SUICIDE, proclaimed Albert Camus in "The Myth of Sisyphus", is the only serious philosophical problem. In France at the moment it is also a serious management problem. A spate of attempted and successful suicides at France Telecom-many of them explicitly prompted by troubles at work-has sparked a national debate about life in the modern corporation. One man stabbed himself in the middle of a meeting （he survived）. A woman leapt from a fourth-floor office window after sending a suicidal e-mail to her father: "I have decided to kill myself tonight…I can't take the new reorganisation." In all, 24 of the firm's employees have taken their own lives since early 2008-and this grisly tally follows similar episodes at other pillars of French industry including Renault, Peugeot and EDF （see article）.

    There are some parochial reasons for this melancholy trend. France Telecom is making the difficult transition from state monopoly to multinational company. It has shed 22,000 jobs since 2006, but two-thirds of the remaining workers enjoy civil-service-like job-security. This is forcing it to pursue a toxic strategy: teaching old civil servants new tricks while at the same time putting new hires on short-term contracts. Yet the problem is not confined to France. America's Bureau of Labour Statistics calculates that work-related suicides increased by 28% between 2007 and 2008, although the rate is lower than in Europe. And suicide is only the tip of an iceberg of work-related unhappiness.

    A survey by the Centre for Work-Life Policy, an American consultancy, found that between June 2007 and December 2008 the proportion of employees who professed loyalty to their employers slumped from 95% to 39%; the number voicing trust in them fell from 79% to 22%. A more recent survey by DDI, another American consultancy, found that more than half of respondents described their job as "stagnant", meaning that they had nothing interesting to do and little hope of promotion. Half of these "stagnators" planned to look for another job as soon as the economy improved. People are both clinging on to their current jobs, however much they dislike them, and dreaming of moving when the economy improves. This is taking a toll on both short-term productivity and long-term competitiveness: the people most likely to move when things look up are high-flyers who feel that their talents are being ignored.

    The most obvious reason for the rise in unhappiness is the recession, which is destroying jobs at a startling rate and spreading anxiety throughout the workforce. But the recession is also highlighting longer-term problems. Unhappiness seems to be particularly common in car companies, which suffer from global overcapacity, and telecoms companies, which are being buffeted by a technological revolution. In a survey of its workers in 2008, France Telecom found that two-thirds of them reported being "stressed out" and a sixth reported being in "distress".

    A second source of misery is the drive to improve productivity, which is typically accompanied by an obsession with measuring performance. Giant retailers use "workforce management" software to monitor how many seconds it takes to scan the goods in a grocery cart, and then reward the most diligent workers with prime working hours. The public sector, particularly in Britain, is awash with inspectorates and performance targets. Taylorism, which Charlie Chaplin lampooned so memorably in "Modern Times", has spread from the industrial to the post-industrial economy. In Japan some firms even monitor whether their employees smile frequently enough at customers.

    A more subtle problem lies in the mixed messages that companies send about loyalty and commitment. Many firms-particularly successful ones-demand extraordinary dedication from their employees. （Microsoft, according to an old joke, offers flexitime: "You can work any 18-hour shift that you want."） Some provide perks that are intended to make the office feel like a second home. But companies also reserve the right to trim their workforce at the first sign of trouble. Most employees understand that their firms do not feel much responsibility to protect jobs. But they nevertheless find it wrenching to leave a post that has consumed so much of their lives.

    Engineering joy

    Can anything be done about this epidemic of unhappiness? There are some people, particularly in Europe, who think that it strengthens the case for expanding workers' rights. But doing so will not end the upheaval wrought by technological innovation in the telecoms sector or overcapacity in the car industry. And the situation in France Telecom was exacerbated by the fact that so many workers were unsackable. The solution to the problem, in so far as there is one, lies in the hands of managers and workers rather than governments.

    Companies need to do more than pay lip service to the human side of management. They also need to learn from the well-documented mistakes of others （France Telecom has belatedly hired Technologia, a consultancy which helped Renault with its suicide problem）. Bob Sutton of Stanford University argues that companies need to do as much as possible to come clean with workers, even if that means confirming bad news. He also warns that bosses need to be careful about the signals they send: in times of great stress ill thought-out turns of phrase can lead to a frenzy of anxiety and speculation.

