In the past few decades， the popular belief in the area of organizational behaviour and organizational psychology has been that happy workers are better workers. However， new research at the University of Alberta shows that sad workers are more productive.過去幾十年來，人們普遍認為，從組織才能和心理素質(zhì)方面來看，自信樂觀的人才是優(yōu)秀員工。然而，最近Alberta阿爾伯達大學(xué)的研究人員發(fā)現(xiàn)，悲觀 憂愁的人高智能工作得更好。
Psychologist Dr. Robert Sinclair and his former PhD student Carrie Lavis recently conducted a series of four studies addressing the effects of experimentally induced happiness versus sadness on work productivity by asking the participants to build circuit boards. In the first study， sad people committed significantly fewer errors than did happy people （approximately half the number of errors） but there was no difference in the number of boards completed. Thus， sad people were more productive.心理學(xué)家羅伯特 辛克萊（Robert Sinclair）博士和他的博士研究生卡麗 （Carrie Lavis ）最近進行了一系列研究，用實驗方法誘導(dǎo)參與者心情愉快或悲觀憂愁，要他們制作電路板，最后了解其對工作效率的影響。該研究分四次進行， 第一次研究中，悲觀憂愁的人工作差錯率大大低于自信自滿的人（約其一半），但是完成的電路板數(shù)量沒有差別。但是，多愁善感的悲觀情緒的人工作質(zhì)量更好。
In similar studies Sinclair and Lavis found the same results along with evidence that happy people might not devote as much energy to the task in order to maintain their happy moods-they perceived that task as something that might detract from their present feelings. Conversely， sad people appeared to be devoting energy to the task in order to distract themselves from their sad feelings.在同類研究中，他們也發(fā)現(xiàn)同樣結(jié)果，當(dāng)人們認為工作會帶來愉快心情時，這些人便全身心投入到工作中去。證明心境愉快的人并不能保持良好愉快心境以充沛精力投入工作，因為他們認為工作會降低愉快心境。與此相反，憂愁悲觀的人為擺脫自身憂郁感覺而全身心地投入到 工作中。
"It is important to know that the moods were unrelated to the task，" said Sinclair. "Unhappiness is coming from something else." Sinclair說：“重要的要知道心情與工作無關(guān)。憂郁悲傷來自其它原因?！?BR> These findings are not surprising， said Sinclair， since there has been a growing body of literature in the area of social psychology demonstrating that sad moods lead to more contemplation and， often， more thoughtful or accurate judgments. Sinclair認為，不必少見多怪，社會心理學(xué)許多文獻表明，憂郁悲傷的心情使人更多思考，從而作出更多理性和更精確的判斷。
In Sinclair's subsequent studies， when people believed that the task would make them feel good， they devoted more energy to the job. The bottom line， said Sinclair， is that it is important for organizations to take into account the emotions of their employees. It seems it could be beneficial to creating situations that lead people to believe that performing their jobs will cause them to feel good： this could cause increases in motivation and superior performance. Sinclair的后來研究中表明，因為人們相信工作能使人愉快，所以全身心地投入工作上。Sinclair認為，對管理者來說，重要的是考慮雇員情緒，這是基本出發(fā)點。創(chuàng)造一種能使人們相信工作會帶來好心情的環(huán)境，是大有益處的：工作能使人精力充沛。
Psychologist Dr. Robert Sinclair and his former PhD student Carrie Lavis recently conducted a series of four studies addressing the effects of experimentally induced happiness versus sadness on work productivity by asking the participants to build circuit boards. In the first study， sad people committed significantly fewer errors than did happy people （approximately half the number of errors） but there was no difference in the number of boards completed. Thus， sad people were more productive.心理學(xué)家羅伯特 辛克萊（Robert Sinclair）博士和他的博士研究生卡麗 （Carrie Lavis ）最近進行了一系列研究，用實驗方法誘導(dǎo)參與者心情愉快或悲觀憂愁，要他們制作電路板，最后了解其對工作效率的影響。該研究分四次進行， 第一次研究中，悲觀憂愁的人工作差錯率大大低于自信自滿的人（約其一半），但是完成的電路板數(shù)量沒有差別。但是，多愁善感的悲觀情緒的人工作質(zhì)量更好。
In similar studies Sinclair and Lavis found the same results along with evidence that happy people might not devote as much energy to the task in order to maintain their happy moods-they perceived that task as something that might detract from their present feelings. Conversely， sad people appeared to be devoting energy to the task in order to distract themselves from their sad feelings.在同類研究中，他們也發(fā)現(xiàn)同樣結(jié)果，當(dāng)人們認為工作會帶來愉快心情時，這些人便全身心投入到工作中去。證明心境愉快的人并不能保持良好愉快心境以充沛精力投入工作，因為他們認為工作會降低愉快心境。與此相反，憂愁悲觀的人為擺脫自身憂郁感覺而全身心地投入到 工作中。
"It is important to know that the moods were unrelated to the task，" said Sinclair. "Unhappiness is coming from something else." Sinclair說：“重要的要知道心情與工作無關(guān)。憂郁悲傷來自其它原因?！?BR> These findings are not surprising， said Sinclair， since there has been a growing body of literature in the area of social psychology demonstrating that sad moods lead to more contemplation and， often， more thoughtful or accurate judgments. Sinclair認為，不必少見多怪，社會心理學(xué)許多文獻表明，憂郁悲傷的心情使人更多思考，從而作出更多理性和更精確的判斷。
In Sinclair's subsequent studies， when people believed that the task would make them feel good， they devoted more energy to the job. The bottom line， said Sinclair， is that it is important for organizations to take into account the emotions of their employees. It seems it could be beneficial to creating situations that lead people to believe that performing their jobs will cause them to feel good： this could cause increases in motivation and superior performance. Sinclair的后來研究中表明，因為人們相信工作能使人愉快，所以全身心地投入工作上。Sinclair認為，對管理者來說，重要的是考慮雇員情緒，這是基本出發(fā)點。創(chuàng)造一種能使人們相信工作會帶來好心情的環(huán)境，是大有益處的：工作能使人精力充沛。