Everyone wants their boss to play fair, but new research suggests that while doing so might make employees happy, it's not always so great for the boss. Specifically, bosses who are fair make their workers happier and their companies more productive, but in the end may burn themselves out, according to a new study led by Michigan State University's Russell Johnson.
每个员工都希望自己的老板公平处事，但是新的研究表明，虽然这样能够让员工快乐，但是老板往往很为难。根据密歇根州立大学拉塞尔-约翰逊进行的新研究表明，公正的老板能使员工更加快乐，公司更加多产，但最后自己可能会心力交瘁。
Researchers found that the act of carefully monitoring the fairness of workplace decisions wears down
supervisors1 both mentally and emotionally.
Johnson, an assistant professor of management, said that managers face a double-edged sword in maintaining structured, rule-bound fairness, known as procedural justice.
"While beneficial for their employees and the organization, it's an especially draining activity for managers," he said. "In fact, we found it had negative effects for managers that spilled over to the next workday."
As part of the study, researchers surveyed 82 bosses twice a day for a few weeks. Managers who reported mental
fatigue2（疲劳） from situations involving procedural fairness were less cooperative and less socially engaging with other workers the next day.
"Managers who are mentally
fatigued3 are more
prone4 to making mistakes, and it is more difficult for them to control
deviant（不正常的） or counterproductive impulses," Johnson said.
Procedural justice
fatigues5 managers mentally because it requires them to conform to particular fairness rules, such as suppressing personal
biases6, being consistent over time and across subordinates, and allowing subordinates to voice their concerns, according to Johnson.
Knowing this type of burnout can occur, Johnson said it's critical managers create situations in which they are better prepared to cope with fatigue. He suggests several tips, including getting sufficient sleep, taking short mental breaks during the workday, adhering to a healthy diet and detaching from work completely when outside of the office.
The study, which was published in the Journal of
Applied12 Psychology13, was co-authored by Klodiana Lanaj, an assistant professor at the University of Florida, and Christopher Barnes, an assistant professor at the University of Washington. Both were former Michigan State doctoral students.
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