The New York TimesStaffers there are held to a standard that is, according to the Times, deliberately engineered to be unreasonably high in order to drive employees to greater and greater feats of productivity and company devotion. It is a system policed not only by management but fellow workers as well, who are encouraged to leave anonymous feedback on peers they think aren't performing well—that is, when they're not urged to tear apart each other's ideas in person. GooglebusinessesWhile the article describes numerous staff morale problems, including the apparently common sight of people breaking down and crying at their desks, the Times also says that many feel the pressure cooker environment challenges them to be the best they can be. Significant, too, is that they can work on the innovative, influential projects that bring them not just hefty compensation but the feeling that the work they do is meaningful, a key factor in what workers today look for in an employer. cash incentivesRight nowOn top of thatconclusionamountslittlelip servicewomenWhat's more, when companies do talk about workers having sufficient time for themselves, this rhetoric can be critiqued as conflating recovering from work with recovering for work. Leisure, in this model, is not an end unto itself but a tool that allows people to work even harder and better, time off turning into one more part of the job description. a 110 percent culturefar from newA memo
