今日职场:每周工作37小时不再高效 多不等于好
发布时间: 2017-04-27   来源: 北外网院
关键词: 职场生活 工作时长 北外网课 北外网院 北外英语在职研


Andrew Bauer needed a way to invigorate his staff working the production line.

“I used to have them working up to nine or 10 hours a day,” said Bauer, chief executive officer of Royce Leather in Secaucus, New Jersey, in the US, which makes wallets, luggage and other leather accessories.

But the longer his employees worked, the more their productivity declined. So last year, after taking over the company from his father, Bauer cut the workday of his 15-person assembly line by two to three hours, depending on the position. Workers still received the standard breaks, including 45 minutes for lunch.

Bauer’s goal was to boost efficiency, not to cut payroll. On the contrary, he increased the team’s compensation by 15%.

Switching to a seven-hour workday paid off: output went up, with the line churning out 10% to 15% more merchandise each day. Plus, he added, his staff — many of whom have been with the company one to three decades — appreciated getting home earlier.

Shorter workdays have made headlines lately, thanks to Gothenburg, Sweden. On 1 July, the city began a year-long experiment with six-hour days, enlisting a segment of government employees to work less than their eight-hour-a-day counterparts, for the same pay.

The hope is that staffers working shorter days will accomplish just as much, only with more efficiency and less calling in sick. It’s a nice idea, but will it — and other efforts to shorten hours in the office — work?

The grand productivity experiment

Studies of past attempts by various countries to trim employees’ workdays have yielded conflicting results.

Last year, research from the Organisation for Economic Co-operation and Development (OECD) reported in The Economist showed that the more people worked, the more their productivity tapered off.

But South Korean research detailed in the Journal of Happiness Studies last year found that employees appreciated shorter workdays in theory only. In practice, researchers found, the country’s 2004 workday reduction from 44 hours to 40 — and a declaration of Saturdays as an official day off — didn’t do much to improve workers’ job satisfaction or overall happiness. Instead, having less time to tackle the same workloadincreased their stress. The workload, it turned out, for these already-efficient employees was simply too high to get done in fewer hours.

And back in 2005, Sweden’s Kiruna district council ended a 16-year-run of mandated six-hour workdays for 250 employees, claiming the programme cost too much and was too unwieldy to manage. According to the council, managing two different sets of employee work schedules — the six-hour day and the eight-hour day — had grown too complicated. The European news site The Local also reported that at a similar experiment a hospital in Stockholm created resentment among employees whose schedules hadn’t been reduced.

Whether reduced workdays succeed may have more to do with the type of work performed, the workload and the managers overseeing it than the country or company making the change. Part of the problem is that one work schedule won’t necessarily fit all employees or job descriptions, said Cali Williams Yost, a workplace strategist based in Madison, New Jersey.

“In a competitive global economy, I find these one-size-fits-all, strict models are hard to maintain to the letter,” said Williams Yost, author ofTweak It: Make What Matters to You Happen Every Day.

When shorter workdays don’t work

Kenny Kline of MedPreps can vouch for that. In 2012, Kline trimmed the workday of 20 full-time employees he’d hired to write practice questions for medical certification exams, keeping their salaries intact. The four-month experiment was a failure.

Giving employees only six hours a day to devise test questions instead of the customary eight changed the company culture for the worse, said Kline, co-founder of the St Louis, Missouri-based company, which sells medical exam preparation materials in the US.

“People definitely worked harder and we ended up getting more out of them,” Kline said. “But they wouldn’t interact with each other at all. And they were a lot less happy at work.”

Without much time for lunch or other breaks, the camaraderie his staff once enjoyed ground to a halt. What’s more, Kline said, employees were too mentally drained at the end of the day.

“People felt a lot more burned out working six hours a day just because of the intensity,” Kline said.

Royce Leather’s Bauer can relate to the need for some people to put in more time to be more productive. At the same time that he reduced his production team’s workday, he gave his 20-person product development and design staff a pay bump and encouraged them to start working 10 hours a day instead of their customary eight. The idea was for them to create and collaborate on ideas at a more leisurely pace.

“The time increase has definitely made the office a lot more relaxed,” Bauer said. “There’s not as much stress, which definitely makes everyone a lot more productive.”

In praise of flexibility

For a shorter workday to succeed, companies have to treat the change in office hours as a guideline that can be adapted to meet various employee and business needs, not a rigid rule, Williams Yost said.

For example, she said, “What about business that has to get done in time zones during the hours the workplace is closed?” And what of companies who pile 40 hours of work on employees who only have 30 paid hours in which to get the job done?

For Jody Greenstone Miller, whose 75-person in-house staff includes people who’ve chosen to work 10, 20, 30 or 40 hours a week (for commensurate pay), knowing how long each assigned task takes is key.

“As a manager, you have to make sure people don’t work too much,” said Greenstone Miller, chief executive officer and co-founder of Business Talent Group, a consulting firm with five US offices and clients throughout Europe, Asia, Australia, North America and South America. “Because if they work too much, they end up being dissatisfied,” she said.

Debbie Carreau, chief executive officer and founder of Calgary, Alberta-based Inspired HR Ltd, agrees. To prevent “workweek creep” — and as an example to the dozens of Canadian and US companies her human resources firm serves — Carreau’s 12-person team handles the bulk of their work between 9:00 and 15:00. After that, the team goes home but stays on call, often fielding emergency messages one or two hours a night from clients dealing with on-the-job accidents, performance issues and resignations.

“People are not productive after a 37-hour week,” Carreau said. “More does not mean better.”

安德鲁鲍尔(Andrew Bauer)需要一种能让生产线工人精力充沛的方法。












减少工作时长是否成功也许与工作的类型,工作量以及监督的经理有更多关系,而不是这个国家或公司做出的改变。部分问题出在单一的工作时间表不一定适合所有的员工和工作类型。卡利 威廉 约斯特(Cali Williams Yos)这样说道,他是新泽西州麦迪逊市的一名工厂顾问。

“在充满竞争的全球经济中,我发现这些一刀切的精准模式很难保持到最后。”威廉 约斯特说道,他是《让重要的事每天上演》一书的作者。


地中海预备学校的肯尼 克兰(Kenny Kline)可以证明这点。2012年,克兰在保持薪水不变的情况下,减少了20名全职员工的工作时间,他评聘这些员工来记录医学认证考试问题。然而,为期四个月的实验最终失败。








为了让更短的工作时长获得成功,公司必须使办公时间的改变成为一条适应不同员工和生意需求的指导原则,而不是一条死板的法则,威廉姆斯 约斯特说道。


乔迪 格林斯通 米勒(Jody Greenstone Miller)的机构拥有75人,其中包括选择一周工作10,20,30或者40小时的工人(获得相对应的报酬),知道每项任务所花的时间是关键。

“作为一名经理,你必须确保员工不会工作过度,”格林斯通 米勒说道,她是商业人才公司的执行总裁和合伙创始人,该公司是一家咨询公司,拥有五家美国办事处,客户遍布欧洲,亚洲,澳大利亚,北美和南美。“因为如果他们工作过度,他们最终会不满,”她说。

黛比 卡罗同意米勒的说法,他是(加拿大)亚伯达省卡尔加里市一家激励人力资源公司的执行总裁和创办人,为了避免工作时间效率低,作为其人力资源公司服务于十几家加拿大和美国公司的一个范例,卡罗12人小组是在9:00到15:00之间处理主要工作。之后,小组成员可以回家,但是要随时待命,经常一晚要处理一或两个小时来自客户紧急信息,要处理发生的事情,并执行命令。




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