研究生英语阅读教程基础级2版课文06及其翻译.docx

研究生英语阅读教程基础级2版课文06及其翻译.docx

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研究生英语阅读教程基础级2版课文06及其翻译

ThankGodIt'sMonday

ByJyotiThottam

[1]Asresearchersinpsychology,economicsandorganizationalbehaviorhavebeengraduallydiscovering,theexperienceofbeinghappyatworklooksverysimilaracrossprofessions.People,wholovetheirjobs,feelchallengedbytheirworkbutincontrolofit.Theyhavebosseswhomakethemfeelappreciated（enjoyed）andco-workerstheylike.Theycanfindmeaning（interest/significance）inwhatevertheydo.Andtheyaren'tjustlucky.Ittakesrealefforttoreachthatsublimestate（status）.

[2]Anevenbiggerobstacle,though（however）,maybeourlowexpectationsonthejob.Love,family,community（society）—thosearesupposed（thought）tobethetruesourcesofhappiness,whileworksimply（only）givesusthemeans（tools）toenjoythem.MihalyCsikszentmihalyi,whocoinedthetermflow（happiness<->ebb）,whichadherents（supporter）ofpositivepsychologywouldusetodescribethejob-inducedhighs（highspirit/happiness）,saysthatdistinction（difference）isafalseone."Anythingcanbeenjoyableiftheelementsofflowarepresent,"hewritesinhisbookGoodBusiness."Withinthatframework,doingaseeminglyboringjobcanbeasourceofgreaterfulfillment（achievement）thanone（anybody）everthoughtpossible."

[3]Csikszentmihalyiencourages（urge）ustoreachastate（level/status）inwhichworkisanextensionofwhatwenaturallywanttodo.Immersed（absorbed）inthepleasureofwork,wedon'tworryaboutitsultimate（final）reward.Ifthatsoundsoutofreach,takeheart（tryone’sbest）.Youmaysoongetsomeencouragementfromtheheadoffice（headquarters）.Agrowing（increasing）body（amount）ofresearchisdemonstrating（showing）thathappyworkersnotonlyarehappierinlifebutarealsocrucial（mostimportant）tothehealthofacompany.

[4]Thirty-fiveyearsago,theGallupOrganizationstartedresearchingwhypeopleincertainworkgroups,evenwithinthesamecompany,weresomuchmoreeffective（->efficient）thanothers.DonaldClifton,theGallupresearcherwhopioneeredthatwork,conducted（directed）aseriesofextensiveinterviewswithhighlyproductiveteamsofworkers.Fromthoseinterviews,Gallupdevelopedasetof12statements（rules/points）designedtomeasureemployees'overall（general）levelofhappinesswiththeirwork,whichGallupcalls"engagement".Someofthe（criterion->）criteriareflecttheobviousrequirementsofanyworker（Doyouhavewhatyouneedtodoyourjob?

Doyouknowwhat'sexpectedofyouatwork?

）,whileothersreveal（show）moresubtlevariables（Doyouhaveabestfriendatwork?

Doesyoursupervisor（boss）orsomeoneelseatworkcareaboutyouasaperson?

）.Gallupstartedthesurveyin1998,anditnowincludes5.4millionemployeesat474organizations;Gallupalsodoesperiodicrandompollsofworkersindifferentcountries.

[5]Thepollspaintapictureofaratherdisaffected（unpleasant/unsatisfying）U.S.workforce.Inthemostrecentpoll,fromSeptember2004,only29%ofworkerssaidtheywereengagedwiththeirwork.Morethanhalf,55%,werenotengaged,and16%wereactivelydisengaged.Still（Furthermore）,thosenumbersarebetterthanthose（figures）inmanyothercountries.ThepercentageofengagedworkersintheU.S.ismorethantwiceaslargeasGermany'sandthreetimesasgreatasSingapore's.Butneitherthelate1990sboomnorthesubsequent（following）bust（depression）hadmuchimpact（influence）ineitherdirection,indicating（showing/implying）thatthestateofworkerhappinessgoesmuchdeeperthantheswings（waves）oftheeconomy.

[6]JamesHarter,apsychologistdirecting（conducting）thatresearchatGallup,saysmanycompaniesaresimplymisreading（->misled/don’tknow）whatmakespeoplehappyatwork.Beyondacertainminimumlevel,itisn'tpayorbenefits;it'sstrongrelationshipswithco-workersandasupportiveboss."Thesearebasichumanneedsintheworkplace,butthey'renottheonesthoughtbymanagerstobeveryimportant."Hartersays.Galluphasfoundthatastrongpositiveresponsetothestatement（questiononquestioner）"Ihaveabestfriendatwork",forexample,isapowerfulpredictorforengagementatworkandiscorrelatedwithprofitabilityandconnectionwithcustomers."Itindicates（shows）ahighlevelofbelonging,"Hattersays.

[7]Withoutit,ajobthatlooks（seems）goodonpaper（theoretically）canmakeaworkermiserable[tolive/leadamiserable/happylife].MartinaRadix,41,tradedahigh-pressurejobasanexecutiveassistantatacompanywhereshelikedhercolleaguesforalesstaxingpositionasaclericalworker（clerk）inalawfirmsixyearsago.Shehasmore（free）timeandflexibilitybutfeelsstifled（depressed）byherco-workersandunappreciatedbyherboss."Iamamisfit（mismatch）inthatdepartment,"shesays."Nomatterhowgoodyourpersonallifeis,ifyougointoabad（atom->）atmosphereatwork,ittakesawayfromit."

