Tony Schwartz and Christine Porath tell us why we hate work. (“Why You Hate Work“, New York Times, May 30, 2014; the “You” in their title article is less inclusive than it appears, for the primary focus of their study is white-collar workers. Still, perhaps there are lessons here to be learned by all.)
Their article has a familiar feel to it: there are several dimensions to employee satisfaction; employees do better and feel better when they are satisfied in those; employers are not sensitive to these spaces of desire; they ignore them, being all too easily satisfied with the fulfillment of work demands.
Put another way: employees are humans with needs; the workplace doesn’t meet them; the workplace-boss-employee relationship is asymmetrical.
Color me surprised.
Schwartz and Porath make recommendations to improve workplace environments: invest in employees; pay them enough; give them breaks; praise them; and so on.
It is tempting to say this is all common-sense, a temptation that finds its grounding in the utterly unsurprising nature of these recommendations. After all, who’da thunk it: humans need rest, adequate wage for labor, a little encouragement?
We have known for a very long time that ‘work’ is a four-letter word. The dichotomies are familiar. Work-bad; leisure-good; weekday-weekend; boss-friend; the list is easily extended (and extendable.) Everybody’s working for the weekend, after all.
A clue to why the Schwartz and Porath study might be cited extensively but almost certainly will not have its recommendations followed–once the initial hubbub following the publication of their Op-Ed in the nation’s leading newspaper has died down–may be found in the fact that while the word “profitability” shows up in their article, “short-term profits”, “shareholders”, “capitalism”, “first-quarter earnings” (and other such gems) do not.
Perhaps you might have guessed where I’m going with this: creating a workplace that keeps employees happy and satisfied has costs associated with it; these costs bite into profits, especially short-term ones; employee satisfaction, to put it bluntly, is incompatible–economically–with short-term profits and quarterly earning reports; ergo, there is little chance the recommendations for the creation of such workspaces will be implemented.
There is something particularly terrifying about repetition compulsion: the endless recycling of a past, its contours showing up again and again to haunt the neurotic. Modern business is similarly afflicted; it rules over armies of the disgruntled, determine to repeatedly lurch from one past mistake to another, resolved to not make the changes that might palliate the suffering of those in its embrace.
This commentary of mine is incomplete; there is a more thoughtful, historically sophisticated take possible on our understanding (starting, perhaps, with the notion that ‘work’ was done by slaves.) More on that in another post in the near future.
Note: A budding neuroscientist might be interested in conducting an fMRI study in which it would be ascertained which brain centers were activated when subjects viewed the word ‘work’ or were asked to perform tasks that were described as ‘work.’ Performance on the latter could be compared with that of a control group which performed the same tasks not described as ‘work.’