháng)了28%，盡管該比率略低于歐洲。而自殺也只是工作不開(kāi)心表現中的冰山一角。
美國的一家咨詢(xún)公司，“工作-生活政策中心”的一項調查發(fā)現，2007年6月至 2008年12月之間，盡忠于雇主的雇員比例從95%下降到了39%；信任雇主的比例也從79%降到了22%。美國DDI咨詢(xún)公司的最新調查發(fā)現，有一半以上的受訪(fǎng)者形容自己的工作“停滯不前”，這意味著(zhù)他們的工作非常無(wú)聊，升職無(wú)望。這些“停滯者”中，有一半人計劃一旦經(jīng)濟復蘇就去尋找另一份工作。不管有多討厭現在的工作，人們還是得繼續堅持，并期盼經(jīng)濟好轉可以換份工作。這種現象對短期生產(chǎn)力和長(cháng)期的競爭力都敲響了警鐘：等到經(jīng)濟好轉之時(shí)，最可能跳槽的是認為才能被埋沒(méi)的心高志遠之士。
對工作的不滿(mǎn)情緒增長(cháng)的最明顯的原因是經(jīng)濟衰退，其正以驚人的速度使更多人失業(yè)，人人自危。但是經(jīng)濟衰退也突出了長(cháng)期問(wèn)題。這種不愉快似乎在遭受全球產(chǎn)能過(guò)剩的汽車(chē)公司，以及正受技術(shù)革新打擊的電信公司尤為普遍。法國電信2008年在對其員工的調查中發(fā)現三分之二的人認為壓力過(guò)大，六分之一的人處于長(cháng)期焦慮中。
痛苦的第二個(gè)來(lái)源是企業(yè)努力提高生產(chǎn)力，而這一過(guò)程注定伴隨著(zhù)對員工工作表現的評測。大零售商采用“工作管理”軟件來(lái)監督員工掃描購物車(chē)內的貨物需要多少秒，然后獎勵最勤奮，工作時(shí)間最長(cháng)的工人。在公共部門(mén)，尤其在英國，都設置崗位檢查員并設定業(yè)績(jì)目標。查理.卓別林在電影“摩登時(shí)代”中對泰勒主義的諷刺令人印象深刻，而泰勒主義現在已從工業(yè)經(jīng)濟彌散到了后工業(yè)經(jīng)濟。在日本，有些公司甚至對員工是否足夠頻繁的向顧客微笑監督。
一個(gè)更敏感的問(wèn)題在于公司傳達的有關(guān)忠誠與奉獻結合的信息。許多公司，尤其是一些比較成功的公司，要求員工有特別的奉獻。（有個(gè)關(guān)于微軟的老笑話(huà)談到了微軟所提供的彈性工作制度：“你可以根據自己的意愿任意選擇一天中的18個(gè)小時(shí)工作”）。一些公司會(huì )使辦公室感覺(jué)起來(lái)像第二個(gè)家。但是公司同樣保留一旦麻煩出現就削減勞動(dòng)力的權利。大多數員工理解公司不愿意承擔太多責任保護工作。但盡管如此，離開(kāi)為之耗費大量精力心血的工作職位時(shí)，他們仍然十分痛苦。
Engineering joy 快樂(lè )工程
對于這種憂(yōu)愁的流行，我們能做些什么嗎？有些人，尤其在歐洲，認為正因為這種盛行的對工作的不滿(mǎn)，更強化了擴大工利的原因。但這樣做對于電信部門(mén)的技術(shù)革新或汽車(chē)行業(yè)的產(chǎn)能過(guò)剩所帶來(lái)的劇變也于事無(wú)補。并且法國電信的局勢由于不能解雇如此多的員工而惡化。對該問(wèn)題目前為止唯一的解決方法，在于管理者與工人而不是政府。
公司需要對人員管理做出更多努力而不是空口承諾。也要從他人所犯的清清楚楚的錯誤中得到教訓（法國電信已經(jīng)遲雇了 Technologia咨詢(xún)公司，這家公司曾幫助雷諾解決自殺問(wèn)題）。斯坦福大學(xué)的鮑勃.薩頓說(shuō)公司要盡可能的對工人坦誠，即使意味著(zhù)確認壞消息。他還警示老板們要小心自己對工人所傳達的信號：未加思索的/脫口而出的一些話(huà)可能導致焦慮和懷疑肆虐。
工人們未雨綢繆的習慣，讓很多公司都很惱怒，但這或許對經(jīng)濟動(dòng)蕩來(lái)說(shuō)的是一個(gè)明智選擇吧。在較長(cháng)時(shí)期內，工人可以從各種歷史事件中得到一些安慰：在發(fā)達國家，低人口出生率，迫近的退休浪潮以及移民限制會(huì )減少達到工作年齡人數20%-40%。今天有不滿(mǎn)情緒的工人某天可能以跳槽的方式實(shí)行最終的報復。
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