A company's best employees should also be its happiest and most engaged, but that's not always the case.
一家公司最好的员工同时也应该是最快乐、最投入的员工，但也不总是这样。
A new study finds that, in 42% of companies, low performers actually report being more engaged more motivated and more likely to enjoy working at their organization, for example than middle and high performers do.
一项新的研究发现，在42%的受访公司里，相比好员工或表现中等的员工，差员工反馈说自己更投入──比如更有动力、更有可能享受在公司里的工作。
The findings suggest many organizations are not holding employees accountable for their work, allowing the worst workers to skate by, says Mark Murphy, CEO of Leadership IQ, the Atlanta-based consulting firm that conducted the survey.
上述调查的组织者、亚特兰大咨询公司Leadership IQ的首席执行长墨菲(Mark Murphy)说，上述研究结果表明，很多公司对员工的工作缺乏问责，任由差员工浑水摸鱼。
'Low performers often end up with the easiest jobs because managers don't ask much of them, ' he said, so they're under less stress and they're more satisfied with their daily work lives.
他说，差员工常常得到最轻松的工作，因为管理者对他们没有太高的要求。差员工常常压力更小，对日常工作更满意。

Meanwhile, dedicated and conscientious workers end up staying at the office late, correcting the work of the low performers, and making sure clients or customers are satisfied. This pattern breeds frustration and disengagement in the high performers─and perhaps ultimately drives them to seek work elsewhere. 'They feel stressed and undervalued, and it starts to undermine the high performers' confidence that the organization is a meritocracy, ' said Mr. Murphy.
与此同时，专心投入且责任心强的员工却要在办公室工作到很晚，纠正差员工在工作中犯的错误，确保客户或顾客满意。这样的模式会令好员工倍感失望，使他们想尽快摆脱，并可能最终促使他们另谋高就。墨菲说，他们感觉压力大，自己的价值被低估；这样的模式将开始动摇好员工认为公司任人唯贤的想法。
To remedy the situation, managers should speak frankly with high and middle performers, ferreting out what frustrations might potentially send them looking for new opportunities. They should also find out what could motivate them to stick around, he added.
为改变这种局面，管理者应该开诚布公地与好员工和中等员工谈一谈，探查出哪些问题令他们失望，可能会促使他们跳槽。他还说，管理者还应该找到可能促使员工留下来的东西。
To arrive at its findings, Leadership IQ looked at data from 207 companies that kept detailed records of both performance evaluations and engagement surveys.
调查中，Leadership IQ考察了来自207家公司的数据，这些公司详细记录了员工的绩效评估和投入度调查情况。
In the remaining 58% of organizations surveyed, high performers were the most engaged, or engagement scores were about equal among the employees. In the rarest cases, Murphy said, the middle performers were the most engaged. That segment of the workforce─the employees who are neither superstars nor slackers─tends to be ignored by managers, he said.
在剩余的58%的受访公司中，好员工最为投入，或员工的投入度得分大体相等。墨菲说，在极少见的情况下，表现中等的员工最为投入。他说，员工中的这个群体（既不是超级明星员工，也不是偷懒耍滑的员工）往往被管理者所忽视。
Leadership IQ also looked into the specific dynamics of one company, a 1, 000-person technology-services firm, where low performers reported high levels of engagement. It found that, on a 7-point scale, low performers gave a 5.99 score when rating the statement 'I am motivated to give 100% effort when I'm at work.' High performers gave an aggregate score of 5.36 and middle performers' score was 5.32, the lowest.
Leadership IQ还考察了一家公司的具体情况。这是一家有1,000名员工的科技服务公司，差员工反映说投入度很高。调查发现，在“我有动力在工作中付出百分之百的努力”一项中，差员工给出了5.99分（满分7分）。好员工给出5.36分，表现中等的员工给出5.32分，是三组员工中分数最低的。
Low performers were also more likely than the other two groups to recommend their company as a 'great organization to work for.' And in many cases, they didn't even realize they were low performers. When asked whether the employees at the company 'all live up to the same standards, ' low performers were far more likely to agree with the statement than their higher-achieving counterparts.
相比其他两个群体，差员工还更有可能将自己所在的公司推荐为“非常好的公司”。很多情况下，他们甚至没有意识到自己是差员工。当被问到该公司的员工是否“都达到同样的标准”时，差员工赞同这一表述的可能性远高于好员工和中等员工。