"Awful," "dreary," and "miserable" are adjectives that many people use to describe their jobs at one time or another. Dissatisfaction on the job is common and often temporary. But not many people take time to analyze what makes a job miserable, and how to fix it.

“糟糕”、“沉悶”、“令人不快”，許多人時(shí)常會(huì)用這些詞來(lái)形容自己的工作。對(duì)工作不滿是普遍的，往往也是一時(shí)的。但是沒(méi)幾個(gè)人會(huì)花時(shí)間去分析為什么工作會(huì)不快樂(lè)，以及該如何調(diào)整。

Fortunately Patrick Lencioni has done much of that work in his book "The Three Signs of a Miserable Job."

幸運(yùn)地是Patrick Lencioni在《工作不快樂(lè)的三個(gè)表現(xiàn)》一書(shū)中對(duì)此做了詳細(xì)闡述。

Job Misery Is Universal 工作不快樂(lè)是普遍現(xiàn)象

The author notes that a "miserable" job differs from a "bad" job, as one person's dream job may not appeal to another worker. A miserable job, however, has some universal traits.

作者指出：“不快樂(lè)”的工作和“壞”工作是不同的。因?yàn)橐粋�(gè)人的理想工作對(duì)另一個(gè)人也許毫無(wú)吸引力。但是，“讓人不快”的工作有一些共同特征。

"A miserable job makes a person cynical and frustrated and demoralized when they go home at night," Lencioni says. "It drains them of their energy, their enthusiasm, and self-esteem. Miserable jobs can be found in every industry and at every level."

Lencioni說(shuō)：“不快樂(lè)的工作讓人在晚上加班回家后變得憤世嫉俗、沮喪、情緒低落；會(huì)耗盡人們的精力、挫傷積極性、損害自尊。各行各業(yè)、各個(gè)級(jí)別中都有讓人不快的工作。”

Lencioni blames much of the problem on managers, who are a key factor in the job satisfaction (or dissatisfaction) of their employees. A recent Yahoo! HotJobs survey points to a similar conclusion: 43% of workers said discontent with their boss was the main reason they planned to look for a new job in 2008.

Lencioni認(rèn)為這個(gè)問(wèn)題大部分應(yīng)歸咎于管理者。他們是導(dǎo)致員工對(duì)工作滿意或是不滿的關(guān)鍵因素。Yahoo! HotJobs近期的調(diào)查得出了一個(gè)相似的結(jié)論：有43%的員工稱對(duì)老板不滿是促使他們計(jì)劃在2008年找新工作的主要原因。

The Three Signs 三個(gè)表現(xiàn)

Lencioni identifies the three signs of job misery as anonymity, irrelevance, and "immeasurement."

Lencioni指出工作不快樂(lè)的三個(gè)表現(xiàn)：不被關(guān)注、感覺(jué)自己無(wú)關(guān)緊要、和無(wú)法評(píng)價(jià)自己。

Anonymity: Employees feel anonymous when their manager has little interest in them as people with unique lives, aspirations, and interests.

不被關(guān)注：管理者們對(duì)作為獨(dú)一無(wú)二的個(gè)體、有自己抱負(fù)和愛(ài)好的員工沒(méi)有興趣，這使員工感到“不被關(guān)注”。

Irrelevance: This condition occurs when workers cannot see how their job makes a difference. "Every employee needs to know that the work they do impacts someone's life -- a customer, a coworker, even a supervisor -- in one way or another."

感覺(jué)自己無(wú)關(guān)緊要：當(dāng)員工無(wú)法看到自己的工作所產(chǎn)生的影響時(shí)，就會(huì)有這種感覺(jué)。“每位員工都需要知道自己的工作以某種方式影響到了其他人——顧客，同事，甚至是上司。”

Immeasurement: This term describes the inability of employees to assess for themselves their contributions or success. As a result they often rely on the opinions of others -- usually the manager -- to measure their success.

無(wú)法評(píng)價(jià)自己：指員工無(wú)法評(píng)估自己的貢獻(xiàn)或成就。于是，他們往往需要依賴別人的意見(jiàn)（往往是領(lǐng)導(dǎo)者的）來(lái)衡量是否成功。

Three Remedies for Job Misery 如何改變工作不快樂(lè)的狀態(tài)

For workers who may be experiencing the signs of job misery, Lencioni recommends three steps to improve the boss-employee dynamic and enhance job satisfaction.

對(duì)于那些可能正在遭受讓人不快工作的員工來(lái)說(shuō)，Lencioni建議用三步法來(lái)改善老板——員工關(guān)系，提升工作滿意度。

1. Assess your manager. 評(píng)價(jià)你的上司。Is the boss interested in and capable of addressing the three factors mentioned above? "Most managers really do want to improve, in spite of the fact that they may seem disinterested or too busy," Lencioni says.

你的上司注意到了以上三條工作不快的表現(xiàn)并有能力應(yīng)對(duì)嗎? Lencioni說(shuō)：“盡管上司們可能都表現(xiàn)地不太關(guān)心這些或者太忙，但大部分的確都希望能改善狀況。”

2. Help your manager understand what you need. 幫助上司理解你的需求

This could mean reviewing with your manager what the key measurements for success are for your job. Lencioni also suggests asking your boss, "Can you help me understand why this work I'm doing makes a difference to someone?"

這意味著你得和上司討論一下衡量你工作成績(jī)的主要標(biāo)準(zhǔn)。Lencioni建議去問(wèn)老板一個(gè)問(wèn)題：“你能告訴我為什么我的工作會(huì)對(duì)人們產(chǎn)生影響嗎？”

3. Act more like the manager you want. 希望別人怎么對(duì)你，就要怎么對(duì)別人

 "Employees who take a greater interest in the lives of their managers are bound to infect them with the same kind of human interest they seek," the author says. Or find ways to let your manager know how his or her performance makes a positive difference for you.

Lencioni說(shuō)：“那些對(duì)上司的生活更感興趣的員工也會(huì)使上司對(duì)其產(chǎn)生興趣”�；蛘�，想辦法讓上司知道他/她的表現(xiàn)是如何對(duì)你產(chǎn)生了積極影響。

Be Realistic 現(xiàn)實(shí)一點(diǎn)

Richard Phillips, founder of Career Advantage Solutions, agrees that "managing up" is a good way to improve job satisfaction, but he cautions employees to be realistic in their expectations.

Career Advantage Solutions創(chuàng)始人Richard Phillips也同意“向上管理”是提高工作滿意度的好辦法，但是他告誡員工在期望值上要現(xiàn)實(shí)一點(diǎn)。

 "Managers are not mind readers," he says. "Take the responsibility to communicate upon yourself, and remember there has to be an ongoing dialogue, or change is unlikely to happen."

他說(shuō)：“上司們可不會(huì)讀心術(shù)；交流的責(zé)任在于自己。記住，必須要有不斷的交流，否則不太可能會(huì)發(fā)生改變。”