????阿爾珀特說，有些患者甚至在接受治療期間都會(huì)受到打擾，不時(shí)查看黑莓信息，表明他們承受的壓力多么巨大。他說，有些患者“蠟燭兩頭同時(shí)燒，他們晚上工作到10點(diǎn)，早上7點(diǎn)又去了公司。”

????“因?yàn)閾?dān)心丟掉工作，所以沒人敢提意見，”阿爾珀特說，因此大多員工日復(fù)一日、周復(fù)一周地繼續(xù)干下去，但他指出，在這樣殘酷的環(huán)境下長期工作可能產(chǎn)生災(zāi)難性的后果。他說：“壓力可能對(duì)人們的身體造成很大傷害，誘發(fā)高血壓及心臟病。”

????有些人一心撲在工作上，基本上放不下。一位紐約社交媒體咨詢公司的老板自豪地說，周五晚上到周六晚上是他會(huì)關(guān)掉手機(jī)、專門休息，但卻沒有提及一周里的其他148個(gè)小時(shí)，他隨時(shí)準(zhǔn)備接客戶的電話并投入工作。僅僅是休息24個(gè)小時(shí)不夠。

????情感疏離、理想破滅且效率不彰

????堪薩斯州立大學(xué)（Kansas State University）心理學(xué)教授羅納德?唐尼指出，工作倦怠的一個(gè)重要癥狀是，“情感疏離，即員工與工作場所、工作本身、員工乃至本人的認(rèn)同感消失。”另一個(gè)跡象是：員工們請的病假開始變多。員工感情上越疏遠(yuǎn)，與工作之間的不斷聯(lián)系就越發(fā)沉重，甚至令人窒息。

????總部位于佛羅里達(dá)州克利爾沃特的GFI軟件公司正是前述對(duì)IT管理員的調(diào)查的資助者，該公司人力資源副總裁史蒂夫?錫克特表示，壓力級(jí)別的上升使他認(rèn)識(shí)到，他的公司應(yīng)當(dāng)著力使員工們了解公司對(duì)他們的期望，經(jīng)理們必須清楚地說明他們希望、期望員工做到什么。他還說，如果工作上的要求不斷提高、引發(fā)壓力，員工應(yīng)當(dāng)直言不諱，如此經(jīng)理人才能將部分負(fù)擔(dān)轉(zhuǎn)移給他人。如果到離職調(diào)查時(shí)才發(fā)現(xiàn)某位員工早已心生倦怠，那肯定有什么地方出了問題。

????伊佐建議，有意解決工作倦怠問題的公司應(yīng)當(dāng)訊問員工，什么樣的改變能緩解倦怠，這往往會(huì)帶來大量解決問題的技巧。公司方面應(yīng)考慮掃除那些不必要的任務(wù)，比如發(fā)布一份報(bào)告，回顧去年的工作，而這些工作現(xiàn)在或許已經(jīng)沒有意義；或者把冗長的會(huì)議限制到不超過15分鐘。它們還可以強(qiáng)調(diào)福利計(jì)劃，使員工產(chǎn)生有奮斗目標(biāo)的感覺，這也有助于緩解壓力。唐尼還稱，主管們需接受訓(xùn)練，了解如何發(fā)現(xiàn)工作倦怠現(xiàn)象，以及如何降低、平衡工作負(fù)擔(dān)，從而解決問題。

????或許所有這些建議聽起來都是老生常談，但大多數(shù)公司都不愿開口談?wù)摴ぷ骶氲栴}。唐尼指出，這是因?yàn)橐坏┱劶按耸拢鼈兙偷谩案淖兤谕担黾尤耸郑档鸵螅鄶?shù)公司都不愿這么做”，而這樣只會(huì)給公司自身埋下隱患。

????“到頭來，一家公司因工作倦怠問題而付出的最大代價(jià)乃是優(yōu)秀員工的流失。只要經(jīng)濟(jì)形勢改善，他們就會(huì)離開該公司。”伊佐說，如果一位經(jīng)理人聽到員工說：“因?yàn)檫@份工作，我已經(jīng)沒有私生活可言”，這就意味著工作倦怠情緒很快就會(huì)出現(xiàn)。

????譯者：小宇

????Alpert says that a couple of clients have even interrupted their therapy sessions to read Blackberry messages, indicating how much pressure they are under. Some clients "burn the candle on both ends. They work until 10 p.m. and are back at work at 7 a.m.," he says.

????"No one wants to complain for fear of losing their job," Alpert says, so most employees just keep going, day after day, week after week. But he notes that the long-term effects of working in such a relentless environment can be devastating. "Stress can wreak havoc on your body, contribute to high blood pressure and cardiac disease," he says.

????Some people are so tied to work that they can barely let go. An owner of a New York social media consulting firm proudly says that he unplugs Friday night to Saturday night, neglecting to mention that the other 148 hours of a week he's plugged in and ready to answer client calls. Taking 24 hours off doesn't yield much down time.

????Disconnected, disillusioned, and not very productive

????A major symptom of burnout, says Ronald Downey, a psychology professor at Kansas State University, is "feeling disconnected. Staff feels disconnected from the workplace, their job, colleagues, and ultimately themselves." Another sign of burnout: when staffers begin to take additional sick days. The more alienated an employee feels, the more constant connection to the job becomes onerous and suffocating.

????Steve Heckert, vice president of human resources at GFI Software, based in Clearwater, Fla., which financed the survey of IT administrators, says the escalated stress levels suggested to him that his firm should focus on making sure staff understands what's expected of them. Managers must make clear exactly what they want and expect from employees. He also says if the demands of the job are intensifying and causing stress, employees need to speak up so managers can shift some of the burden. If the manager is learning about an employee's burnout at the exit interview, something's gone wrong.

????Izzo recommends that companies interested in addressing burnout ask staffers what changes they'd like to see to reduce burnout, which often lead to a host of problem-solving techniques. Companies ought to consider eliminating unnecessary tasks, such as issuing a report that was done last year but perhaps is no longer needed, or limiting lengthy meetings to no more than 15 minutes. And they can also emphasize wellness programs that give staff a sense of purpose and help reduce stress. Downey says that supervisors need to be trained on how to detect employee burnout and how to decrease or balance workloads to address it.

????All of this advice might sound like common sense, but most companies don't want to broach the subject of burnout. If they did, they'd have to "change their expectations, hire more employees, reduce demands, and most won't do that," Downey says. But they do this at their own peril.

????"Ultimately the biggest price companies' pay for burnout is a loss of talented people. As the economy improves, they will leave the enterprise," Izzo says. If a manager hears an employee saying, "I don't have a life on this job," burnout is around the corner, he says.