In the 19th century the slogan “eight hours’ labour, eight hours’ recreation, eight hours’ rest” became the rallying cry of unions and social justice reformers on both sides of the Atlantic.
19世紀，“8小時事情，8小時文娛，8小時歇息”成為泰西工會和社會公理改造人士的戰役標語。
More than a century later, that hard-won victory is under threat. In many cases it has already been overturned.
一個多世紀後，這一來之不容易的成功正面對威逼。在許多情形下，它已被顛覆。
“The 40-hour week is long gone,” says Karyn Twaronite, global diversity and inclusiveness officer at Ernst & Young. Its study of nearly 10,000 full-time managers in eight countries found that working hours have increased sharply since the financial crisis hit in 2007-8.
安永(Ernst & Young)環球多樣性和包涵性主管卡裏恩礠荲坬耐特(Karyn Twaronite)表現：“每周40小時事情制早已成為曩昔。”安永對8個國度近1萬名全職治理者舉行的研討發明，自2007年至2008年環球金融危急暴發以來，事情時光已大幅延伸。
“It’s not just a US phenomenon,” says Ms Twaronite. “Many other countries are tipping the scales. Since the financial crisis, working more than 40 hours has become the ‘new normal.’”
“這類征象不但出如今美國，”特沃羅耐特表現，“其他許多國度的天平也在歪斜。自這次金融危急以來，每周事情跨越40小時已釀成‘新常態’。”
About half of managers work more than 40 hours, the study found. A third say they are working an additional five or more hours a week.
研討發明，約有一半的治理者每周事情跨越40小時。個中三分之一表現，他們每周會多事情5小時或更長期。
But the extra hours do not necessarily translate into higher productivity. According to a study by Stanford University, productivity declines sharply after 50 hours, and plummets to almost nothing after 55 hours, so much so that the extra 15 hours is of little value.
但這些分外事情時光未必轉化為更高的臨盆率。依據斯坦福大學(Stanford University)的一項研討，一周事情50小時以上臨盆率將大幅下滑，跨越55小時臨盆率將險些銳降至零，是以多出的15小時險些沒有任何意義。
John Pencavel, the study author, says this could be because “employees at work for a long time may experience fatigue or stress that not only reduces [their] productivity, but also increases the probability of errors, accidents and sickness that impose costs on the employer.”
這份查詢拜訪的作者約翰堠慯韋爾(John Pencavel)表現，這多是由於“長期事情的員工大概會覺得疲乏或壓力，這不但會下降他們的臨盆率，還會增長失誤、變亂和疾病的概率，給店主帶來喪失。”
Technology is partly to blame for the rise in working hours, combined with the increasingly insecure job market. Although smartphones and remote work software have brought flexibility, too often the need to be “always in touch” is piled on top of — rather than during — the traditional eight-hour day, according to EY’s Ms Twaronite.
事情時光延伸在必定水平上要歸罪於技巧和愈來愈缺少保障的就業市場。安永的特沃羅耐特表現，只管智妙手機和長途事情軟件帶來了靈巧性，但“一向堅持聯結”的需要性常常疊加在傳統的8小時事情日之外，而不是此間。
“People are tethered to technology,” she says. “They can’t just go home and switch off. You can be finished for the day but it will be morning in China and you will be expected to respond. Count all those extra minutes online and the hours add up very quickly,” she adds.
“人們被技巧約束住了，”她表現，“他們不克不及回家就關掉裝備。你大概停止了當天的事情，但中國行將迎來淩晨，你須要作出回答。把放工後全部在線的時光包含在內，事情時光總長就會敏捷增長。”
Sarah Moore, professor of psychology at the University of Puget Sound, who has studied the decline in working conditions in the US, says that workloads have grown because businesses have downsized so that employees now have to do the work that used to be done by two or more co-workers.
普吉特海灣大學(University of Puget Sound)生理學傳授薩拉槧爾(Sarah Moore)研討了美國事情前提下滑的征象。他表現，因為企業裁人，事情量增長，員工如今必需一小我完成曩昔兩個或更多同事的事情。
“In addition, especially since the 2008 economic downturn, many workers have reported to us that they are grateful for a job and are unwilling, for example, by turning down overtime hours, to jeopardise their employment.”
