一家公司最好的员工同时也应该是最快乐、最投入的员工，但也不总是这样。一项新的研究发现，在42%的受访公司里，相比好员工或表现中等的员工，差员工反馈说自己更投入──比如更有动力、更有可能享受在公司里的工作。
A company's best employees should also be its happiest and most engaged, but that's not always the case.
上述调查的组织者、亚特兰大咨询公司Leadership IQ的首席执行长墨菲(Mark Murphy)说，上述研究结果表明，很多公司对员工的工作缺乏问责，任由差员工浑水摸鱼。
A new study finds that, in 42% of companies, low performers actually report being more engaged more motivated and more likely to enjoy working at their organization, for example than middle and high performers do.
他说，差员工常常得到最轻松的工作，因为管理者对他们没有太高的要求。差员工常常压力更小，对日常工作更满意。
The findings suggest many organizations are not holding employees accountable for their work, allowing the worst workers to skate by, says Mark Murphy, CEO of Leadership IQ, the Atlanta-based consulting firm that conducted the survey.
与此同时，专心投入且责任心强的员工却要在办公室工作到很晚，纠正差员工在工作中犯的错误，确保客户或顾客满意。这样的模式会令好员工倍感失望，使他们想尽快摆脱，并可能最终促使他们另谋高就。墨菲说，他们感觉压力大，自己的价值被低估；这样的模式将开始动摇好员工认为公司任人唯贤的想法。
'Low performers often end up with the easiest jobs because managers don't ask much of them,' he said, so they're under less stress and they're more satisfied with their daily work lives.
为改变这种局面，管理者应该开诚布公地与好员工和中等员工谈一谈，探查出哪些问题令他们失望，可能会促使他们跳槽。他还说，管理者还应该找到可能促使员工留下来的东西。
Meanwhile, dedicated and conscientious workers end up staying at the office late, correcting the work of the low performers, and making sure clients or customers are satisfied. This pattern breeds frustration and disengagement in the high performers
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