If you work hard, it does not mean that you are happy

Scientists at Duke University have shown that the most productive employees bring us the maximum benefit, but do not enjoy it. And that's why.

In every company there is a man who, if there will be something out of the ordinary, will rake over all the crap. Of course, the larger the company, the more such people. They can always rely on. And you're not worried, knowing that could happen anything wrong, because this man will settle everything.

He is the most competent, never fails and miraculously solve the problems that you think you can not solve no other. You well. But it is bad.

A group of scientists from Duke University, Georgia and Colorado held studyI am trying to find out what impact the extreme situation in the most competent people and how they feel at the critical moment, when everything depends on them.

Several groups of respondents gave a statement to read about Sam. Sam - a fictional employee and approval, the data of each group differed only by how Sam was competent in their work.

Members of the group, which Sam was presented as the most competent employees expected him much greater productivity than those to whom he was introduced not too competent.

The second part of the study carried out by second-year students. They offered to delegate proofreading essays written by them to their classmates, who were also different levels of competence. Those students who have studied better than the others, received the largest amount of work.

It is logical that, given the choice between more and less competent employee, you may want to take the help of the one who understands more and do better. But a reasonable question arises:

Why are more competent people have to work longer, while their less competent colleagues work less, but for the same cost?

This study involved 400 employees of different companies. Scientists have found that high staff got more work, and their colleagues do not understand how hard it was to deal with it. The level of happiness workaholic was inversely proportional to the amount of the assigned tasks.

One of the study's leaders Kristy Kowal says:

It makes sense to rely on the competence, but do not forget that you force a person under stress, putting in front of him more and more tasks.

Top managers and executives, scientists recommend the following:

1. Give the greatest opportunity most valuable employees.
2. They also provide not only the most important but also interesting work.
3. If someone works beyond the norm, you have to compensate for this.
4. Less effective employees should be given a job that requires a lot of time doing.