    As for the workers, the habit of battening down the hatches, which so irritates many companies, may be a sensible response to economic turmoil. In the longer term workers can take comfort from the fact that history may be on their side: in the rich world, low birth rates, an impending surge in retirements and caps on immigration could reduce the number of people of working age by 20-40%. Today's unhappy workers may one day be able to exercise the ultimate revenge, by taking their services elsewhere.

    法國(guó)哲學(xué)家阿爾貝。加繆在他的著作《西西弗的神話》中說(shuō)到，自殺是唯一嚴(yán)肅的哲學(xué)問(wèn)題。對(duì)現(xiàn)時(shí)的法國(guó)來(lái)說(shuō)，這也是一個(gè)嚴(yán)重的管理難題。法國(guó)電信內(nèi)大量自殺未遂及成功自殺的員工，在全國(guó)范圍內(nèi)激起了有關(guān)現(xiàn)代公司內(nèi)員工生命問(wèn)題的爭(zhēng)論，而這些自殺行為，很多是因?yàn)樵诠ぷ髦杏龅嚼щy所致。一個(gè)男人在會(huì)議進(jìn)行到一半時(shí)刺傷了自己（后幸存）,一位女士給自己的父親發(fā)送了一封有自殺傾向的郵件，說(shuō)了"我已決定今晚自殺…我承受不了新的重組"之云后，從四樓辦公室的窗戶上跳下。自2008年初至今，法國(guó)電信總計(jì)已有24名公司雇員自殺身亡。并且這種恐怖的自殺數(shù)字也類似的出現(xiàn)在法國(guó)其他支柱產(chǎn)業(yè)內(nèi)，包括雷諾，標(biāo)致以及EDF.

    造成這種令人悲哀的趨勢(shì)的原因有一些特定因素。法國(guó)電信正艱難地從國(guó)家壟斷企業(yè)向跨國(guó)公司轉(zhuǎn)型。2006年以來(lái)，該公司已裁員兩萬(wàn)兩千人，但是三分之二的保留工人仍像公務(wù)員一樣擁有鐵飯碗。這迫使其尋求嚴(yán)苛的策略：培訓(xùn)老員工新技能，同時(shí)招募簽訂短期合同的新人。然而，這種問(wèn)題不僅存在于法國(guó)。據(jù)美國(guó)勞工局統(tǒng)計(jì)，2007年至2008年之間，與工作有關(guān)的自殺事件增長(zhǎng)了28%,盡管該比率略低于歐洲。而自殺也只是工作不開(kāi)心表現(xiàn)中的冰山一角。

    美國(guó)的一家咨詢公司，"工作-生活政策中心"的一項(xiàng)調(diào)查發(fā)現(xiàn)，2007年6月至 2008年12月之間，盡忠于雇主的雇員比例從95%下降到了39%;信任雇主的比例也從79%降到了22%.美國(guó)DDI咨詢公司的最新調(diào)查發(fā)現(xiàn)，有一半以上的受訪者形容自己的工作"停滯不前",這意味著他們的工作非常無(wú)聊，升職無(wú)望。這些"停滯者"中，有一半人計(jì)劃一旦經(jīng)濟(jì)復(fù)蘇就去尋找另一份工作。不管有多討厭現(xiàn)在的工作，人們還是得繼續(xù)堅(jiān)持，并期盼經(jīng)濟(jì)好轉(zhuǎn)可以換份工作。這種現(xiàn)象對(duì)短期生產(chǎn)力和長(zhǎng)期的競(jìng)爭(zhēng)力都敲響了警鐘：等到經(jīng)濟(jì)好轉(zhuǎn)之時(shí)，最可能跳槽的是認(rèn)為才能被埋沒(méi)的心高志遠(yuǎn)之士。

    對(duì)工作的不滿情緒增長(zhǎng)的最明顯的原因是經(jīng)濟(jì)衰退，其正以驚人的速度使更多人失業(yè)，人人自危。但是經(jīng)濟(jì)衰退也突出了長(zhǎng)期問(wèn)題。這種不愉快似乎在遭受全球產(chǎn)能過(guò)剩的汽車公司，以及正受技術(shù)革新打擊的電信公司尤為普遍。法國(guó)電信2008年在對(duì)其員工的調(diào)查中發(fā)現(xiàn)三分之二的人認(rèn)為壓力過(guò)大，六分之一的人處于長(zhǎng)期焦慮中。