“別的，特殊是自2008年經濟低迷以來，許多員工跟咱們說，他們很感謝手中這份事情，因此不肯謝絕加班，以避免威逼到這份事情。”
Leon Grunberg, professor of sociology at the University of Puget Sound, blames the changes on “more aggressive business targets, more pressure to reduce costs, more technology, and, as a result, more stress,” he says. “Additionally, support functions, for example, human resources, were cut and shifted to managers.”
普吉特海灣大學社會學傳授萊昂格倫伯格(Leon Grunberg)將這些變更歸罪於“更加激進的營業目的、更大的下降本錢壓力，更多技巧和這統統釀成的更大壓力，”他表現，“別的，人力資本等配套本能機能被撤消並移交給治理者。”
“As salaried employees who don’t have to clock in, managers are also subject to sometimes subtle and sometimes not so subtle pressure from supervisors and peers to show that they are good, loyal employees by coming early and staying late.”
“作為不須要打卡上班的領薪員工，治理者也處在上級主管和同業偶然奧妙偶然不那末奧妙的壓力之下，他們要經由過程早到晚歸表現出他們是優良、忠實的員工。”
Nicola Smith, head of economics at the UK’s Trades Union Congress, says the move away from the 40-hour week is part of a long-term shift driven by seven-day-a-week opening for shops, the decline of unions and increasing numbers of women in the workplace.
英國工會大會(Trades Union Congress)經濟學主管尼古拉史姑娘(Nicola Smith)表現，廢棄每周40小時事情制是歷久變遷的一部門，市肆每周業務7天、工會式微和事情女性增長推進了這一趨向。
“It now takes two earners to keep a household going, not just one. We’ve moved away from the traditional breadwinner model,” she says.
她表現：“如今要保持一個家庭的生存，須要兩小我事情，不克不及只有一個。咱們正轉變傳統的養家模式。”
The TUC has coined the phrase “Burnout Britain” to describe the long-hours working culture. Its study of Office for National Statistics data found that the number of people working more than 48 hours per week had risen by 15 per cent since 2010 to 3,417,000.
英國工會大會提出“精疲力竭的英國”(Burnout Britain)這個詞來形容長期事情的文化。該構造對英國國度統計局(Office for National Statistics)數據的研討發明，自2010年以來，每周事情跨越48小時的員工數目增長了15%，到達341.7萬人。
Ben Willmott, head of public policy at Britain’s Chartered Institute for Personnel and Development, says the shift away from the 40 hour week is “gradual but the trend is definitely in train”.
英國特許人事與成長協會(Chartered Institute for Personnel and Development)大眾政策主管本威爾莫特(Ben Willmott)表現，轉變每周40小時事情制的進程是“漸進的，但這個趨向確定在連續”。
Even though technology has the power to unshackle workers from their desks, the CIPD says there is an increase in “presenteeism” — the need to be seen in the office. It found that 30 per cent of employers have seen an increase in people coming in to work while they are sick and 40 per cent a rise in mental health problems in the past 12 months.
只管科技可讓員工解脫辦公桌的約束，但英國特許人事與成長協會表現，“出勤主義”(指出如今辦公室的需要性)升溫。該協會發明，曩昔12個月時代，30%的店主發明帶病上班的員工數目增長，40%的店主發明精力康健題目增長。
“Although the job market has picked up, the outlook is still pretty uncertain, which is one reason why some people are reluctant to take time off sick even when they are ill.” says Mr Wilmott.
威爾莫特表現：“只管就業市場升溫，但遠景仍相稱不肯定，這便是為何一些人不肯在抱病時請病假。”
“The overall net effect is that many employees find themselves working more hours simply because it is possible and the workplace culture expects it,” says Ms Moore.
摩爾表現：“由此帶來的影響是，許多員工發明他們加班的緣故原由是加班是有大概做到的，並且職場文化盼望他們加班。”
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