金融時(shí)報(bào):改掉帶病工作的壞習(xí)慣

改掉帶病工作的壞習(xí)慣

生病時(shí)還堅(jiān)持工作不僅影響自己的身體健康，也會(huì)拖累集體的工作效率。是時(shí)候和這個(gè)壞毛病說再見了。

測(cè)試中可能遇到的詞匯和知識(shí)：

stifle['sta?fl] 窒息, 抑制

germ[d???m] 微生物, 細(xì)菌

dismal['d?zm?l] 陰沉的, 凄涼的

cotton['k?tn] 明白，領(lǐng)悟

perk[p??k] 特權(quán),利益

masseur[mæ's??r] 按摩師

Why nobody will thank you for soldiering on at work（719 words）

By Pilita Clark

I woke up one morning last week with all the usual signs of a nasty cold: thumping headache, blocked nose, spousal accusations that I had spent the night snoring like a pregnant hippo.

Then I did what almost everyone I know does on a day like this. I got up and went to work. On the way in on the Tube, I was coughed and spluttered over by a lot of people dressed for a day at the office. When I got to my desk, doubtless laden with fresh supplies of pathogens, the air was ringing with the familiar snivels of a London autumn.

Such is the state of what the human resources industry has come to call presenteeism, or coming to work when ill. A tide of research shows this is bone-headed and counter-productive, for companies as well as workers.

Everyone knows a day in bed speeds recovery and stifles the spread of germs in the office. People with more serious ailments than a sniffle face worse woes by continuing to work, especially where mental health is concerned.

I have heard several experts claim that presenteeism is now a bigger problem in the UK than absenteeism and could even help explain the country's dismal productivity growth. I have no idea if that is true. What I do know is that I am tired of reading the “good news” that a growing number of companies are cottoning on to the presenteeism problem and doing something about it.

This generally takes the form of “workplace wellness” programmes full of once unimaginable perks: cheap gym membership, quinoa salads in the canteen, stand-up desks and the odd massage. This is standard stuff for most people I know in large organisations.

Some have it even better. A friend who works for a big American company's London outpost told me over a drink the other night that his office not only has its own gym, physiotherapist and masseur, but also an in-house dentist.

American businesses are demons for the corporate wellness trend. It makes sense in the US, where companies pay the health insurance costs of workers. And personally, I have nothing against lunchtime dentistry or kale smoothies. I am sure they do more good than harm. But I do not believe such things alone will do much to stop people coming to work when they are ill.

The chief reasons people soldier on have nothing to do with how fit they are. It is because they work for leaner, more stressed, companies where redundancies are common and the pressure to do more with less is constant.

This makes some people fret that they will be targeted in the next round of redundancies if they have taken a lot of time off. Others worry about lumbering stretched colleagues with more work in their absence.

These workers are not to be confused with the most tedious presentee-ists, who insist on showing up half dead at the office to demonstrate how indispensable they are to the operation. Nothing can be done for these people and thankfully they are probably in a minority.

As for people like me, my excuse for going to work is that I was not entirely sure if my symptoms were due to a virus or a late-night of blathering after a red-eye flight. I bet on the latter, which seems to have been right so far.

The answers to the presenteeism problem are not clear, especially if you work in an industry undergoing serious technological disruption, which seems to cover most sectors today. I phoned up one of the people credited with coining the term presenteeism, Professor Cary Cooper of the Alliance Manchester Business School, to see what he thought.

He agreed that there is not much to be said for “silly things” like ping-pong tables and office bean bags.

Rather, he thinks the solution lies in training line managers to be better at spotting when employees are under too much stress or ill, and dealing with the situation sensibly — skills that the average MBA student is taught too rarely.

I think he is on to something, even if management ranks are also thinning out in ever-leaner organisations. I do not expect anything to change soon but at least someone has come up with a better idea than handing out another batch of gym vouchers.

請(qǐng)根據(jù)你所讀到的文章內(nèi)容，完成以下自測(cè)題目：

1.What is presenteeism according to the article ?

A.A habitual pattern of absence from a duty or obligation without good reason.

B.Staying at work beyond the time needed for effective performance on the job.

C.Coming to work despite having an illness, injury or other medical conditions.

D.An act of organizational citizenship and inspire admiration from colleagues.

答案(1)

2.The author believes that presenteeism ____.

A.causes productivity loss for both companies and individuals.

B.helps explain UK's sluggish productivity growth.

C.results from “workplace wellness” programmes.

D.is motivated by the feelings of being irreplaceable.

答案(2)

3.Why did the author go to work despite feeling ill？

A.Because she works for a stressed company with overloaded working pressure.

B.Because she was not sure if she was suffering from a virus infection.

C.Because she could be targeted in the upcoming redundancy due to absence.

D.Because she wanted to demonstrate how indispensable she was to the operation.

答案(3)

4.Professor Cary Cooper thinks the solution to presenteeism is ____.

A.implementing wellness programs aimed at increasing productivity.

B.providing paid sick leave to worker with severe health problems.

C.offering physiotherapist, masseur and in-house dentists to employees.

D.training line managers to spot and deal with presenteeism problem.

答案(4)

* * *

(1)答案：C.Coming to work despite having an illness, injury or other medical conditions.

解釋：“出勤主義”指盡管生病也要堅(jiān)持上班。

(2)答案：A.causes productivity loss for both companies and individuals.

解釋：一系列的研究證明，無論是對(duì)于公司還是個(gè)人，出勤主義都非常愚蠢，并且影響工作效率。

(3)答案：B.Because she was not sure if she was suffering from a virus infection.

解釋：我選擇去工作，因?yàn)槲也⒉煌耆_定自己的癥狀是因?yàn)楦腥玖瞬《荆€是因?yàn)槌俗思t眼航班后又在半夜喋喋不休。

(4)答案：D.training line managers to spot and deal with presenteeism problem.

解釋：Cary Cooper教授認(rèn)為，最好的解決方法是對(duì)部門經(jīng)理進(jìn)行培訓(xùn)，讓他們能更好地識(shí)別出壓力過大或生病的員工，并理智地處理這一情況。