[8]Infact,engagementatworkislessafunctionofyourpersonalitythanishappinessingeneral.Harterestimatesthatindividualdisposition（personality）accountsfor（takeup/explain）onlyabout30%ofthedifferencebetweenemployeeswhoarehighlyengagedandthosewhoarenot.Therestofitisshaped（decided）bythehundredsofinteractionsthatemployeeshaveeverydaywithco-workers,supervisorsandcustomers.

[9]Themostdirectfix（remedy/cure/solution）,then,istoseekout（lookfor）asupportive（positive）workplace.Findingajobthatfitsalifecalling（need）unlocksthedoortohappiness.LissetteMendez,33,saysherjobcoordinatingtheannualbookfairatMiamiDadeCollegeistheoneshewasborntodo."Booksareaninextricable（inseparable）partofmylife,"shesays.

[10]Evenifyourpassion（->passionate）doesnoteasilytranslateintoaprofession（job->career）,youcanstillfindhappinessonthejob.Numerousstudieshaveshowncorrelationsbetweenmeaningfulworkandhappiness,jobsatisfactionandevenphysicalhealth.Thatsense（feeling/significance）ofmeaning,however,cantakemanydifferentforms.Somepeoplefinditintheworkitself;otherstakepridein（beproudof）theircompany'smission（task）ratherthanintheirspecificjob.Peoplecanfindmeaninginanything.

[11]Thedesireformeaningissostrongthatsometimespeoplesimply（only）createit,especiallytomakesense（makesth.meaningful）ofdifficultorunpleasantwork.Inarecentlycompletedsix-yearstudyofphysicians（->surgeon）duringtheirsurgicalresidency,forexample,itwasfoundthatthesurgeonswereextremelydissatisfiedinthefirstyear,whenthemenial（slave）worktheywereassigned,like（suchas）fillingoutendlesscopiesofpatientrecords,seemedpointless（meaningless）.Oncetheystartedtothinkof（regard）thetrainingaspartofthelargerprocessofjoininganelitegroupofdoctors,theirattitudechanged.They'reabletoreconstruct（reconsider）andmakesenseoftheirworkandwhattheydo.Bytheendofyearone,they'vestartedtocreate（feel）somemeanings.

[12]Whilepositivepsychologyhasmostlyfocusedon（stressed/emphasized）theindividual（pursue->）pursuitofhappiness,anewfield—positiveorganizationalscholarship—hasbeguntoexaminetheconnectionbetweenhappyemployeesandhappy（successful）businesses.Insteadoffocusingonprofitabilityandcompetitiontoexplainsuccess,researchersinthisfieldarestudyingmeaningfulness,authenticleadershipandemotionalcompetence（ability）.NotthetypicalB-schoolbuzzwords,buttheymaysoonbecomepartofthelanguagespokenbyeveryM.B.A.

[13]Untilrecently,businesspeoplewoulddismiss（fire）employeewell-beingas"outsidetheirdomain（field）andkindof（alittle/somewhat）fringe-ish",saysThomasWright,aprofessoroforganizationalbehaviorattheUniversityofNevada,Reno.Earlyhints（clues）oftheimportanceofworkerhappinesswereslow（dull/stupid）tobeaccepted（admitted/understood）.A1920sstudyonthetopicattheHawthornePlantoftheWesternElectricCo.inCicero.Itlookedat（examined）whetherincreasedlighting,shorterworkdaysandotherworker-friendlyfixes（measures）wouldimprove（increase）productivity.While（Although）theworkplacechangesboosted（improved）performance,theexperimenterseventually（finally）discovered（found）thatthedifferencesworkerswererespondingtonotinthephysicalenvironmentbutinthesocialone（factor）.Inotherwords,theattentiontheyweregettingwaswhatmadethemhappierandmoreeffective.ThisphenomenoncametobeknownastheHawthorneeffect."Theresearcherscametorealizethatitwaspeople'shappinessthatmadethedifference,"Wrightsays.Butlaterstudiesthatlookedatjob-satisfactionratingswereinconsistent.Broadermeasures（degree）ofhappiness,itturnsout,arebetterpredictorsofproductivity.

[14]Makinganyofthosechangesdependsontheboss,althoughnotnecessarily,theCEO.Soahandfulof（many）businessschoolsaretryingtocreate（educate）anewkindoffrontlinemanager,basedontheideaof"authenticleadership".Insteadofimposingfaddish（fashionable）managementtechniquesoneachsupervisor,authenticleadershipbeginswithself-awareness.Introvertedbosseshavetoknowtheirownstyleandthenfindstrategiestomanage（administrate）peoplethatfeelnatural（friendly）.Inotherwords,byfiguringout（workingout）theirstrengths（advantages）,theylearntorecognizethose（advantages）ofemployees.[handin->handout;routiner;]

[15]Thegoal（objective->purpose->aim）ofallthatrethinking,however,isnotnecessarilyaworld（field）inwhichpeoplelovetheirworkaboveeverythingelse.Work,bydefinition,issomewhat（alittle）unpleasantrelativetoalltheotherthingswecouldbedoi