目标驱动型员工的不同目标（下）

This skew matters if managers blindly project their own ideas of purpose onto others.

如果管理者们盲目地将自己的目标理念投射到他人身上，这种偏差就会产生重大影响。

Having a purpose does not necessarily mean a desire to found a startup, head up the career ladder or log into virtual Davos.

有目标并不一定意味着想要创立一家新公司，登上职业阶梯或者参加达沃斯论坛。

Some people are fired up by the prospect of learning new skills or of deepening their expertise.

有些人会因为期待学习新技能或加强专业知识而兴奋不已。

Others derive purpose from specific kinds of responsibility.

另一些人则从特定的责任中获得目标。

Research by a couple of academics at NEOMA Business School and Boston University looked at the experience of employees of the Parisian metro system who had been newly promoted into managerial roles.

诺欧商学院和波士顿大学的几位学者进行了一项研究，考察了巴黎地铁系统中新晋升为管理职位的员工的经历。

People who had been working as station agents before their elevation were generally satisfied by their new roles.

那些在晋升之前一直担任车站工作人员的人通常对他们的新职位感到满意。

But supervisors who had previously worked as train drivers were noticeably less content: they felt their roles had less meaning when they no longer had direct responsibility for the well-being of passengers.

但以前当过火车司机的主管显然不那么满意：他们觉得，当他们不再对乘客的福祉直接负责时，他们的角色就没有了意义。

Firms need to think more creatively about career progression than promoting people into management jobs.

公司需要更有创造性地思考职业发展，而不只是提拔员工担任管理岗位。

IBM, for example, has a fellowship programme designed to give a handful of its most gifted technical employees their own form of recognition each year.

例如，IBM有一个奖学金项目，旨在每年以他们特有的方式表彰少数最具天赋的技术员工。

Another mistake is to conflate an employee's commitment with good performance.

另一个错误是将员工的承诺与良好的表现混为一谈。

A recent paper from Yuna Cho of the University of Hong Kong and Winnie Jiang of INSEAD, a business school, describes an experiment in which groups of people with managerial experience listened to two actors playing the part of colleagues.

香港大学的Yuna Cho和欧洲工商管理学院的Winnie Jiang最近发表的一篇论文描述了一项实验，在实验中，一组有管理经验的人听两名演员扮演彼此的工作伙伴。

One group heard an "employee" saying that he was looking forward to retirement; another group heard the employee saying that he did not want to retire at all.

一组听到一名“员工”说他期待退休；另一组则听到这名员工说他根本不想退休。

In all other respects the conversations were the same.

谈话的其它方面都是一样的。

The observers assigned a bigger bonus and a higher raise to the employee who appeared to have more passion.

观察者给那些看起来更有激情的员工分配了更高的奖金和更大幅度的加薪。

There is some logic here.

这其中存在一定的逻辑。

Employees with a calling could well be more dedicated.

有使命感的员工可能会更加敬业。

But that doesn't necessarily make them better at the job.

但这并不一定会使他们更能够胜任这份工作。

And teams are likelier to perform well if they blend types of employees: visionaries to inspire, specialists to deliver and all those people who want to do a job well but not think about it at weekends.

如果一个团队融合了不同类型的员工，那么这个团队更有可能运作良好：激发灵感的远见者，负责兑现的专家，以及那些想要把工作做好，但在周末不去想工作的人。

Like mayonnaise, the secret is in the mixture.

就像蛋黄酱一样，秘诀在于混合。