最后,员工想要感到他们付出的劳动是有意义的。“你不需要是在治愈癌症,”加州大学伯克利分校(University of California, Berkeley)管理学访问教授巴里·施瓦茨(Barry Schwartz)说。我们想要感到我们在让世界变得更好,即便只是像帮购物者在杂货店找到对的产品这样的小事情。“你可以是一名销售,或收费员,但如果你把你的目标看成是帮人解决问题,那么每天都会有100个机会帮助他人改善生活,而且你的满足感会大幅提升,”施瓦茨说。
One of the more significant examples of how meaningfulness influences job satisfaction comes from a study published in 2001. Two researchers — Amy Wrzesniewski of Yale and Jane Dutton, now a distinguished emeritus professor at the University of Michigan — wanted to figure out why particular janitors at a large hospital were so much more enthusiastic than others. So they began conducting interviews and found that, by design and habit, some members of the janitorial staff saw their jobs not as just tidying up but as a form of healing. One woman, for instance, mopped rooms inside a brain-injury unit where many residents were comatose. The woman’s duties were basic: change bedpans, pick up trash. But she also sometimes took the initiative to swap around the pictures on the walls, because she believed a subtle stimulation change in the unconscious patients’ environment might speed their recovery. She talked to other convalescents about their lives. “I enjoy entertaining the patients,” she told the researchers. “That is not really part of my job description, but I like putting on a show for them.” She would dance around, tell jokes to families sitting vigil at bedsides, try to cheer up or distract everyone from the pain and uncertainty that otherwise surrounded them. In a 2003 study led by the researchers, another custodian described cleaning the same room two times in order to ease the mind of a stressed-out father.
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