    痛苦的第二個(gè)來(lái)源是企業(yè)努力提高生產(chǎn)力，而這一過(guò)程注定伴隨著對(duì)員工工作表現(xiàn)的評(píng)測(cè)。大零售商采用"工作管理"軟件來(lái)監(jiān)督員工掃描購(gòu)物車內(nèi)的貨物需要多少秒，然后獎(jiǎng)勵(lì)最勤奮，工作時(shí)間最長(zhǎng)的工人。在公共部門，尤其在英國(guó)，都設(shè)置崗位檢查員并設(shè)定業(yè)績(jī)目標(biāo)。查理。卓別林在電影"摩登時(shí)代"中對(duì)泰勒主義的諷刺令人印象深刻，而泰勒主義現(xiàn)在已從工業(yè)經(jīng)濟(jì)彌散到了后工業(yè)經(jīng)濟(jì)。在日本，有些公司甚至對(duì)員工是否足夠頻繁的向顧客微笑監(jiān)督。

    一個(gè)更敏感的問(wèn)題在于公司傳達(dá)的有關(guān)忠誠(chéng)與奉獻(xiàn)結(jié)合的信息。許多公司，尤其是一些比較成功的公司，要求員工有特別的奉獻(xiàn)。（有個(gè)關(guān)于微軟的老笑話談到了微軟所提供的彈性工作制度："你可以根據(jù)自己的意愿任意選擇一天中的18個(gè)小時(shí)工作"）.一些公司會(huì)使辦公室感覺(jué)起來(lái)像第二個(gè)家。但是公司同樣保留一旦麻煩出現(xiàn)就削減勞動(dòng)力的權(quán)利。大多數(shù)員工理解公司不愿意承擔(dān)太多責(zé)任保護(hù)工作。但盡管如此，離開(kāi)為之耗費(fèi)大量精力心血的工作職位時(shí)，他們?nèi)匀皇�分痛苦�?/p>

    Engineering joy 快樂(lè)工程

    對(duì)于這種憂愁的流行，我們能做些什么嗎？有些人，尤其在歐洲，認(rèn)為正因?yàn)檫@種盛行的對(duì)工作的不滿，更強(qiáng)化了擴(kuò)大工利的原因。但這樣做對(duì)于電信部門的技術(shù)革新或汽車行業(yè)的產(chǎn)能過(guò)剩所帶來(lái)的劇變也于事無(wú)補(bǔ)。并且法國(guó)電信的局勢(shì)由于不能解雇如此多的員工而惡化。對(duì)該問(wèn)題目前為止唯一的解決方法，在于管理者與工人而不是政府。

    公司需要對(duì)人員管理做出更多努力而不是空口承諾。也要從他人所犯的清清楚楚的錯(cuò)誤中得到教訓(xùn)（法國(guó)電信已經(jīng)遲雇了 Technologia咨詢公司，這家公司曾幫助雷諾解決自殺問(wèn)題）.斯坦福大學(xué)的鮑勃。薩頓說(shuō)公司要盡可能的對(duì)工人坦誠(chéng)，即使意味著確認(rèn)壞消息。他還警示老板們要小心自己對(duì)工人所傳達(dá)的信號(hào)：未加思索的/脫口而出的一些話可能導(dǎo)致焦慮和懷疑肆虐。

    工人們未雨綢繆的習(xí)慣，讓很多公司都很惱怒，但這或許對(duì)經(jīng)濟(jì)動(dòng)蕩來(lái)說(shuō)的是一個(gè)明智選擇吧。在較長(zhǎng)時(shí)期內(nèi)，工人可以從各種歷史事件中得到一些安慰：在發(fā)達(dá)國(guó)家，低人口出生率，迫近的退休浪潮以及移民限制會(huì)減少達(dá)到工作年齡人數(shù)20%-40%.今天有不滿情緒的工人某天可能以跳槽的方式實(shí)行最終的報(bào)復(fù)。