You might think you left the world of cliques and in-crowds behind when you left high school.
你或許以為高中畢業(yè)就告別了拉幫結(jié)派和成群結(jié)隊(duì)的生活。
You'd be wrong. The benefits of being popular extend all the way into the adult workplace, based on research in the latest issue of the Journal of Applied Psychology.
你或許錯(cuò)了。最新一期《應(yīng)用心理學(xué)》刊登的一項(xiàng)研究結(jié)果顯示，良好人緣帶來(lái)的好處會(huì)一直延續(xù)到成年人的職場(chǎng)生涯。
Just like children on the playground, co-workers not only agree on who's popular, but they also afford those lucky few more favorable treatment.
就像兒童在操場(chǎng)玩耍一樣，同事之間不僅會(huì)就誰(shuí)受歡迎達(dá)成一致，還會(huì)給那些少數(shù)幸運(yùn)兒更多的友善對(duì)待。
This includes more help and courteous conduct, and less rudeness and withholding of helpful information, based on a study of 255 employees and their co-workers in hospital, restaurant, sales and administrative jobs.
研究顯示，這些幸運(yùn)兒會(huì)得到更多的幫助和善待，還會(huì)遭受較少的粗魯對(duì)待和信息隱瞞。這項(xiàng)研究對(duì)醫(yī)院、餐館、銷(xiāo)售和行政職位上的255名員工以及同事進(jìn)行了調(diào)查。
The researchers, Brent Scott of Michigan State University and Timothy Judge of the University of Florida, said popular workers drew more co-worker support regardless of their status on the organization chart. They also may gain an unfair advantage over less charming colleagues, the researchers suggest, which may hinder a meritocracy.
該項(xiàng)研究的研究員，密歇根大學(xué)的布倫特斯科特和佛羅里達(dá)大學(xué)的蒂莫西賈奇表示，無(wú)論在組織中的地位如何，人緣好的員工總是會(huì)得到同事們更多的幫助。兩位研究者暗示，這些員工還會(huì)比魅力較弱的員工獲得不公平的優(yōu)勢(shì)，這可能會(huì)阻礙唯才是舉。
"By valuing popularity, organizations may be promoting a certain 'clubby' atmosphere that mimics school culture" rather than rewarding merit, the researchers write.
研究人員寫(xiě)道，如果以受歡迎程度為評(píng)判標(biāo)準(zhǔn)，組織可能就會(huì)推崇一種類(lèi)似學(xué)校文化的俱樂(lè)部氣氛，而非任人唯賢。
I've been fortunate in working in meritocracies most of my life, but that's not the norm. Among fictional examples, consider the television comedy "The Office": Who in his or her right mind would promote the cold, manipulative Angela Martin over the amiable Jim Halpert? The popular paper salesman proves the study's point, rising fast on the Dunder Mifflin organization chart with his smart "people skills", despite his indifference to his job.
我很慶幸自己大多數(shù)時(shí)間都工作在唯才是舉的環(huán)境，但這不是普遍現(xiàn)象。如果要找個(gè)虛構(gòu)的例子，可以想想電視喜劇《辦公室》里的情況：思維正常的人誰(shuí)會(huì)提拔冷漠苦干的安吉拉·馬丁而不是和善親切的吉姆·哈本特？這位廣受歡迎的紙品推銷(xiāo)員以自身經(jīng)歷驗(yàn)證了上述研究結(jié)果：盡管對(duì)工作漠不關(guān)心，但哈本特卻以聰明的“為人處事”在Dunder Mifflin公司迅速竄升。
In fact, what these researchers call popularity, career coaches might call savvy office politics the art of getting people in your corner. And it's clearly a big deal in many workplaces. A Salary.com survey last fall found dealing with office politics was one of the top two time-wasters at work, after "fixing someone else's work".
