A short workweek in a Japanese company

四川簡(jiǎn)陽(yáng)中學(xué) 張芮嘉

體裁 篇幅 建議用時(shí)說明文340 6分鐘

Since the early 1950s,few cultures could rival Japan's seemingly tireless work tradition.While the global average is around 40 hours per week,Japanese workers often work for 80 or even 100 hours a work.Unfortunately,it's starting to show those long hours have given rise to widespread depression among employees—and even a Japanese phenomenon called karoshi,which means“death by work”.

This is why in August,Microsoft Japan decided to shorten the workweek with no cut in pay.For the month,employees were given Fridays off,and the idea was to see if happier,healthier employees could do more in less time.What were the results? During that month,worker productivity,as measured by how many sales were made,improved by nearly 40%.What's more,58.7%fewer pages were printed,23.1%less electricity was used and employees took fewer days off during the month.

How does this happen?One key factor was the focus on more tightly-run company meetings.As part of the experiment,they were limited to 30 minutes,and their overall frequency was reduced.The shortened workweek made time more precious—too precious for planning meetings,and problem-solving meetings. If anything, an abundance of meetings demonstrate that managers have more time on their hands than staffers do.At Microsoft Japan,that luxury was taken away across the board.

It goes without saying that staff morale also got a lift.In its report,Microsoft Japan noted that 92.1%of employees approved of the shortened week.But the shortened workweek still has a long way to go because a corporate mindset has long pushed in the opposite direction.Working hours in Britain and the US have actually increased since the 2000s.

As the BBC reports,some industry leaders actually want more from their employees.Even Microsoft Japan,though encouraged by its success, hasn't committed to making a four-day workweek the new normal.But at least,the trial offers hope for those still trying to get a worklife balance.

閱讀檢測(cè)

1.Why did Microsoft Japan decide to lengthen their weekends?

A.To reduce their expenses and save bills.

B.To improve their employees’well-beings.

C.To make their working environment better.

D.To allow the employees to treat their illness.

2.What did Microsoft Japan do during their experiment?

A.Luxurious things were forbidden.

B.They had meetings less frequently.

C.They had much more short meetings.

D.The workers were allowed to work flexibly.

3.How did the experiment benefit Microsoft Japan?

A.It made the employees keep healthier.

B.It improved workers’time management.

C.It contributed to real cost reductions.

D.It caused little damage to the staff morale.

4.What does the author think of making a short workweek normal in companies?

A.It is most probable.

B.It is relatively easy.

C.It is well accepted.

D.It is very difficult.

語(yǔ)言學(xué)習(xí)

難句分析

But the shortened workweek still has a long way to go because a corporate mindset has long pushed in the opposite direction.但縮短工作周的做法還有一段很長(zhǎng)的路要走，因?yàn)殚L(zhǎng)期以來(lái)企業(yè)心態(tài)都是朝著相反方向推進(jìn)的。

該句為主從復(fù)合句，句中because 引導(dǎo)原因狀語(yǔ)從句。

背景知識(shí)

四天工作制

所謂的“四天工作制”，最初并不是指一周只工作四天，而是每周都有一天可以讓員工做自己崗位職責(zé)之外的事情。發(fā)展到現(xiàn)在，一些歐美國(guó)家的政府機(jī)構(gòu)和私企已經(jīng)開始大力推行一周4 天工作制。在保證工作總量不變的前提下，采取一周4 天工作制單位的人們一天要上10 個(gè)小時(shí)的班，而許多人也欣然接受了這種變化。不少人認(rèn)為，這樣一來(lái)他們每周可以少支出兩筆交通費(fèi)，多享受一天的假日。有些國(guó)家甚至出臺(tái)政策，讓一部分員工先試行“四天工作制”，并對(duì)這部分員工給予一定補(bǔ)貼，以獎(jiǎng)勵(lì)他們節(jié)約能源。