實(shí)際上，這些研究人員所謂的人際關(guān)系，職場(chǎng)教練可能會(huì)稱(chēng)之為“辦公室政治”──讓人站到你這邊的技巧。這在很多工作場(chǎng)所顯然非常重要。Salary.com去年秋天的一項(xiàng)調(diào)查發(fā)現(xiàn)，應(yīng)對(duì)辦公室政治排在“替他人收拾爛攤子”之后，成為職場(chǎng)第二大分散工作精力的煩心事。
Psychologists in America have called on organisations to train their staff in political skills. Vickie Gallagher and Mary Laird made their recommendation after reporting evidence that the job satisfaction of staff with low political skill suffers when they are operating in what they perceive to be a highly political work environment - that is, one where employees tend to form pacts and to make organisational decisions that are in their own interest.
Gallagher and Laird asked 220 staff at a financial-management firm about their political skills, their sense that organisational decisions are taken politically, and their job satisfaction.
Political skill was measured by participants' agreement with statements like "I spend a lot of time and effort at work networking with others". A sense that the organisation's decisions are influenced by internal politics was measured by participants' agreement with statements like "I have seen organisational decisions based on things other than business necessity, like the wants of a certain few." Finally, job satisfaction was measured as you'd expect by agreement with statements like "I feel fairly well satisfied with my present job."
One hundred and five staff (average age 44 years) returned their answers to these questions. Among staff with self-reported political skills, a sense that decisions were affected by internal politics had no association with their levels of job satisfaction. By contrast, among staff with low self-reported political skills, a perception that organisational decisions were affected by politics was associated with their having lower job satisfaction.
The researchers said political ability remains an under-researched area in organisational psychology and that their findings have practical implications for the training, selection and communication procedures of organisations. "By taking proactive measures to develop employees' political skill, considering the skills and abilities of new hires, and communicating the nonpolitical reasons for decisions, organisations can help individuals to maintain a productive level of job satisfaction," they concluded.
美國(guó)的心理學(xué)家已呼吁各大企業(yè)培訓(xùn)員工的政治手腕。Vickie Gallagher和Mary Laird提出這樣的建議，是基于他們發(fā)現(xiàn)政治手腕比較欠缺的員工在一個(gè)他們認(rèn)為政治意味濃厚的工作環(huán)境中往往工作滿(mǎn)意度很低，而在這樣的工作環(huán)境中員工常常會(huì)依據(jù)他們各自利益達(dá)成協(xié)議并作出組織決定。
Gallagher和Lairdasked向一個(gè)財(cái)務(wù)管理公司的220名員工提了一些問(wèn)題，是關(guān)于他們的政治手腕、對(duì)于組織政治意義上做的決定的看法以及工作滿(mǎn)意度。
政治手腕是通過(guò)計(jì)算參與者對(duì)一些陳述的認(rèn)同度來(lái)衡量的，這些陳述有像“我在工作中會(huì)花時(shí)間和精力與別人打交道”。參與者如何看待組織決定受內(nèi)部政治影響，這個(gè)則通過(guò)考察他們對(duì)于類(lèi)似陳述的認(rèn)同度：“我曾目睹組織決定是基于某些事情，如一部分人的期望，而不是基于商業(yè)需要”。最后，工作滿(mǎn)意度是通過(guò)考察參與者對(duì)于如“我對(duì)于目前的工作感考試365到相當(dāng)滿(mǎn)意”等陳述的認(rèn)同度。
有105名員工（平均年齡44歲）回答了這些答案。在自認(rèn)為擁有政治手腕的員工中，他們對(duì)于內(nèi)部政治會(huì)影響決策的看法與他們的工作滿(mǎn)意度沒(méi)有聯(lián)系。相反，在那些自認(rèn)為政治手腕欠缺的員工中，組織的決策受政治影響--這種觀念會(huì)導(dǎo)致他們較低的工作滿(mǎn)意度。
研究者說(shuō)，政治能力在組織心理學(xué)中仍是有待研究的一部分內(nèi)容，而他們的研究結(jié)果在培訓(xùn)員工、篩選員工和組織溝通流程上有著現(xiàn)實(shí)意義。他們總結(jié)說(shuō)：“主動(dòng)去發(fā)展員工的政治手腕，招聘新員工時(shí)考察政治技巧和能力，做決策時(shí)融入一些非政治性的原因，這些措施都能幫助使員工工作效率更高，工作滿(mǎn)意度也更高。”
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